**Registered Charity Number: 1141034 Company Number: 03896342**
## **Project Buzz**
## **ANNUAL REPORT AND UNAUDITED FINANCIAL STATEMENTS**
**For the year ended 31 March 2025**
**Project Buzz**
## **Contents**
||**Page**|
|---|---|
|Legal and administrative information|1|
|Trustees' annual report|2 – 12|
|Independent examiner's report|13|
|Statement of financial activities|14|
|Balance sheet|15|
|Notes to the accounts|16 – 20|
## **Project Buzz**
## **Legal and administrative information For the year ended 31 March 2025**
## **Trustees**
Andrew Jonas Chair Ralph Keene Treasurer Laura Stewart Secretary Rachel McManus Michael Moore Chun Wong Elizabeth Cassidy Ashley Gray Laura Beaumont Lucy Weaver Temitope Dele-Akinyan
resigned 26 October 2023
resigned 10 April 2024 appointed 23 October 2024 appointed 5 March 2025 appointed 5 March 2025 appointed 5 March 2025 appointed 5 March 2025 appointed 5 March 2025
## **Key management**
Kath Mardles CEO Paula Higgins Manager
**Charity number** 1141034
**Company number** 07404833
## **Registered office**
St Andrews URC Church Upper Hanover Street Sheffield S3 7RQ
**Accountants**
Seven Hills Accountants Limited 57 Burton Street Sheffield S6 2HH
1
## **Project Buzz**
## **Trustees' annual report For the year ended 31 March 2025**
The trustees are pleased to present their annual directors’ report together with the financial statements of the charity for the year ended 31 March 2025 which are also prepared to meet the requirements for a directors’ report and accounts for Companies Act purposes.
The financial statements comply with the Charities Act 2011, the Companies Act 2006, the Memorandum and Articles of Association, and the charities Statement of Recommended Practice (applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland; FRS 102) issued in October 2019.
## **Structure, governance and management**
The organisation is a charitable company limited by guarantee, established under a memorandum of association which established the objects and powers of the charity company, and is governed under its articles of association. The company registered as a charity in April 2011.
New trustees are appointed following application and interview by the chair and beneficiaries. They are approved as trustees at the next appropriate trustee meeting. All newly appointed trustees must stand down at the next AGM, but may be reappointed immediately.
## **Objectives and activities**
The principal objective is to provide for the benefit of the public, the provision of child contact services, the provision of education and other support facilities and the provision of other ancillary and associated services.
The objects of the charity are for the benefit of children and their families, particularly but not exclusively, throughout the county of Yorkshire:
- To provide child contact and associated support services to families;
- To provide the necessary facilities for the daily care, recreation and education of children during out of school hours and school holidays;
- To advance the education and training of the persons in the provision of such care,
education and recreational facilities:; and
- To develop the capacity and skills of the members of the public in the area of benefit in such a way that they are better able to identify and help meet their needs and to participate more fully in society
In shaping our objectives for the year and planning our activities, the trustees have considered the Charity Commission’s guidance on public benefit, including the guidance ‘public benefit: running a charity (PB2)’, in particular the guidance on fee charging.
**Our vision -** That every separating family in our area of operation chooses to access our services to find positive solutions to cooperate parenting rather than going to court.
**Our Mission** - To offer holistic, solution-focused support to separated families as early as possible to avoid any lasting harm to the child and to ensure the child has the best possible opportunities in life with their co parents.
**Our Values** Safety Empowerment Trust Positivity
2
## **Project Buzz**
## **Trustees' annual report - continued For the year ended 31 March 2025**
## **Chair’s report**
Buzz was established in 1999 in Broomhall, Sheffield, beginning life in partnership with Spurgeons. That early partnership provided a strong foundation, embedding our core values, safeguarding, community engagement and professional practice at the heart of the organisation from the outset.
Local parents wanted a safe and stimulating environment where their children could learn, play and grow. With the dedication and support of families in the community, Buzz quickly became a cornerstone organisation, offering activities and programmes designed around family need
Over time, the focus of our work evolved to respond to changing community demand.
Today, Buzz specialises in supporting separated families through safe, structured and child centred services. While our services have developed, the vibrant atmosphere and inclusive ethos of those early years remain central to who we are.
From small beginnings as a Sheffield based charity, Buzz has grown into a trusted provider across South Yorkshire, with increasing regional reach and national influence. Through partnerships, sector leadership and innovation, we now contribute not only to local family support but to wider conversations shaping Family Time practice across the country.
The legacy of those early parents lives on as Buzz continues to flourish, building brighter futures for children and families for generations to come.
Andrew Jonas Chair
3
## **Project Buzz**
## **Trustees' annual report - continued For the year ended 31 March 2025**
## **Achievement and performance**
Another year of growth, service innovation, and successful networking spanning from Yorkshire to Japan and Lithuania.
