2024-03-31-accounts

Virtuals￿n011rÈ Trans￿r￿ Ref. X9RX-KSRB-TCW6 21 Nov 2024 08'.09f9 GMT IWC +0) D 111 P 1n1 Family gateway Annual Report2024 Improving liffe chances For children and families

Virtuals￿na￿Ar? Tran￿()￿ Ref. XgRX-KSRB-TCW6 21 2024 08".09:59 GMT11src +0) D 111 P 2n1 Family Gateway (A company limited by guarantee) Annual Report and Financial Statements for the year ending 3 1st March 2024 Company Registration number: 0758330 Charity registration number: l 144453

Virtuals￿n011rÈ Trans￿r￿ Ref. X9RX-KSRB-TCW6 21 Nov 2024 08.'09f9 GMT IWC +0) D 111 P Y71 Contents Foreword by the Chair of Trustees- Page 4 Section 1: Who are we? The backdrop to our work- Page 6 Who are we? _ Page 7 The Barefoot Professional ModelTM Page 8 Resourced and Ready: Supporting our Barefooters Our Outcomes - Page 12 Page 11 Section 2= Howdon Community Hub= Summary of activity 2023/24 Our Home in the heart of Howdon - Page 14 Holiday Activities Page 15 Celebrating our Armed Forces Howdelicious- Page 17 Tiana's PALS - Page 19 Our partners - Page 21 Fit Mind Boxing Warriors - Page 24 Page 16 Section 3: Section 3: Family Services: Summary of activity 2023/24 Health and Wellbeing - Page 28 Looked After Care - Page 29 Youth Support- Page 29 Section 4= What's next? Focus on our Four Pillars- Page 33 What's coming next year?_ Page 35 Get Involved - Page 37 Summary from the CEO - Page 38 Section 5= Structure, Governance and Financial Performance including Director's report AppendixA- Sitting Trustees 2023124 Appendix B - Reference and administrative details Appendix C - Full Financial Accounts

Virtuals￿n011rÈ Trans￿r￿ Ref. X9RX-KSRB-TCW6 21 Nov 2024 08.'09f9 GMT IWC +0) D 111 P 4n1 Foreword by the Chair of Trustees ,71H POLUHG ,STATION 51411011 BRII'I.%II Two years ago, with input from the local community, our staff and volunteers and our Board of Trustees we conducted a full strategic review. The thrust of which, somewhat obviously, was to focus on our core mission of working with whole families to improve life chance outcomes. In this we recognised our limitations and therefore have been working with key strategic partners to meet the families, needs, introducing services which cater from birth through the teenage years to those with extensive life experiences! Over the course of the last year, we have made considerable progress with a number of initiatives which are described in more detail in the following pages. Amongst which are our 'homegrown' Tiana's PALS: catering for the youngest in our community, as well as partnerships with Newcastle United Foundation and Dropzone Elite Fitness developing sporting interests. With the results of the General Election now known and the election of the first Mayor for the North East the political landscape is at least becoming more settled. However, with ongoing fiscal constraints we await full clarity on the local and national political priorities and how we position ourselves to best meet our communities, needs. Through the life of Family Gateway we have majored on our Barefoot Professional ModelTM which we believe contributes to our success and exemplifies our core values. This model is constantly being refined as we strive for even higher standards. Family Gateway continues to be an innovative, flexible organisation that is responding to the changing needs of our community. The successes we achieve are down to the hard work of our committed, dedicated team of staff and volunteers, supported by our CEO and my fellow Trustees, to whom l offer my sincere thanks. Much of the work we do with families is longer term and is only possible through the continued generous support from our many funders. However, as you will see as you read the rest of the report, I believe their faith in us is rewarded by some significant positive outcomes. lain Jamieson, Family Gateway Chair of Trustees Written July 2024

Virtuals￿na￿Ar? Tran￿()￿ Ref. XgRX-KSRB-TCW6 21 2024 08".09:59 GMT11src +0) D 111 P Y11 Our mission Is to promote ￿(￿-<￿ta￿ boxir>g to make a senificar,t knpact crfi the local communEty'S health and well-being and to provide an outlet for youn8 wple to d participatÈ ￿ the lot Section 1: Who are we?

Virtuals￿na￿Ar? Tran￿()￿ Ref. XgRX-KSRB-TCW6 21 2024 08".09:59 GMT11src +0) D 111 P W1 The Backdrop to our work Throughout its lifetime, Family Gateway has served some of the most deprived, vulnerable and forgotten communities across the North East. In 2017, we began to put down permanent roots in Howdon as we took over the long-term lease of Howdon Community Hub. Large swathes of Howdon were built as public housing in the aftermath of the Second World War. The area still bears the signs of the coal industry, with former pit sites now being used as playing fields or for transport infrastructure. These close ties to mining make Howdon a historically working-class community, and the markers and issues associated with that still show in the work we do every day alongside our community to improve outcomes. Since our last Annual Report, Family Gateway has undertaken a radical transformation in structure, governance and direction. This has allowed us to be better equipped than ever before to support our communities in tackling an ever-growing range of challenges. We've recently returned to work in South Tyneside. and have deepened our relationship with local schools to deliver both support services and activities directly in the community. We continue our partnership with The Bread and Butter Thing, and recently contributed to policy and research via ties to The Centre for Social Justice and the End Child Poverty Coalition. Closer to home, we've deepened our links with the Newcastle United Foundation, with some of their staff now permanently based at Howdon Community Hub, and recently launched our new Youth Matters project: Howdon Youth Zone with NE Youth. We often tell the people we support that they don't have to do things alone, and we demonstrate that by delivering high quality work in partnership with other fantastic charities. Values in action. Throughout this change, we have become even more dedicated to learning about the lives of families and individuals in our area, and working innovatively and effectively to help them achieve their goals. 73.6% of people of working age in North Tyneside are in employment, but 29.8% of households still live on relatively low income (the latest available national figure is 22%). This shows that we need to work to improve the quality of employment available in the area. In the last financial year, we have employed 3 new members of staff, some of whom had previously faced unstable or long-term unemployment, as part of a wider recruitment drive which also included a Training and Development manager to bolster our volunteering and training offer. We also offered expanded roles to 12 staff. These expanded roles went to staff who've proven that their life experience is one of their most valuable qualifications: true Barefoot Professionals. Every staff member has also received improved pay and conditions, and at the insistence of our Young Person's Board, we agreed that age related caps on wages would not apply within Family Gateway. at any level. Our initiatives and improved pay and conditions are designed to reward our staff for their dedication and recognise the impact of their work, and to demonstrate to our communities that people who look like, sound like and think like them can achieve rewarding and stable work in the places they call home. This is just one example of our approach to tackling high level issues in the North East. We understand that we may not have the resources to address all issues, we acknowledge that we are not the expert, answer or solution to all of our communities, needs. We are also aware that we cannot directly change the systems around us but we can, however, have a positive impact on people's lives in a way that spreads throughout the community which may in the short. medium and long term change the outcome within their lives and enhance their control and engagement with the systems around them.

Virtuals￿na￿Ar? Tran￿()￿ Ref. XgRX-KSRB-TCW6 21 2024 08".09:59 GMT11src +0) D 111 P 7r11 Giving one person the skills to address their problems can improve the school attainment of their children. Giving someone a worthwhile job can show the next person what is achievable when they dedicate themselves. Diverting young people from anti- social behaviour can free up police resources to keep our streets safer. By the time you read this report, we will have the outcome of our UK General Election. We will have elected our first ever North East Mayor and a new Police and Crime Commissioner. We are already working hard behind the scenes to ensure we are positioned to take full advantage of any opportunities these changes may present and improve our understanding of the contribution we might make. This report will show you the foundations that are being laid now to ensure that we can achieve the goals laid out in our 2023-26 Strategic Plan, and set even more ambitious goals to see us beyond 2026. Who are we? Family Gateway operates across the North East of England. working in the community with children, individuals and families to alleviate poverty, improve choice, enhance life aspirations and boost employability. We apply our Barefoot Professional ModelTM to all our work" recruiting from our local community those with lived experience. With this shared experience we can build trust quickly in order to work holistically and for as long as it takes to ensure better outcomes and choices are afforded to those often seen as the most difficult to engage with by mainstream services. We do this by working across Health, Education, Looked After Care, with children in need, and with those affected by poverty and the criminal justice system. From our Community Hub in Howdon, we provide a range of enrichment activities alongside advice and guidance and provide a centre accessible to all, a place where an individual can seek support and access the right intervention or service for them at their pace. Our mission is to support and empowerfamilies and communities to make the changes needed to improve life chances for children

Virtuals￿n011rÈ Trans￿r￿ Ref. X9RX-KSRB-TCW6 21 Nov 2024 08.'09f9 GMT IWC +0) D 111 P W71 Our purpose is articulated in our charitable objectives as: l. The prevention and relief of child poverty through the promotion of parental employment and the provision of assistance to parents and young people seeking employment across the UK 2, The advancemenl of educatlon through provldlng. or asslstlng In the provlslon of, educatlon and tralnlng for parents and young people across the UK to develop thelr potential to become employed 3. The development ofthe capacity and skills ofthe members ofthe socially and economically disadvantaged communities across the UK in such a way that they are better able to identify and help meet their needs and participate more fully in society 4, The promotlon of soclal Incluslon forthe publlc beneflt by preventlng people from becomlng soclally excluded, relieving the needs of those people who are socially excluded and assisting them to integrate into society The Barefoot Professional ModelTM The Barefoot Professional ModelTM provides people the security. resources and coaching to work in community spaces that facilitate unique, positive and lasting social and personal change in their own communities. Our staff look like, sound like. and have often had similar experiences to the people they serve. They are fantastic role models, and proof that you can be successful and attain not just a job, but a career that is exciting and rewarding even when you've taken an unusual path to get there. Our experience and model compliments others and does not seek to minimise or devalue the experience or qualifications of others, it merely serves as an example to all that there are many roads to success. A Barefoot Professional is someone who uses their invaluable lived experience to demonstrate to their community that it is possible to thrive in life not despite your experiences. but because of them. As an organisation, we are extremely proud of our Barefoot Professionals and the Model in which we work. As we look back over the last twelve months, our focus will be on celebrating Barefoot and the impact it can have to support communities.

Virtuals￿n011rÈ Trans￿r￿ Ref. X9RX-KSRB-TCW6 21 Nov 2024 08.'09f9 GMT IWC +0) D 111 P W71 The Five Core Principles of the Barefoot Professional Model- Qualified by experience= . We create impact in ways that other organisations struggle to because we've lived the experiences of the people we support. Our stories are more than enough to make us into skilled and trustworthy professionals. Our model differs from other Lived Experience models because there is no set blueprint for the success of the people involved. We do not mark success by how well we mould Someone Into a pre-existing Image, but by how well we allow them to create their own vision for their life. determination I Checkand challenge We equip people with the power to Stand up for themselves and their communities. A healthy amount of check and challenge is essential to ensure our organisation is always doing what's best for everyone. Our model works because people see themselves in us. Challenges and niquertess of cxperiencc vary hugely by region and by place, and we understand that place and person a Barefoot Professional from North Tyneside wouldn't be as effective in North Yorkshire. We encourage our Barefoot Professionals to think big and always be looking ahead to the future. Our organisation is a safe place to hone the skills and knowledge needed to move into dream Jobs in the charity sector and beyond. Progression and ambition

Virtuals￿n011rÈ Trans￿r￿ Ref. X9RX-KSRB-TCW6 21 Nov 2024 08'.09f9 GMT IWC +0) D 111 P 10171 staff Spotlight= Collette Collette has worked with us at Family Gateway for around 14 years now and has been with us since the start through working on our pilot project. Over the last twelve months she has achieved the role of Senior Family Entrepreneur within our Family Services Projects. recognising her hard work, skills and dedication within the organisation. Collette has built up her confidence by being given added responsibilities step by step, including becoming a Safeguarding Lead and overseeing our quality checks. She now also supervises our student placements, offering day to day advice. guidance and practical support whilst they are with us. Collette's wealth of experience and deep knowledge of her work are invaluable assets to the team, and we look forward to seeing how she develops in the future. staff Spotlight: Lucy Lucy came to us as a student on placement whilst in her second year of studying Childhood and Early Years Studies at Northumbria University. During her placement. Lucy opened up about university not being the right fit for her and she struggled to know what to do next to achieve her goals. After finishing her second-year studies, she applied for a full-time role with us as Hub Assistant and successfully joined the team. oung erson's Family Entrepreneur and Community Entrepreneur, continuing her front of house role in our Hub whilst also joining our Youth Team, furthering her career goals. She is growing in confidence each day and has demonstrated a natural skill in working with young people. Lucy will no doubt flourish even more over the next twelve months and we are excited to see what is next for her. e now wor sasa 10

Virtuals￿n011rÈ Trans￿r￿ Ref. X9RX-KSRB-TCW6 21 Nov 2024 08'.09f9 GMT IWC +0) D 111 P 11171 Resourced and Ready: Supporting our Barefooters As any organisation knows, especially within the voluntary sector, our staff team is vital to creating the right culture in order to support the community. We recognised that we needed to do our best to look after our team, so over the last twelve months we have significantly improved our terms and conditions. We now offer al I staff-. 25 days annual leave An additional leave day for their birthday An additional leave day at Christmas All bank holidays Two wellbeing days so that staff can take time to look after themselves Stuck not Sick policy so that staff don't have to use their sick days unnecessarily Two paid wellbeing breaks per day for all staff regardless of contracted hours Up to one hour per week paid wellbeing session so that staff can take some time for themselves to attend an activity or wellbeing session Use of ourcommunitygym Generous sick leave An Employee Assistance Programme which offers confidential advice and support for staff and their family members 24 hours per day, including six sessions of counselling An additional holiday purchase scheme Flexible working arrangements An emergency loan of up to £500 per year 4% employer contributory pension scheme We feel strongly that these additional benefits, along with our excellent new training and development offer, will support staff to feel comfortable and secure for as long as they are with us, as well as attracting new individuals to the organisation. We would not be able to deliver the high-quality work we do without continuously improving our collective knowledge and working practices. To that end, this year we recruited a Training and Development Manager to ensure our staff have access to the skills they need to do their job to the highest standard. Our Training and Development Manager. Emma, has created a centralised training register to allow all staff to choose skills they wish to develop, as well as working closely with all of our teams to ensure we're all ready and able to carry out our work. This year, we'll be spreading this resource to our community as Emma delivers the first cohort of our revised and updated Be Your Best course. Be Your Best is designed to be the foundational training in a wider course that allows local people to develop their skills and move towards their goals, all whilst living their life with the values at the core of our Barefoot Professional ModelTM