## **Goverance and Organisational Strengthening**
## **New Trustees**
We strengthened our governance by welcoming new trustees, bringing fresh expertise, increased capacity, and enhanced strategic oversight to support Buzz’s next phase of development. **Team Restructure**
We undertook a team restructure to ensure our staffing model reflects demand, improves sustainability, and strengthens our ability to deliver high quality services.
**Accountant**
We enhanced financial oversight and resilience through strengthened accounting support, ensuring improved financial systems, compliance, and transparency.
**Family Law Sub-Groups**
By engaging in Family Law sub groups, we contributed to regional dialogue and influenced practice developments that impact separated families locally **.**
## **Partnerships and Strategic Influence**
## **BNI**
Through active engagement in BNI, as their chosen charity of the year we expanded our professional network, increasing donations, visibility, and cross sector collaboration.
**Multi agency Networking Day**
We convened and participated in a multi agency networking session, strengthening safeguarding pathways and improving coordinated responses for families.
**MP / Mayor Engagement**
Engagement with our MP and Mayor helped raise the profile of support for separated families and Family Time, strengthening local advocacy and visibility.
**Lithuania / Japan Links**
We connected with international organisations to share learning and practice, positioning Buzz within a broader global conversation about Family Time and separated family support. **SSFA Sharing Event**
We contributed to sector wide learning through participation in the SSFA sharing event, supporting knowledge exchange and best practice development.
## **Service Delivery & Impact**
Throughout 2024–25, demand for Buzz services remained strong and consistent.
At quarterly reporting points, the number of children supported ranged from 111 to 141, with the highest number recorded in October 2024. By January 2025, 135 children were being supported across all services. Many families were supported with more than one child, reflecting the complexity of need and reinforcing the importance of structured, specialist provision.
**Referral Pathways**
Families accessed Buzz through a range of statutory, legal and community routes. The top five referral pathways during 2024–25 were:
- Court referrals – 44.6%
- Solicitor referrals – 15.2%
- Social Care referrals – 11.6%
- Self-referrals – 8.9%
- Social Worker referrals – 5.4%
4
## **Project Buzz**
## **Trustees' annual report - continued For the year ended 31 March 2025**
Over 60% of referrals originated from court and statutory pathways, demonstrating Buzz’s critical role within the family justice and safeguarding system, alongside accessible routes for families to seek support directly.
Referral data is drawn from quarterly monitoring returns. During 2025–26, a new case management system will be introduced to further strengthen the accuracy and consistency of referral tracking and demand analysis.
## **Delivery Model**
Our delivery model combines in house and community based provision to ensure safe, flexible and accessible support tailored to family circumstances. Across the year:
- 193–256 in house sessions were delivered per quarter
- 70–112 community-based sessions were delivered per quarter
Our delivery model intentionally combines structured in house provision with an expanding community based approach. Delivering Family Time within familiar community settings can improve accessibility, reduce anxiety, and better reflect individual family circumstances, while maintaining robust safeguarding oversight. This blended model strengthens inclusion and responsiveness across our services.
## **Service Development & Innovation System Transfer**
We implemented a system transfer to improve operational efficiency, data management, and long term sustainability. This is the foundation for the CRM we are putting in place next year.
## **Buzz 2 – Bank Street**
The development of Buzz 2 at Bank Street expanded our physical capacity, increasing access for families and enabling service growth.
**Families Forward on Court Orders – Lottery Learning Event at NACCC**
Families Forward began to be explicitly named within court orders during the year, a significant milestone that reflects judicial confidence in the model and its impact for children and families.
We also shared our annual Families Forward learning at a national NACCC networking event, contributing to sector wide innovation and strengthening our role within the wider family justice community.
## **Training and Learning**
## **Lucy Faithfull training**
We commissioned the Lucy Faithfull Foundation to deliver bespoke training focused on understanding the motivations of male perpetrators of sexual abuse. In order to maximise impact, raise awareness nationally, and ensure the training was financially sustainable and affordable, we opened the programme to professionals across the country.
## **Mental Health First Aid and Youth Mental Health First Aid**
Three members of our team completed Mental Health First Aid and Youth Mental Health First Aid training, equipping them to recognise early signs of mental health difficulties, provide initial support, respond to crises, and guide adults and young people towards appropriate help.
Other training included, Coercive Control (IDAS), A guide to Subject Access Requests (ICO) Talking & Listening to Children - Tools From the Therapy Room - (Only Mums & Dads)
## **IDAS / Haven and Mums in Need at Team Meetings**
We hosted IDAS, Haven and Mums in Need within team meetings to deepen understanding of domestic abuse services and support for survivors, enhancing our team’s confidence in identifying risk and signposting effectively.
5
## **Project Buzz**
## **Trustees' annual report - continued For the year ended 31 March 2025**
## **Student Placements**
We supported Children, Young People and Families students and medical students, contributing to workforce development and increasing understanding of Family Time and family dynamics within future professionals.