Virtuals￿n011rÈ Trans￿r￿ Ref. X9RX-KSRB-TCW6 21 Nov 2024 08'.09f9 GMT IWC +0) D 111 P 12171 l am really excited that training is now underway for our staff and members of the community. Our staff are qualified by experience, and the completion of formal training will enhance their skills and knowledge and build upon the high-quality support they already offer_ This investment in continuous professional development helps staff members to reach their career goals and supports the charity to achieve its overall strategy yy Emma Price, Tra ining and Development Manoger Our Outcomes In line with our three-year strategy, we decided this year to create outcomes that all of our services, groups and activities could use to measure progress and identify areas of need. Over the last year, our outcomes are as follows". 900/0 of individuals have reported an improvement or remained consistent in positive behaviours 870A of individuals have reported an improvement or remained consistent in communication skills 88% of individuals have reported an improvement or remained consistent in health and wellbeing 86% of individuals have reported an improvement or remained consistent in work readiness/aspiration levels 91'A of individuals have reported an improvement or remained consistent in household finances 86'A of individuals have reported an improvement or remained consistent in access to community activities and support These outcomes really demonstrate the hard work that our Barefoot Professionals put in on a daily basis, but more importantly they show what can be achieved by the children, individuals, young people and families we support when we work together and walk the journey with them. These are not our successes; they are our community's. 12

Virtuals￿na￿Ar? Tran￿()￿ Ref. XgRX-KSRB-TCW6 21 2024 08".09:59 GMT11src +0) D 111 P 13171 J l) Section 2: Howdon Community Hub

Virtuals￿n011rÈ Trans￿r￿ Ref. X9RX-KSRB-TCW6 21 Nov 2024 08'.09f9 GMT IWC +0) D 111 P 14171 Our home in the Heart of Howdon In 2017, we took over management of the building formerly known as Howdon Community Centre and rebranded it to Howdon Community Hub. Today, the Hub is a home with deep roots in our community,- a foothold that allows us to have an impact in many different ways for residents from all walks of life. Howdon Community Hub offers". A vibrant timetable of activities and sessions for all ages, facilitated both by our staff and local businesses and organisations. Howdelicious Cafe and Catering" offering delicious and affordable drinks and food, as well as external catering for all occasions. Tiana's PALS" our dedicated service offering sensory and play sessions for ages 0-8. Sessions are designed to be engaging and educational, for just £3. They all take place in our newly refurbished and bespoke playroom. An outdoor MUGA (Multi-use Games Area). facilitating a range of sports sessions as well as private hire. Perfect for a kick about! A thriving garden area, with a large polytunnel and shed for our regular gardening clubs. We're always on the lookout for green-thumbed volunteers! A fully equipped Gym, with single sessions costing only £2.50 and memberships £15 per month. Our Gym is perfect for those looking to get back into exercise, or fit a quick session in around a hectic life. For those who need guidance, Dropzone Elite Fitness offers tailor made personal training services from our Gym. Direct access to 5UPPOrt services offered by our Family Services Team. Health and Wellbeing Coaches and our colleagues in other charities. Overthe last twelve months we have had approx. 27.600 people access the range of services and activities that we provide at our Hub. Once we include all of our guests, visitors and people using the Café, we have seen around 50.000 people use our Community Hub just this year! Approx. 2,000 people have used our amazing new Multi-use Games Area to take part in a range of physical activities. 111M ' 14

Virtuals￿n011rÈ Trans￿r￿ Ref. X9RX-KSRB-TCW6 21 Nov 2024 08'.09f9 GMT IWC +0) D 111 P 15171 The Hub is a lesson in constant improvement and refinement. and a large part of our efforts go into ensuring the space keeps up with the changing needs of our community. This year, we've seen lots improvements in our building- Decoration and improvement of our Westminster, Albion, Coventry rooms, as well as the introduction of the Family Room. Our newly resurfaced MUGA officially opened in May 2023, and has seen sessions delivered by Newcastle United Foundation, LB Sports, Wallsend Boys Club, Northumberland County Cricket Board and England Netball. The recently agreed partnership with Newcastle United Foundation is a fantastic opportunity to progress this facility and our sporting offer further. Improvements to the outside space including front, back, nature, and community gardens. Installation of our Friendly Bench in September 2023. Internal remedial work completed including electrics, plumbing, roof, removal of a tree. Installation and introduction of a fob system to the Hall, to ensure we can safeguard our growing number of guests. Tiana's PALS launched on 9th April after a renovation of the nursery space, providing a space on par with other Sensory spaces for babies and toddlers. We are now an official partner of Newcastle United Foundation and the renovation of Coventry including new carpet and Foundation branding has been a brilliant addition to the Hub. Holiday Activities During the past year, we successfully delivered more HAF provision for primary school- aged children over the Easter, Summer, and Christmas school holidays. These programs spanned a total of 24 days and were attended by 608 children, resulting in 2,432 hours of engagement. Each day, participating children were provided with nutritious breakfasts and lunches, ensuring they were well-fed and energised for the various activities planned. The children engaged in a diverse array of physical games, arts and crafts. and educational sessions focused on food and nutrition. The Northumberland County Cricket Board contributed significantly by delivering a series of fun games involving throwing, catching, and batting balls. These sessions were particularly popular among the children. giving them a chance to try a sport that many hadn't before. Additionally, Graham of Drop Zone Fitness and Fit Mind Boxing Warriors provided boxing sessions, which were met with great enthusiasm. 15

Virtuals￿na￿Ar? Tran￿()￿ Ref. XgRX-KSRB-TCW6 21 2024 08".09:59 GMT11src +0) D 111 P 16171 A highlight of the program was a trip to Safety Works, where the children participated in interactive sessions on safety, covering topics such as fire, water safety. and the safe use of the Metro. Another notable visit was to Howdon Library. where the children took part in a drama session and participated in the Summer Reading Challenge, fostering their creativity and love for reading. For the first time, our HAF program integrated closely with The Bread and Butter Thing (TBBT). Five children, aged l O-I I, experienced the full TBBT service, including unpacking food from the delivery van and packing it into bags for purchase and collection. This hands-on experience was highly rewarding for the children, who were thrilled to be part of the broader Family Gateway team of staff and volunteers. One child expressed a keen interest in returning as a volunteer during future school holidays. In light of this positive feedback, we plan to organise a family volunteering day for TBBT in the future. Alongside the main TBBT serrfice, we received additional food supplies, which allowed us to replicate the packing process separately. This food was also used in a "design a meal" competition, providing a valuable learning opportunity for the children to apply their nutritional knowledge creatively. Overall, our holiday programs not only provided essential childcare and meals but also fostered community engagement, physical activity, and educational enrichment. These initiatives have had a lasting impact on the children, equipping them with new skills, knowledge, and a sense of belonging within our community. Celebrating our Armed Forces Throughout the year, we offer a range of events for members of the local community to attend. These include our Summer Fair (which will be returning next year), our Christmas Fair and lots of visits from our Elf friends when they aren't too busy in the North Pole. However, we know that our community loves one event more than all of the others" Armed Forces Day. Each year, we work alongside the 5th Fusiliers to celebrate the work that our Armed Forces have done throughout the years to protect us all. We are extremely proud of our work that we do with serving personnel, veterans and their family members. But most importantly, we are so glad to see members of the community enjoying this event year after year! 16