## **Networking, Engagement & Awareness Child Contact Centre Week**
We were proud to originate and co-lead National Child Contact Centre Week, working alongside NACCC and partner organisations to deliver a coordinated awareness campaign. The initiative amplified the voice of Family Time services, increased public and professional understanding, and strengthened sector wide collaboration.
## **Pilotlight Completion**
Completion of the Pilotlight programme and a celebration event in London marked a significant milestone in organisational development, celebrated through an event recognising progress, leadership growth, and strengthened strategic direction.
## **Japanese International Symposium**
We were honoured to be invited by the Associate Professor at the School of Law, Hiroshima University, to speak to delegates about Buzz, life story work and supporting children’s wishes and feelings.
## **Staff Wellbeing & Organisational Culture**
We introduced 2 new team support initiatives:
## **Buzz Hives**
Buzz Hives created structured opportunities for collaboration, peer support, and reflective practice, strengthening team cohesion and shared learning.
## **Menopause Chat Time**
We introduced menopause chat time to foster an inclusive, supportive workplace culture, promoting staff wellbeing and open dialogue.
## **Finding Our Why**
As a team, we undertook a reflective exercise based on Simon Sinek’s ‘Find Your Why’ framework to deepen our understanding of our shared motivation and core purpose in delivering this work.
## Equality, Diversity, Inclusion
**75%** of our team have lived experience of the challenges the families we work with face **17%** have lived experience of accessing the services we provide
## **Our commitment in practice means:**
- Identifying hidden needs, even when not formally recorded
- Making reasonable adjustments as standard practice
- Working in neurodiversity aware and trauma informed ways
- Ensuring access to safe services for all families
This year we supported families where neurodiversity, learning difficulties, trauma and additional needs significantly shaped their experience of separation and Family Time. Our approach focused on recognising barriers early and making practical, compassionate adjustments to ensure no family was disadvantaged.
6
## **Project Buzz**
## **Trustees' annual report - continued For the year ended 31 March 2025**
## **Adapting for children’s additional needs**
We worked with children with autism, speech and sensory needs who were initially unable to attend in house Family Time. By offering flexible arrangements, including meeting in familiar community settings, we reduced anxiety and enabled consistent engagement in family time.
## **Case Snapshot: Inclusion Through Adaptation**
To support a child with additional needs, we adapted our approach to reduce anxiety and increase engagement in family time.
We created a meaningful arrival role to provide structure and ownership, assigned a consistent key worker
to offer familiarity and emotional safety, and designed activities around the child’s specific interests. Personalised items and clear, simple communication supported regulation, while access to a quieter space ensured sensory needs were respected.
By proactively liaising with the resident parent to anticipate preferences and triggers, we were able to create a predictable and inclusive experience.
**Impact** : The child was able to regulate more effectively, engage positively with their father, and participate in family time with increased confidence and emotional security.
## **Making reasonable adjustments for parents**
We supported parents with autism, ADHD, dyslexia and learning difficulties, often where needs had not been identified at referral.
Adjustments included:
- Providing written information and reminders
- Communicating via agreed channels (e.g. email only)
- Allocating a consistent named worker
- Allowing trusted family members to attend meetings
- Taking additional time to explain processes clearly
These adaptations increased engagement, reduced distress, and improved parents’ ability to participate
meaningfully in contact arrangements.
## **Trauma-informed practice**
Several parents had experienced domestic abuse and felt unheard within statutory processes. We created safe spaces for them to share their experiences, supported emotional regulation, and advocated for arrangements that prioritised children’s wellbeing.
7
## **Project Buzz**
## **Trustees' annual report - continued For the year ended 31 March 2025**
## **Advocacy for best interests**
Where Family Time increases caused distress, we undertook direct feelings based work with children and supported parents to better understand additional needs.
In complex cases involving neurodiverse parents and extended family conflict, we worked alongside Cafcass to recommend interim arrangements that safeguarded emotional stability.
## **Family Time**
- **Supervised:** Individual sessions either at Buzz or at an approved external venue, with one-to-one supervision. A report is provided following each session.
- **Supported:** Group sessions for multiple families at Buzz or an approved venue. No report is provided.
- **Virtual Supervised:** Online sessions with close supervision, accompanied by a report.
- **Virtual Supported:** Online sessions observed by staff; no report provided.
- **Handover:** A safe and neutral location for parents to exchange children when direct contact is not possible.
- **Indirect Contact:** Communication via post, email, or a secure drop-off point at Buzz.
## **Communicate with Us**
This service allows parents to share updates and discuss parenting matters when they are not ready to use digital apps or attend the Families Forward programme. Staff can facilitate communication and relay relevant information between Family Time sessions.
## **Families Forward**
A 12-week programme developed by Buzz, designed as an alternative to court proceedings. The programme supports parents in improving co-parenting skills. Some places are funded through the National Lottery until June 2026.
## **Familiarisation Session**
Conducted at home, at Buzz, or at an agreed venue, these sessions help children become familiar with the environment and build confidence. Particularly beneficial for children with additional needs, including autism.
## **Drug Patch Testing**
Discreet and reliable drug testing to support child safety and meet court requirements. Non-invasive patches are laboratory-tested, with a maintained chain of custody and clear written results suitable for court submission.
## **Listening Service**
A confidential service providing one-to-one support in person or via Zoom. Children and parents can discuss worries, concerns, and aspirations in a safe, non-judgemental environment.
8
## **Project Buzz**
## **Trustees' annual report - continued For the year ended 31 March 2025**
## **Talking with Children About Separation**
Support for children to understand family changes using age-appropriate methods and tools. Tailored sessions are available for children with SEND or additional needs.
## **Wishes and Feelings**
Facilitated by qualified Family Practitioners, these sessions explore children’s thoughts, feelings, and wishes in a manner appropriate to their age and development.
## **Life Story Work**
Led by experienced family social workers, this service helps children reflect on their past, understand family relationships, and build a stronger sense of identity.
## **Parenting Coaching**
Practical sessions designed to reduce stress, improve parenting confidence, and enhance communication and co-parenting skills.
## **Advocacy**
Support and guidance for parents in navigating services and systems, with knowledgeable staff providing information and assistance in making informed decisions.
## **Mediation and Conflict Resolution**
Structured sessions aimed at reducing conflict and promoting cooperative co-parenting. The child’s voice is heard in a safe environment. Sessions are conducted with a civil mediation approach and can be offered via Zoom with separate rooms or camera-off options. Not intended for divorce or financial disputes.
## **Waiting List Package**
Support and preparation for families awaiting Family Time, enabling parents to engage with services and resources in advance of scheduled sessions.
## **Bumps in the Road**
Ongoing support for parents after completing services with Buzz. Staff provide guidance and interventions when co-parenting challenges arise, helping families address issues and regain stability.
## Acknowledgements
The past year has been one of growth, strengthening foundations, and expanding our reach, and none of it would have been possible without the people and partners around us.
Our greatest strength remains our dynamic, compassionate and highly skilled team. Their ability to innovate, adapt and respond to increasingly complex family situations ensures that children and parents receive support that is both safe and responsive. Their professionalism and commitment continue to drive Buzz forward.
9
## **Project Buzz**
## **Trustees' annual report - continued For the year ended 31 March 2025**
We are deeply grateful to our Trustee Board during another during a year of development and expansion. Your belief in our long term vision has enabled Buzz to grow sustainably and with purpose.
To our funders, thank you for investing in both our service delivery and our development. Your support enables us not only to meet demand, but to strengthen infrastructure, pilot new approaches, and respond confidently to emerging need.
The guidance and challenge offered by Pilotlight has been instrumental in sharpening our strategy and strengthening our organisational resilience for the future.
We are particularly grateful to BNI Pioneers Sheffield for choosing us as their charity of year, for the numerous introductions and connections, the fundraising and the championing of Buzz and the work we do.
Thanks to Avire for supporting the development of Buzz 2 at Bank Street, increasing our physical capacity and extending access to safe, supported contact for more families.
Our connection to the wider sector continues to strengthen through our work with NACCC, contributing to national learning and sharing practice developments, and through networks such as BNI, which broaden our professional reach and referral pathways.
We also value our strong partnerships with Cafcass, local authorities, domestic abuse services, legal professionals, schools and community organisations. Collaboration remains central to ensuring children’s welfare.
Finally, we are deeply grateful to St Andrew’s URC for their continued provision of space at a subsidised rent. This generous support underpins our ability to operate sustainably and ensures children and families can access services in a safe and welcoming environment.
Buzz is not built in isolation. It is built through partnership, shared expertise and collective commitment to improving outcomes for children and families experiencing separation.
## **Reserves policy**
The trustees have agreed that the charity should aim to maintain unrestricted reserves at a level which equates to running costs for 3-6 months. This target was approximately 50,000-100,000.
Actual free reserves held at 31 March 2025 were £41,630.
Over the past financial year, both our income and expenditure increased significantly. This growth reflects our response to a rising demand for our services and our investment in expanding the team to maintain high-quality support for children and families.
Recognising the importance of financial resilience, our focus for the next three years is to steadily increase our free reserves towards the upper end of our target range. This approach will ensure the charity can:
- Maintain continuity of service if income fluctuates
- Support ongoing investment in staff, training, and service improvements
- Respond quickly to emerging family needs without compromising core operations
10
## **Project Buzz**
## **Trustees' annual report - continued For the year ended 31 March 2025**
## **Future Plans**
Over the next year, Buzz will continue to develop and strengthen its role as a Hub for separated families across Sheffield and beyond. Building on the foundations laid this year, our plans include:
- Diversifying income streams: We have begun to explore opportunities to engage with corporate partners, aiming to secure sustainable funding that will support our growth and service development.
- Progressing strategic partnerships: We will continue to develop the Support for Separated Families Alliance (SSFA) Sheffield, strengthening collaboration to better meet the needs of children and families.