Virtuals￿na￿Ar? Tran￿()￿ Ref. XgRX-KSRB-TCW6 21 2024 08".09:59 GMT11src +0) D 111 P 17n1 rb Howdelicious At the heart of Howdon Community Hub is Howdelicious, a modern and contemporary café serving delectable and affordable food to our community. As the Cost-of-Living crisis continues to stretch household budgets, Howdelicious allows people to Still enjoy a takeaway coffee or dining out. Our main aim with Howdelicious is to make sure that cost isn't a barrier to anyone when they're looking to access good food, good company and all the social benefits of community spaces. Our menu is designed to offer a wide range of dishes, which appeal to the whole family. Not only does Howdelicious have an impact in Howdon with the food it serves, it also makes changes in the lives of the people who serve it. At Family Gateway, we believe the strength in our model can be seen in every role within the organisation.

Virtuals￿n011rÈ Trans￿r￿ Ref. X9RX-KSRB-TCW6 21 Nov 2024 08'.09f9 GMT IWC +0) D 111 P 1W71 We say that no one role is more important than the other, we all have our part to play. Nowhere is that more obvious than behind the scenes at Howdelicious. Our kitchen and front of house team come from all walks of life. Several had experienced long-term unemployment before finding work with us, some had been supported by Family Gateway's Support Services and came on board via volunteering. and some are proud military veterans. The Howdelicious Team are a pivotal part of our community and provide not only delicious food, but also a friendly face for many individuals, particularly those who may otherwise be isolated. They often act as a first point of call for many individuals who build up the courage to discuss challenges they may be having whilst they are ordering their lunch or deciding which treat to buy. They can then offer a range of ser4ices and activities and more in-depth support and guidance from our Family Services Team if needed. Having a fully equipped kitchen and café space has enabled us to expand the timetable at Howdon Community Hub: our Health and Wellbeing Groups, and drop-in support offered by our partners all take place in the café. We are able to accommodate higher numbers and more varied activities in our youth provision utilising this space. Howdelicious proved that we are having an impact across our community, in ways that are sometimes unexpected. We know that a cup of tea and a friendly face can Sometimes be the starting point of a deep and meaningful change in someone's life. staff Spotlight= Yvonne and Richard Yvonne and Richard have both previously been service users within our organisation, from our Family Services support, to using our gym and Community Hub facilities. They both experienced long-term unemployment and struggled to believe that they would be able to secure employment that meant something to them. By coming in and using our services. they began to increase their aspirations and see what opportunities were available for them so that they could give back to their community which they loved. •• They are now both employed as part of our Howdelicious team and work hard every day to keep the staff and community fed with healthy. nutritious and delicious meals and snacks. all with a smile on their faces. Both Yvonne and Richard have dramatically improved their confidence and we are sure that they will continue to grow whilst with us. We can confidently say that all of our staff and the community are very grateful for them both and they play a key role in making Howdelicious such a warm and welcoming place to eat. 18

Virtuals￿n011rÈ Trans￿r￿ Ref. X9RX-KSRB-TCW6 21 Nov 2024 08'.09f9 GMT IWC +0) D 111 P 19171 Tiana's PALS This year, we saw the launch of our standalone service of Tiana's PALS (Play And Learn Sessions) which provides a range of affordable activities and sessions for children aged 0-8 years old. As most people who have worked alongside us will know, Tiana came to Us as a service user and has worked hard over the last few years to develop our early years provision. She has now created a wonderful, welcoming and exciting space of her own and has already welcomed many babies, toddlers and children into her sessions. Tiana is an outstanding example of a Barefoot Professional and we are extremely proud to let everyone know what Tiana's PALS has on offer. ahas Play Leapbsessiohs Baby Massage - Our 4 week courses are the perfect way to transition your newborn into their new world. Introduce your baby to soft music, calm lights, and allow them to relax into a gentle massage. Each week we will focus on a different area of the body, leading up to a full body massage and learning techniques to help relieve common baby ailments such as colic, wind and constipation. The perfect way to bond in the first few weeks of your new adventure together. Help your little one make their first friends, and meet other new parents with our weekly Baby Social classes for little ones who aren't quite mobile yet, and bigger ones who are sitting up and taking their first steps. Babies will love playing with the bubble machines, parachutes and sensory activities. A great chance to develop fine and gross motor skills, body awareness and strengthen those important muscles. 19

Virtuals￿n011rÈ Trans￿r￿ Ref. X9RX-KSRB-TCW6 21 Nov 2024 08.'09f9 GMT IWC +0) D 111 P 20171 Toddler Group - Our loud, messy and super-fun sessions for ages 0-4. A chance for slightly bigger kids to get stuck into active play, role play and dress up, and arts and crafts. The best bit is, it's designed in line with the EYFS framework, and prepares them for that big leap into Nursery. After the Bell (3-5) - A chance for the smaller ones to get involved in all the same fun of After the Bell, with an extra focus on early Literacy and Numeracy skills. Get them ready for their next steps with a slightly more structured session designed to replicate Nursery or Reception. A great place to make new friends, to go with them on their journey through learning. Story Explorers - Start their love of stories early! Each week, we will bring a new story to life through singing, Makaton, story-telling, messy play and tuff trays. Get your little one a head start on their reading, before they move on to our After the Bell sessions. After the Bell (6-81 A nice cosy story time with arts, crafts and games based on a new, engaging story every term. We are a Makaton Friendly venue. and every course ends with a performance to show off your child's newly learned Makaton skills to friends and family. Included in the price is a hot meal at every session. and a story sack with toys and activities to allow the fun from that term's story to continue at home. Daddy & Me - Dedicated time for Dads to bond with their little ones. All the fun of Toddler Group but made to allow Dads that quality time they don't always get. Meet other Dads and see your little one grow and learn through activities designed in line with the EYFS framework. SEND Toddler group The same messy, active and fun stuff as Toddler Group, but designed to be welcoming, fun and safe for children of all abilities. Our staff understand the needs of families and children living with SEND, and have specifically designed the activities with knowledge drawn from additional training about their needs. These sessions are a great chance to access peer-support from other parents who see through the unique lens of raising a child with SEND. 20