- National awareness initiatives: We plan to explore the potential for a national Child Contact Centre Awareness Week, raising the profile of services and highlighting the importance of positive family contact.
- Expanding family-friendly spaces: We will identify and develop Buzz safe spaces in the community, enabling more family time to take place in natural and comfortable environments.
- Networking and collaboration: By connecting more closely with our northern counterparts and reaching out nationally, we aim to share learning, influence best practice, and contribute to the future direction of Family Time providers cross the UK.
Through these initiatives, our goal is to ensure that Buzz remains at the forefront of support for separated families, offering high-quality, accessible, and sustainable services for the children and families who rely on us.
## **Trustees’ responsibilities in relation to the financial statements**
The charity trustees (who are also the directors of the charity for the purposes of company law) are responsible for preparing a Trustees’ annual report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). The report and accounts have been prepared in accordance with the provisions in the Companies Act 2006 relating to small companies.
Company law requires the charity trustees to prepare financial statements for each year which give a true and fair view of the state of affairs of the charitable company and the group and of the incoming resources and application of resources, including the income and expenditure, of the charitable group for that period. In preparing the financial statements, the trustees are required to:
- Select suitable accounting policies and then apply them consistently;
- Observe the methods and principles in the Charities SORP;
- Make judgements and estimates that are reasonable and prudent;
- State whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
- Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business.
The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charity and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charity and the group and hence taking reasonable steps for the prevention and detection of fraud and other irregularities.
11
## **Project Buzz**
## **Trustees' annual report - continued For the year ended 31 March 2025**
The trustees are responsible for the maintenance and integrity of the charity and financial information included on the charity’s website in accordance with legislation in the United Kingdom governing the preparation and dissemination of financial statements.
## **Small company provisions**
This report has been prepared in accordance with the special provisions for small companies under Part 15 of the Companies Act 2006.
The trustees declare that they have approved the trustees' report above on 25 March 2026.
Signed on behalf of the trustees by:
- A. jonas
Andrew Jonas Trustee
12
## **Independent Examiner’s report to the trustees of Project Buzz (“the Company”)**
I report to the charity directors on my examination of the accounts of the Company for the year ended 31 March 2025.
## **Responsibilities and basis of report**
As the directors of the Company you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (‘the 2006 Act’).
I have assisted the trustees in the revision of bookkeeping and other records to ensure that the statutory accounts can be prepared accurately. The charity trustees remain responsible for making such judgments and decisions that are needed in relation to the presentation and disclosure of information in the financial statements. During my work I have been mindful of the guidance given by CC32 in relation to day to day administration of the charity, in assisting in preparing the accounts, and the provisions of the Revised Ethical Standard 2024 issued by the Financial Reporting Council (FRC).
Having satisfied myself that the accounts of the Company are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination, I report in respect of my examination of your company’s accounts as carried out under section 145 of the Charities Act 2011 (‘the 2011 Act’). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5) (b) of the 2011 Act.
## **Independent examiner’s statement – matters of concern identified**
I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:
1. accounting records were not kept in respect of the Company as required by section 386 of the 2006 Act; or
2. the accounts do not accord with those records; or
3. the accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a ‘true and fair view which is not a matter considered as part of an independent examination; or
4. the accounts have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities applicable to organisations preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).
As part of my appointment as independent examiner I was made aware that a prior year restatement would be required, in particular in relation to the bank balances and trade debtors. The charity staff have worked hard to identify the restatements required – this is part of the reason that the accounts have been approved after the Charity Commission deadline. A summary of the restatements can be seen in note 14 of the accounts. I am satisfied that the accounts (and prior year comparatives) now allow me to conclude positively on matters 1-4 above.
During my independent examination work I raise a number of issues relating to the governance and financial controls of the charity, which I was not fully able to obtain answers to. I have discussed these concerns directly with the chair, and have provided a letter of my concerns and recommendations to the trustees.
Having considered the issues and finding no other significant shortcomings in the keeping of accounting records, and given the other information provided by the directors, I judge it was not a matter of material significance, so there is no duty to report directly to the Commission. Also, given that the trustees have pledged action on my recommendations, I am choosing not to exercise my discretion in reporting the matter as relevant to the work of the Commission.
I have no other concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.
Sarah Lightfoot, FCA DChA 26 March 2026 Seven Hills Accountants Limited 57 Burton Street Sheffield S6 2HH
13
## **Project Buzz**
## **Statement of Financial Activities (incorporating an income and expenditure statement) for the year ended 31 March 2025**
|**Notes**
**Income from:**
Donations and grants
**2**
Charitable activities
**3**
Investments - bank interest
Other sources
**Total income**
**Expenditure on:**
Charitable activities
**4**
**Total expenditure**
**Net income/(expenditure)**
**Transfer between funds**
**11**
**Net movement on funds**
Total fund brought forward
Funds restated
**14**
**Total funds carried forward**|**Unrestricted**
**funds**
**£**
8,363
125,860
369
289
**134,881**
163,250
**163,250**
**(28,369)**
406
**(27,963)**
69,593
-
69,593
**41,630**|**Restricted**
**funds**
**£**
5,781
89,538
-
-
**95,319**
98,980
**98,980**
**(3,661)**
(406)
**(4,067)**
25,590
-
25,590
**21,523**|**Total**Unrestricted
**2025**
funds
**£**
£
14,144
13,292
215,398
113,908
369
503
289
-
**230,200**
127,703
262,230
116,541
**262,230**
116,541
**(32,030)**
11,162
-
-
**(32,030)**
11,162
95,183
72,638
-
(14,207)
95,183
58,431
**63,153**
69,593|Restricted
funds
£
13,077
87,970
-
-
101,047
85,827
85,827
15,220
-
15,220
13,757
(3,387)
10,370
25,590
_Restated_|Total
2024
£
26,369
201,878
503
-
228,750
202,368
202,368
26,382
-
26,382
86,395
(17,594)
68,801
95,183
_- see note 14*_|
|---|---|---|---|---|---|
The statement of financial activities includes all gains and losses recognised in the year.
All income and expenditure derive from continuing activities.
* All income and expenditure totals have been restated, please see note 14
14
## **Project Buzz Balance Sheet as at 31 March 2025**
|**Notes**
**Current assets**
Debtors
**9**
Cash at bank and in hand
**Total current assets**
Creditors: amounts falling due within one year
**10**
**Net current assets**
**Total assets less current liabilities**
Creditors: amounts falling due after more than one year
**Total net assets**
**Funds of the Charity**
Unrestricted funds
Restricted funds
**11**
**Total funds**
**12**|**2025**
**£**
16,275
63,788
80,063
(16,910)
63,153
**63,153**
-
**63,153**
41,630
21,523
**63,153**|2024
£
32,300
69,294
101,594
(6,411)
95,183
95,183
-
95,183
69,593
25,590
95,183
_Restated -_
_see note 14*_|
|---|---|---|
* Debtors, cash at bank and in hand, and creditors: amounts falling due within one year have been restated, please see note 14
For the year ending 31 March 2025 the company was entitled to exemption from audit under section 477 of the Companies Act 2006 relating to small companies.
The members have not required the company to obtain an audit in accordance with section 476 of the Companies Act 2006.
The director's acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and for the preparation of accounts.
These accounts have been prepared in accordance with the provisions applicable to companies subject to small companies' regime and in accordance with FRS102 SORP.
The financial statements were approved and authorised for issue by the Board on 25 March 2026.
Signed on its behalf by:
A. jonas
Andrew Jonas Trustee
15
**Project Buzz Notes to the Accounts for the year ended 31 March 2025**
## **1 Accounting Policies**
## **(a) General**
Project Buzz is a charitable company in the United Kingdom limited by guarantee. In the event that the charity is wound up, the liability in respect of the guarantee is limited to £1 per member of the charity. The address of the registered office is given in the charity information on page 1 of these financial statements.
The financial statements have been prepared in accordance with the Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (second edition), the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS102) and with the Charities Act 2011. The financial statements have taken advantage of the exemption to prepare a Statement of Cash Flows.
Project Buzz meets the definition of a public benefit entity under FRS 102. The financial statements are prepared under the historical cost convention. The financial statements are presented in sterling which is the functional currency of the charity and are rounded to the nearest £.
## **(b) Income**
Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the item(s) of income have been met, it is probable that the income will be received and the amount can be measured reliably.
Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably.
Income received in advance of services provided, or for a specified period of time, is deferred until the criteria for income recognition are met.
## **(c) Expenditure**
Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably.
Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.
## **(d) Fund accounting**
Unrestricted funds are available to spend on activities that further any of the purposes of charity.
Designated funds are unrestricted funds of the charity which the trustees have decided at their discretion to set aside to use for a
Restricted funds are either donations which the donor has specified are to be used solely for particular areas of the charity's work or grant income sought for specific activities.
## **(e) Fixed assets**
Fixed assets are expensed in the year of purchase if the cost is below £500.
## **(f) Trade debtors**
Trade debtors are amounts due from customers for services performed in the ordinary course of business.
Trade debtors are recognised initially at the transaction price. They are subsequently measured at amortised cost using the effective interest method, less provision for impairment. A provision for the impairment of trade debtors is established when there is objective evidence that the company will not be able to collect all amounts due according to the original terms of receivables.
16
**Project Buzz Notes to the Accounts - continued for the year ended 31 March 2025**
## **1 Accounting Policies - continued**
## **(g) Trade creditors**
Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of business from suppliers. Accounts payable are classified as current liabilities if the company does not have an unconditional right, at the end of the reporting period, to defer settlement of the creditor for at least twelve months after the reporting date. If there is an unconditional right to defer settlement for at least twelve months after the reporting date, they are presented as non-current liabilities.