Virtuals￿n011rÈ Trans￿r￿ Ref. X9RX-KSRB-TCW6 21 Nov 2024 08'.09f9 GMT IWC +0) D 111 P 21171 Our Partners As an organisation, we know that we cannot do everything by ourselves. That is why we have worked hard over the last twelve months to create meaningful relationships with partners" that can really bring something to our community from a place of experience and knowledge. We have created and maintained some extremely valuable relationships that have allowed us to grow in terms of what we are able to deliver in order to best support the people that matter the most. Here are some examples of the partnerships that we have created that have really made a difference over the last year. Newcastle United Foundation The love for Newcastle United runs deep in our area, and we understand that the club represents a trusted and beloved brand for a lot of our community members. That's why we're proud to be a dedicated and close partner of the Newcastle United Foundation. Our partnership began when we became one of the venues for the Foundation's Premier League KICKS sessions" a weekly, free football programme for ages 8-18. These sessions quickly became some of our most popular, and an excitable queue of young people is a regular sight on floodlit Thursday nights. This partnership eventually grew as the Hub became home to the Prince's Trust TEAM classes delivered by the Foundation. TEAM allows young people to develop new skills, work in a team with new people and ultimately gain qualifications. Family Gateway helps them achieve this by offering work placements during the 12-week courses. In early 2024, we cemented this partnership even further with the signing of an agreement to deliver the United for Opportunity programme, alongside the Foundation, to young people aged 16-24 living in the area and those transitioning from the care system. The project will empower participants to raise their own aspirations and identify next steps that spark their passion. In addition, this agreement included a shared member of staff to develop the sports offer at the Hub and new branding in what became the Foundation's permanent home in our centre. Both organisations believe in investing in our future, and that together we are stronger. NEWCASTLE UNITED FOUNDATION 21

Virtuals￿n011rÈ Trans￿r￿ Ref. X9RX-KSRB-TCW6 21 Nov 2024 08.'09f9 GMT IWC +0) D 111 P 22171 Dropzone Elite Fitness After a career serving proudly in the parachute regiment, Graham Donaldson set up Dropzone Elite Fitness to share his passion for physical fitness and boxing, and the significant impact it can have on people's lives. This first took shape at Howdon Community Hub when he came to us with an idea- Fit Mind Boxing Warriors. Since 2022, these free 6-Week courses have allowed local young people aged 7-16 to develop their confidence, self-belief and fitness through intensive non-contact boxing training. A core programme on our timetable, these courses take young people who are often struggling at home or at school, and show them just how much they can achieve when they dedicate themselves to their goals. ££ Since leaving the army I have wanted to be able to help people change their lives, through health and fitness. I have the skills to enable people to achieve real results, not just physically but also help them build that mental strength and improve overall health yy Graham Donaldson. Head Coach.. Dropzone Elite Fitness In 2023, Graham added Women's Boxing 5e55ions to our timetable. and bring5 that same tailor-made approach to coaching women who are often the parents of our Fit Mind Boxing Warriors. It has been amazing to watch how improved self-belief through fitness, activity and wellbeing can spread into other areas of your life leading to long term changes. Graham has recently expanded his offer by basing his personal training sessions in our Gym. Whether you're looking for l-on-l or small group training, our Gym is the perfect place to work towards your fitness goals under Graham's watchful and experienced eye. r3?o?ZQN= ELITE FITNESS 22

Virtuals￿n011rÈ Trans￿r￿ Ref. X9RX-KSRB-TCW6 21 Nov 2024 08.'09f9 GMT IWC +0) D 111 P 23171 The Bread-and-Butter Thing The Bread and Butter Thing (FBBT) launched in Manchester in 2016, with the aim of putting food that would normally be destined for the bin onto the tables of families across the country. They work with supermarkets and food producers to identify opportunities to reduce or redirect food waste, and distribute it as shopping through their network of community hubs. A basic package of 3 bags costs members just £8.50 a week, and is available to anyone who wants to keep food bills down as the cost of living crisis continues to bite. TBBT has continued to expand and is now approaching 60 hubs, where they regularly distribute over l 00 tonnes of food a week. In the past 12 months, they distributed 7000 tonnes of food, which is roughly equivalent to 18 million meals, and saved their members a collective £7.3 million! In April 2022, we became TBBT'S first base in North Tyneside. We were so excited to be a partner in their work and soon after had a dedicated team of volunteers who attend every Friday to make sure this invaluable service is provided to our community. TBBT has become a key part of our weekly schedule and has been an enormous help in increasing the number of people who are aware of the Hub and our wider work. The cost of living crisis is one of the issues we are beginning to see affect more and more of the people we work with, and this is one of the easiest ways to save money quickly on your monthly bills. New members can sign up by texting 07860 063 304 with your full name, postcode, and quoting "Family Gateway." The bread and butter thing. IAINTAIN A 23

Fit Mind Boxing Warriors Over the last twelve months we have seen a great development in the Boxing sessions delivered by Graham, from Dropzone Elite Fitness. Graham and lan, our Youth Entrepreneur, have worked together to support over 180 young people from the local area through Boxing, and have impacted on not only their physical wellbeing. but their mental wellbeing too. The ten core values of FMBW are: Discipline Fcx&Qfj@ •Try' (3@000@fft@3 Dedication Determination pect onfide &%@tKI (QotrnQOd@fft@3 Fitness < Good Mental Health (tc(,J O WJtK2Th . Good Young people aged between 6-16 years have been able to attend a free six-week course where they learn the basics of boxing, footwork and skills. They then graduate from the course in front of their family, friends, staff and coaches before being able to move into the Boxing Club which now runs twice a week due to the demand. During the holidays we have been able to work together to provide Boxing Camps which have given the young people a chance to keep themselves active, and also to visit a local Boxing School in Blyth to show them what is possible if they put their minds to it. 24

Virtuals￿na￿Ar? Tran￿()￿ Ref. XgRX-KSRB-TCW6 21 2024 08".09:59 GMT11src +0) D 111 P 25171 But these sessions have shown that it's not just the physical benefits that the young people and their families are seeing. The young people have been able to come together in a safe environment and have discussed a range of topics including bullying, the impact of knife crime, nutrition, the importance of education and the impact of their behaviour on familylfriends. The coaches have supported these young people to understand their emotions, which can be confusing for so many of that age, and how to control them on a daily basis. We are extremely proud of the partnership we have created with Graham and the outstanding impact Fit Mind Boxing Warriors is having on these young people, families and the wider community. Feedback from Parents= 'He first started the course as a shy teenager, but since attending we have seen his confidence grow. He is more outgoing now and his shyness has gone. The encouragement he gets from the coaches is outstanding they have bought out a positive young man who believes in himseifand is thriving" "In the last 18 months she was diagnosed with a chronic condition and also had an injury which caused her to gain weight. The impact of the weight gain was huge and her mental health suffered quite significantly. The boxing camp has been fantastic in building back her self-image and confidence. She has lost weight and the difference in her wellbeing overall is fantastic. She is really motivated and is getting regular exercise in a hugely supportive and positive environment. The difference in her attitude from 18 months ago to now is massive and l am really grateful for the support that she has received from Graham and lan in getting her to this point" "He's more confident as a person, a few months ago there's no way he would have spoken to someone in a group he didn't know, but as the weeks have turned into months he's becoming more physically and mentally stronger, talking to team members and working as a team. The biggest achievement was standing up in a room full of parents/carers and other team members and showing what he had been learning" 25