## **(h) Cash and cash equivalents**
Cash and cash equivalents comprise cash on hand and call deposits, and other short-term highly liquid investments that are readily convertible to a known amount of cash and are subject to an insignificant risk of change in value.
## **(i) Defined contribution pension scheme**
The charity contributes to a defined contribution pension scheme for the benefit of the employees. The pension costs charged are the contributions payable to the scheme in respect of the accounting period in accordance with FRS102.
## **(j) Taxation**
The charity is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988 or section 252 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied to its charitable objects.
## **(k) Operating leases**
The charity classifies the lease of the property, photocopier and telephone system; the title to the equipment remains with the lessor. Rental charges are charged on a straight line basis over the term of the lease.
## **(l)[Going concern]**
The financial statements have been prepared on a going concern basis as the trustees believe that the charity will continue to operate for 12 months from authorising these financial statements.
## **2 Income from donations and grants**
|Donations
Brelms Trust CIO
Garfield Weston Foundation
Sheffield Town Trust
South Yorkshire's Community Foundation
**Income from charitable activities**
Fees
Healthy Holidays
National Lottery Community Fund
Student placements
National Association of Child Contact Centres|**Unrestricted**
**funds**
**£**
1,363
-
5,000
2,000
-
-
**8,363**
**Unrestricted**
**funds**
**£**
120,076
638
-
5,146
**125,860**|**Restricted**
**funds**
**£**
-
5,781
-
-
-
-
**5,781**
**Restricted**
**funds**
**£**
-
-
89,538
-
**89,538**|**Total**
**2025**
**£**
1,363
5,781
5,000
2,000
-
-
**14,144**
**Total**
**2025**
**£**
120,076
638
89,538
5,146
**215,398**|Unrestricted
funds
£
1,792
-
6,500
2,500
-
2,500
13,292
Unrestricted
funds
£
108,433
5,375
-
100
113,908|Restricted
funds
£
-
5,613
-
-
7,464
-
13,077
Restricted
funds
£
-
-
87,970
-
87,970|Total
2024
£
1,792
5,613
6,500
2,500
7,464
2,500
26,369
Total
2024
£
108,433
5,375
87,970
100
201,878|
|---|---|---|---|---|---|---|
## **3 Income from charitable activities**
17
## **Project Buzz**
## **Notes to the Accounts - continued for the year ended 31 March 2025**
## **4 Expenditure on charitable activities**
|**Unrestricted**
**Note**
**funds**
**£**
Staff costs - salaries
**5**
144,251
Travel
1,951
Training
983
Other staff costs and expenses
1,575
Food, materials and consumables
380
Books and resources
202
Rent
7,348
Equipment and repairs
1,144
Telephone
323
Printing postage and stationery
292
Insurance
108
Subscriptions and registrations
250
Website
225
Other costs
1,081
Legal and professional fees
1,601
Independent examiners fee
**8**
1,536
**163,250**
**Staff costs**
Salaries
Employer's National Insurance contributions
Employer's allowance
Employer's pension contributions|**Restricted**
**funds**
**£**
86,677
177
865
745
-
-
4,120
389
376
681
1,017
611
375
397
2,550
-
**98,980**|**Total**
**2025**
**£**
230,928
2,128
1,848
2,320
380
202
11,468
1,533
699
973
1,125
861
600
1,478
4,151
1,536
**262,230**|Unrestricted
funds
£
107,620
1,706
270
386
387
412
1,393
129
342
-
507
-
2,006
973
385
25
116,541|Restricted
funds
£
73,149
1,177
-
494
-
117
6,091
576
417
-
366
-
261
2,234
545
400
85,827
**2025**
**£**
216,170
14,575
(5,000)
5,183
**230,928**|Total
2024
£
180,769
2,883
270
880
387
529
7,484
705
759
-
873
-
2,267
3,207
930
425
202,368
2024
£
169,707
11,727
(5,000)
4,335
**180,769**|
|---|---|---|---|---|---|
## **5 Staff costs**
No employee receives emoluments in excess of £60,000. The average monthly numbers of employees during the year was 18 (2024: 15).
## **6 Trustee remuneration and expenses, and the cost of key management personnel**
The charity trustees were not paid or received any other benefits from employment in the year (2024: £nil), neither were they reimbursed expenses during the year (2024: £nil). No charity trustee received payment for professional or other services supplied to the charity (2024: £nil).
The key management personnel of the charity comprise the trustees, the CEO and manager. The total employee benefits of the key management personnel was £91,093 (2024: £87,027).
## **7 Related Party Transactions**
There were no related party transactions during the year, except those included in note 6.
18
**Project Buzz Notes to the Accounts - continued for the year ended 31 March 2025**
## **8 Independent examination fees**
|**2025**
**£**
Independent examination fee
**1,536**
Independent examination fee (previous accountant)
**-**
Other fees were payable to the independent examiner's organisation were:
Tax advisory service
216
Other services
480
**696**
**9**
**Debtors**
**2025**
**£**
Trade debtors
16,275
**16,275**
**10 Creditors: amounts falling due within one year**
**Note**
**2025**
**£**
Trade creditors
8,864
Accruals
2,657
Other taxes and social security
5,389
**16,910**
**11 Restricted funds**
_Restated_
Balance at
1-Apr-24
Income
Expenditure
Transfer
£
£
£
£
National Lottery Community Fund: Families forward
20,306
89,538
(89,682)
-
3,648
-
(3,648)
-
Brelms Trust CIO: Parent weekly group
1,230
5,781
(5,650)
-
Sheffield City Council: Covid recovery
406
-
-
(406)
**25,590**
**95,319**
**(98,980)**
**(406)**
The main restricted funds are:
National Lottery Community Fund: Families forward
A 3 year grant to support the Co-parenting Hub
South Yorkshire's Community Foundation: Supervised family
time|2024
£
-
425
-
-
-
2024
£
32,300
32,300
2024
£
1,768
425
4,218
**6,411**
Balance at
31-Mar-25
£
20,162
-
1,361
-
**21,523**|
|---|---|
Other restricted funding is applied for to cover specific activities or costs, as denoted by the fund name.
|_Restated_
_Prior year comparison_
_Balance at_
_1-Apr-23_
_£_
_National Lottery Community Fund: Families forward_
_-_
_South Yorkshire's Community Foundation: Supervised family time_
_-_
_Brelms Trust CIO: Parent weekly group_
_2,730_
_Awards for All_
_*_
_696_
_Sheffield City Council: Covid recovery_
_406_
_Children in Need: Contact Centre_
_6,538_
_10,370_|_Income_
_£_
_87,970_
_7,464_
_5,613_
_-_
_-_
_-_
_101,047_|_Expenditure_
_£_
_(67,664)_
_(3,816)_
_(7,113)_
_(696)_
_-_
_(6,538)_
_(85,827)_|_Transfer_
_£_
_-_
_-_
_-_
_-_
_-_
_-_
_-_|_Balance at_
_31-Mar-24_
_£_
_20,306_
_3,648_
_1,230_
_-_
_406_
_-_
_25,590_|
|---|---|---|---|---|
_* restated opening balance_
19
## **Project Buzz**
## **Notes to the Accounts - continued for the year ended 31 March 2025**
## **12 Net assets by fund**
|Current assets
Current liabilities|**Unrestricted**
**funds**
**£**
58,540
(16,910)
**41,630**|**Restricted**
**2025**
**funds**
**Total**
**£**
**£**
21,523
80,063
-
(16,910)
**21,523**
**63,153**|_Unrestricted_
_funds_
_£_
_76,004_
_(6,411)_
_69,593_|_Restricted_
_funds_
_£_
_25,590_
_-_
_25,590_|_2024_
_Total_
_£_
101,594
(6,411)
_95,183_|
|---|---|---|---|---|---|
## **13 Operating lease commitments**
At the year end the charity was committed to making the following payments under other operating leases as follows:
|Property
Within 1 year
Equipment
Within 1 year
Within 2 to 5 years|**2025**
**£**
4,600
374
1,310
6,284|2024
£
4,600
-
-
4,600|
|---|---|---|
## **14 Prior year restatement**
|Original fund balances reported at 31 March 2023
Bank balance adjustment
Petty cash adjustment
Fee debtor - net adjustment
Rent due adjustment
Other taxes and social security
Reassign salary costs to Award for All grant
Restated fund balances as at 31 March 2023
Original fund balances reported at 31 March 2024
Prior year restatement re 2023
Bank interest adjustment
Net fees adjustment (excluding income reallocation)
Rent due - net adjustment
Other taxes and social security - net adjustment
Other expenditure adjustment
Restated fund balances as at 31 March 2024|Unrestricted
funds
£
72,638
(12,460)
(374)
476
(1,765)
(3,471)
3,387
58,431
70,415
(14,207)
138
14,692
(3)
(747)
(695)
69,593|Restricted
funds
£
13,757
-
-
-
-
-
(3,387)
10,370
28,977
(3,387)
-
-
-
-
-
25,590|Total
£
86,395
(12,460)
(374)
476
(1,765)
(3,471)
-
68,801
99,392
(17,594)
138
14,692
(3)
(747)
(695)
95,183|
|---|---|---|---|
A thorough review of all balance sheet items as at 31 March 2023 and 31 March 2024 has been undertaken - any old/incorrect/unnecessary balances adjusted for - the majority relating to invoices raised not matching receipts received. Additional provisions have been made for creditors identified. The net amount adjusted for the 2023 accounting period is £17,594 which has been adjusted for as a prior year restatement. The net amount adjusted for the 2024 accounting period is £13,385 for which the 2024 comparatives have been restated in these accounts.
Income and expenditure reallocation of comparatives has taken place, for clearer presentation.
20