Virtuals￿na￿Ar? Tran￿1)rI Ref. XgRX-KSRB-TCW6 21 2024 08".09:59 GMT11src +0) D 111 P 26171 Case Study: A Mam's thoughts A5 part of the D&D club. Joseph has been placed in a small group of 4 peers and is supported by Dan. with extra help from lan. These se55ions are inclusive and allow SEND children to acces5 a space that understands their day to day struggles with sensory issues and difficulties in communicating. Dungeons and Dragons has allowed my son and the group of peers to engage In a game that encourages social skills, making choices, turn taking, lateral thinking. All whilst being with like minded people. These sessions introduce Joseph to people of a similar age with similar difficultie5 to his. This group is appropriate for my son's ASD diagnosis and his ADHD traits as he is guided through the different stages of the game and is able to mirror adults behaviour. learn appropriate social skills and .if needed, he's supported by the staff to take time out to regulate and re-join the game when he's able too. We travel from Hartlepool to the Hub each week (on average an hour's drive each way) as we haven't found anything within Hartlepool or the County Durham area that tailors for Joseph's needs as well as the Hub can (i.e small group that is adult-led, where he feels safe and supported with his difficultie5). The group is cost effective and allows Joseph to gain life skills as he's able to pay for his sessions independently. The Hub also encourages my son to engage in conversations with other staff members when he arrives. This is all building up Joseph's confidence with Social skills such a5 dealing with disagreements about the game. meeting new people for the first time and communicatinq with people of different aqes. who he might typically avoid speaking to. The support offered by Dan goes beyond Just a fun activity. Joseph Is a deep thinker. and he can quite often overthink situations, especially when playing the game. This can lead to conflict with other peers when they play the game differently, which we've also seen in other activities that Joseph is involved with. Dan Is helping Joseph see that resilience is needed in all activities and that Joseph can't interact with everyone the way he wants to. as Other people have their own agendas. opinions and ideas of how they want to play the game. D&D is a collaborative activity and the group places a lot of emphasis on being part of a team and making allowances and compromises with your fellow players. As a parent, I'm thankful for the opportunity Joseph is having as he has a new Interest to share and talk about. He's taking time away from video games and being online to research and expand his knowledge of Dungeons and Dragons. Joseph Is also talking Iliiuugtl i55ue5 WIIFI Tile Ilidl Fie li(15 eiiLuuiileied willi Fil5 pee15. I'ITI 5eeiiig Iiiuie ul Fil5 personality and his sense of humour is returning. which I haven't seen in such a long time. He is also excited to attend these sessions, which isn't like Joseph but lovely to see. Thank you for these sessions, Dan and the rest of the Hub team. 26

Virtuals￿na￿Ar? Tran￿()￿ Ref. XgRX-KSRB-TCW6 21 2024 08".09:59 GMT11src +0) D 111 P 27171 Section 3: Support Services 74 JJ

Virtuals￿na￿Ar? Tran￿()￿ Ref. XgRX-KSRB-TCW6 21 2024 08".09:59 GMT11src +0) D 111 P 28n1 Health and Wellbeing Working in partnership with Wallsend and North West Primary Care Networks, we employ 2 Health and Wellbeing Coaches to help local people address and remove barriers to their physical and mental wellbeing. The aim of this project is to give people an alternative to their doctor when tackling these issues, and allow them the chance to see a professional in a more welcoming and community-focused environment. Our Health and Wellbeing Coaches have designed and delivered a range of group sessions since December 2023 including: Health and Wellbeing Drop In- Open support for advice and support on physical and mental health issues Friendly Folk - Fun, social games and activities Walk'n, Talk- Short walks and a cuppa Women's Wellbeing - Weekly meet ups to support each other with women's issues DIYI - Men's wellbeing group and a chance to learn new skills WhichCraft- A chance for the grown ups to try their hand at a new craft )> *L 637 attendances across these sessions 155 hours of delivery of these sessions These sessions have proven to be extremely valuable in creating peer support networks for individuals who may otherwise not have anyone around them. The people in the groups have come together to create a safe place for their peers-, they support each other, encourage each other and are there as a shoulder to cry on if needed. Many of the individuals who attend have a range of physical health issues, mental health issues, disabilities and caring responsibilities. They often tell us that without this group, they would have nowhere to go. "I have been attending the Hub for over a year now and I have had so much help from the ladies. I was in a bad place but now I find I'm getting on with my life and it's all down to the help I have received from the Hub. A big thanks to you all" "The groups have been an absolute lifesaver for me. I didn't want to go out much after my leg amputation because l always felt people were staring at me. This group and the staff have given me the confidence I needed to get my life back together" 28

Virtuals￿n011rÈ Trans￿r￿ Ref. X9RX-KSRB-TCW6 21 Nov 2024 08.'09f9 GMT IWC +0) D 111 P 29171 Our Health and Wellbeing Coaches don't only deliver group sessions: they also work using our whole family approach and take individual referrals who may need some more intense support too. Over the last twelve months they have had= 51 referrals 71 % of these referrals have reported an improvement in their levels of depression 64% of these referrals have reported an improvement in their levels of anxiety Looked after Care This project is designed to ensure the best outcomes for parents and young people who are involved in the Care System. Our staff work with families and professionals to counter the issues that have caused involvement from Social Services, with the ultimate end goal of keeping families together. We advocate for families in professional settings to ensure they understand what is required of them, and the steps they need to take to move forward. In our experience, misunderstanding of process can contribute to friction between families and statutory services, and our staff use their deep knowledge to bridge this gap. In situations where removal of a child is deemed necessary, we are able to facilitate contact in a safe environment at Howdon Community Hub. This year we have secured a further three years funding to continue delivering this much needed service and have extended our delivery to work with kinship carers. a group that we knew we had to focus on supporting after talking to so many of them over the last two years. The families on this project are often in the most challenging, complex situations and can feel overwhelmed by the task ahead of them. Our Family Entrepreneurs walk alongside them to allow them to become empowered to make long lasting. sustainable changes that improve chances for them and their family. Over the last three years of the project, we have supported 109 families made up of 515 individuals. Over the last twelve months we have: Made 35 referrals to specialist sep4ices so that individuals and families are able to get the support they need at the right level to support their health and wellbeing. Successfully applied for a range of white goods and household items for families to improve home conditions, some of which have made the difference between children being able to stay in the home and having to go elsewhere. Been successful in March 2024 in securing funding to provide emergency household essential items for families on our Looked After Care project such as carpets" something which is extremely difficult to access through other funding sources and can often act as a major barrier for children being kept in the family home. Youth Support Our Youth Support services provide a range of support and activities for young people up to the age of 25, particularly around supporting those presenting with challenging behaviour, those at risk of being excluded from school, involved in low level ASB, a victim of crime or exploitation or struggling to manage their mental health and emotions. Our Young Person's Family Entrepreneurs are able to build meaningful rapport with young people and help them work out a way past the issues in their lives. They offer support in the home, in the community and from our Community Hub. 29

Virtuals￿n011rÈ Trans￿r￿ Ref. X9RX-KSRB-TCW6 21 Nov 2024 08.'09f9 GMT IWC +0) D 111 P 20171 Over the last twelve months we have" Provided regular in-school support to Silverdale School to support and encourage young people to access community activities and to integrate community support with school provision. Delivered gardening clubs in Denbigh Primary School to promote knowledge of nature and the environment at an early age_ Developed our new session "Ya Dig Meh" allowing 20 children and young people so far to learn about fossils and geology in a fun way. Delivered our Dungeons and Dragons club to l O adventurers both at the Hub and in Silverdale School, something which is not delivered elsewhere locally. Worked with young people from the local community to design our new youth project, Youth Matters and created Howdon Youth Zone for them to attend on two evenings per week. We pride ourselves on celebrating the wide range of experience and interests that our staff bring to us. We encourage our team to develop activities and sessions based on their own passions, because we know that the genuine love of a topic is what makes other people interested in it. We know that these sessions couldn't be delivered in the same way by anyone apart from our Barefoot Professionals- they make it truly special. We have worked with Howdon Community Hub/Family Gateway very closely over the last year, finding new ways of working. Our network has become so positive, making links in the local community to work with coaches and businesses together. One huge asset from the relationship has been working closely with individual staff members, which has helped build relationships with our children. These relationships have supported our children massively. They have attended groups and workshops run by Family Gateway staff. The support offered by staff has re-engaged some of our children into outdoor education, which they had been refusing to attend for some time. We have begun, just this week, a gardening club, run by fatp7ily gateway staff which has already got a lot of interest from staff and children and will make our school community a nicer place to be. We are extremely grateful to all of the support and collaboration we have received from Family Gateway. The working relationship is putting roots in place to support the barefoot model and benefitting local children and our local community. We are keen to extend the relationship further and are excited for the future prospects ahead from this collaboration. yy Kate Jacobs, Head of Community Cohesion." Silverdale School 30

Virtuals￿n011rÈ Trans￿r￿ Ref. X9RX-KSRB-TCW6 21 Nov 2024 08'.09f9 GMT IWC +0) D 111 P 31171 staff Spotlight= Dan Dan joined our team as Community Engagement Officer and Hub Assistant nearly three years ago and has worked towards his goal of leading on our social media and marketing. In the last twelve months, Dan has secured the role of Media and Communications Coordinator. an achievement which he has worked hard for. 1989 He has worked tirelessly to ensure that we are seen more as an organisation, that more people know what we do and to demonstrate the impact we are having with the people we work with. He has also SUPPOrted the introduction of our campaigning and policy work, which will be vital to make long-term change going forward. Dan has even been able to buy his own home this year and put down stronger roots in a community that means a lot to him. Dan will play a vital part in spreading the word about our organisation and it is thanks to him that we have our lovely, glossy, visually appealing annual report. Staff Spotlight: Aimee Aimee joined the front line of our organisation nearly six years ago as a Family Entrepreneur and has worked within various projects and services over her time with the organisation. Over the last twelve months she has moved into her role within the Senior Leadership Team as Business Development Manager and now works at a strategic level to ensure the organisation is able to continue to deliver the high standard of work that the community deserve. Having previously worked in operations, Aimee moved over to business development as it was a need for the organisation, and found an area that she was truly passionate about. She has used her knowledge and experience of delivering services dlrectly in the community to plan services that meet the need of local people. She is now even closer to her long-term career goal and we are hopeful that we can support her to achieve this. 31

Virtuals￿na￿Ar? Tran￿()￿ Ref. XgRX-KSRB-TCW6 21 2024 08".09:59 GMT11src +0) D 111 P 32171 ry¥ Section 4: What's next?

Virtuals￿n011rÈ Trans￿r￿ Ref. X9RX-KSRB-TCW6 21 Nov 2024 08.'09f9 GMT IWC +0) D 111 P 33171 Focus on our Four Pillars Over the coming years you may notice us talking more about our Four Pillars- these are the basis of everything that we will be delivering in the future. We all know how important it is to make sure that we are eating well. and the last thing that we want to do is tell you what you should or shouldn't be eating. After all. it is all about balance. What we will do is support you to be able to make choices that are right for you; whether that's through attending our cooking sessions or grabbing a meal from Howdelicious. Getting a good night's rest is the key to being able to feel like yourself each day, but it isn't as easy when you have things on your mind or children to look after. Being able to provide good sleep routines for yourself and your children can make all the difference on a day-to-day basis. So we will offer you support to create good habits for yourself and * ¢v: your family, in a way that 5UitS YOU. y.ffiX'(r 33

Virtuals￿n011rÈ Trans￿r￿ Ref. X9RX-KSRB-TCW6 21 Nov 2024 08'.09f9 GMT IWC +0) D 111 P 34171 Getting out and about and moving our bodies can have such a positive impact on our physical health, but also on our mental health. But it's about being realistic and figuring out what suits you. So, we will offer support by providing a range of physical activities but also by being a stop off point for your walk home from school with the kids; grab a cuppa and let them play with their friends. We really understand that people have so many things to do day-to-day that it's hard to find time for yourself. But being able to wind down, relax and look after yourself is vital to being able to look after others too" you can't pour from an empty cup. So, we will offer you some ideas on how to relax and chill out, whether that's for five minutes with your morning coffee, attending one of our mindfulness or yoga sessions or coming in for lunch with your friends in between school pick- ups. Making time for you is critical to making time for others! 34

Virtuals￿n011rÈ Trans￿r￿ Ref. X9RX-KSRB-TCW6 21 Nov 2024 08.'09f9 GMT IWC +0) D 111 P 35171 What's coming next year? We have lots planned for the next twelve months, here are some of the highlights to look out for" Our Youth Work services are going to be a priority moving forward" we know that members of the local community want to see young people with something to do. so we have partnered with NE Youth, a fantastic youth charity and one of our key partners, to set up Howdon Youth Zone. These sessions take place on a Thursday and Friday evening and provide young people with a safe space that they can use to socialise with their friends and take part in some fun activities. We have also partnered with Newcastle United Foundation to deliver a pre- employability course for young people, Barefoot Beginners. This isn't about getting young people straight into jobs, as we know that it can be a long way off for someone who has their own struggles and challenges. The project aims to support young people to build their confidence, teamwork skills and get them to Start thinking about what they may want to do in the future. We just want to show them that anything is possible as a Barefooter. We will be expanding our work with Veterans and their families and will welcome Operation Veteran to join our Hub Family, who will be coming in weekly for their Pull Up a Sandbag sessions. Along with Help for Heroes, they create a range of support for those who have served their country and recognise that this support should be for the whole family, not just the veteran. Operation Veteran will be hosting a range of services throughout the year to offer remembrance and gratitude to those who Se￿ed in many wars and conflicts around the world and who afforded us the freedoms we now have. All of the community is welcome at these events" just keep an eye on our social media for details and feel free to visit our Remembrance Garden, created and built by a Family Gateway staff member as a way of remembering fallen colleagues, all year round. If you haven't already visited our Remembrance Garden, it's a beautiful, peaceful and thoughtful place which is perfectly placed to take a moment and remember. We are proud of the garden's thoughtful beginnings and the increasingly significant part it is playing within our community. Howdelicious will be having a bit of a refresh, with a new menu to launch in the summer. Our team works tirelessly to make sure all of the specials are what our community want to see, so we can't wait to welcome more of you for lunch and a homemade slice of cake. Our Community Hub will be getting upgraded, with a plan being put in place for the work that needs to be carried out over the next couple of years. We know how important the space is to the local community so we want to make sure it is safe and stable for many years to come. Our team will be working to secure funding to complete work around the building and in our outdoor area too. The biggest difference you may notice is the Play Park next door to our Hub. We have been working with our community to understand what they would like to see in that space, and we are in discussions with all the relevant people to figure out if we can go ahead and redevelop the space. So far, it's looking positive, so it is down to our team and partners to secure the funding which will enable us to develop a thriving recreational space for families and children. We will be expanding our wonderful team of Trustees" we have developed an amazing Young People's Board who will be ensuring that young people's voices are really heard and have a true impact on what we are delivering and what we are working towards, both locally and further afield. 35

Virtuals￿n011rÈ Trans￿r￿ Ref. X9RX-KSRB-TCW6 21 Nov 2024 08.'09f9 GMT IWC +0) D 111 P 3f471 We will also be on the lookout for Community Trustees" we want local people to have a say in what we are providing and bring their knowledge and experience with them to ou r Trustee Board. We are also going to be developing a scheme that allows local businesses to strengthen their ties with us as a charity" our Friends of Family Gateway programme will be launched in 2024 and will create a sense of support not onlyfor us. but for business owners too. And lastly, we will be continuing to host our community events and will also be holding some fundraisers. Not only do these events bring the community together, but they raise much needed funds so that we can continue to support children, individuals and families across the local area. This year, we will have runners 7n the Great North Run: rffrf ILI C5f•"Ili FAMILY GATEWAY FAMILY GATEWAY FAMILY GATEWAY . RS ereat greal WILL TIANA NICOLA Fomily &Jlewtsy Trugiè• Vth7JLod IKYers41e￿thI4Tr? Previous be5t.' 16 mlr PT•ViOUS b•sL 10 mlno Iw¥Thl•Y• (J lomil FAMILY GATEWAY FAMILY GATEWAY FAMILY GATEWAY. .. great greal rall 255 GRAHAM EMILY ADAM Ftsmy Previr)us best.. iours 20 min IcI￿ling 4511 bockpock) IMJfrI 51JAbJ Iw TN•Y•qI In Th16 Y•or We can'twaitto see how they all do and we are looking forward to getting more people involved next year! Qakb¥ay FAMILY GATEWAY ¢4ll DAVID IJN prevlou8 b08L 36

Virtuals￿na￿Ar? Tran￿()￿ Ref. XgRX-KSRB-TCW6 21 2024 08".09:59 GMT11src +0) D 111 P 37171 Get Involved There are lots of ways you can get involved with us at Family Gateway. and we would love your support. If you are a professional or an individual looking to book a room within our Community Hub, please contact our admin team on [e-mail] If you are interested in volunteering or finding our more about our Barefoot Course, please contact Emma Price on [e-mail] If you are interested in fundraising for us, please contact Aimee Perry on [e-mail] If you are a local business and you want to increase your social value by supporting a local charity, please contact Ai mee Perry on [e-mail] Remember that we also have our MUGA to hire and of course our Cafe is available for external catering as well as our daily offer of delicious food. 37

Virtuals￿n011rÈ Trans￿r￿ Ref. X9RX-KSRB-TCW6 21 Nov 2024 08.'09f9 GMT IWC +0) D 111 P W71 Conclusion from the CEO This has been a very special year for Family Gateway as it brought together the strategic and operational strands of work we have been working on for the last two years, weaving these projects together and giving birth to our strong, robust and comprehensive organisational plan. For the team this has been a labour of love, it has taken each and every one of us to believe that our Barefoot way could do it, that our lived experience had its place in how communities activated long term change as defined by them. Our lived experience does not and should not replace those whose journey is different, but it should be seen as a complimentary tool to support wider system change. Often, l am asked "how have you done this" my answer is the same every ti me" "we have done nothing but create the conditions in which a Barefoot team and community could thrive" However, there are two things that have been pivotal to our success.- organisation and will. The will to succeed and the organisation to deliver on a clear plan. As we say at Team FG, no one role is more important than the other, we all have our place in the bigger picture and when every part of something knows what they are there to do, the organisation simply flows. So now to the future! At FG we believe no one organisation can solve the challenges we face. We believe is partnership, not tokenistic partnership, but real partnership where the egos have been removed and the job at hand is the focus and how we can build a clear plan. Being together makes us stronger and l am beyond proud of the partnerships we have formed, firstly with our community and then with the organisations that share our values. We also believe in our barefoot approach" we believe that people and communities can solve their own challenges if the conditions around them are shaped and nurtured. We believe our Barefoot Professional ModelTM is a framework. A framework that can be placed around a person, a family. a school, a business or a community. A framework that allows traction to be gained, momentum to build and then lays the foundations of individual self-belief and determination. Therefore, in 2024-2 5 we will invest further in this model with the support of our long- term funders, we will support more Barefooters to be born and we will work with our partners to measure its impact over the next 3, 5 and l O years. We will work intergenerationally, spreading the concept of Barefoot within the whole family unit and across the community and we will reach out for a second location to implement the Barefoot Professional ModelTM However, how we will do this will be different. Family Gateway will walk alongside this second site to develop the culture and implement the framework recruiting Barefooters from that local community to deliver change and impact. It is not FG that knows this community, it is the existing grass roots organisation, born from that community that is best placed to take the framework and implement it and together we will test if this model can have the same impact that it is having in Howdon and Wallsend. We believe that the Barefoot way can have a profound impact short. medium and long term, but the framework has to be in place and robust to ensure that being "qualified by experience" brings the benefits and to ensure it embeds as a cultural change that can permeate from within a community, rather than a framework parachuted into a community and 'done to'a community. The questions l ask of our board, our community and of our funders and partners is "What if it works?" "What if it works?11 Julie Marriott, Family Gateway CEO 38

Section 5: Governance, Financial information and accounts including Director's report

Virtuals￿na￿Ar? Tran￿()￿ Ref. XgRX-KSRB-TCW6 21 2024 08".09:59 GMT11src +0) D 111 P4IV71 How are we structured and governed? Family Gateway is a registered charity (registration number l 144453) and a company limited by guarantee established under a Memorandum of Association which states the objects and powers of the charitable company. It is governed under its Articles of Association dated 29th of March 2011, as amended on 3rd October 2011. The Trustees confirm that if the charity is wound up whilst they are trustee or if it is wound up within one year of them ceasing to be a trustee, they would be required to contribute an amount, not exceeding £ I , towards the payment of debts and liabilities of the charity. Recruitment and Appointment of Trustees We recognize the importance of the breadth of skills and knowledge that our Trustees bring to the organisation and we recruit to meet specific needs in line with our work. our strategy and our charity governance obligations. A skills matrix system is used for regularly reviewing availability of skills against current and future plans and in this current year we have recruited one new Trustees using this system. This year, using the skills matrix, we have identified potential gaps in skills around marketing and media, Legal Compliance and indeed local community members who would bring a raft of local lived experience to the board. We will be recruiting new Trustees over the coming year, including community representatives. Trustees are voted on to the Board of Trustees at the Annual General Meeting in accordance with our Articles of Association and all Trustees give their time voluntarily. receiving no payment or benefits from the charity. The Trustees who served the charity during the year are detailed in Appendix A. As of the 31 st of March 2024 there were 6 Trustees holding positions, representing a diverse mix of skills and experience. Trustee Induction and Training New Trustees are likely to know the background of the work that the charity does before joining the board and will have an appreciation of the charity's aims and objectives. A refreshed induction process has been introduced to ensure any proposed new Trustee understands the work undertaken by the charity prior to confirmation of their intention to join the Board of Trustees. This induction includes an informal meeting with the Chair and Vice Chair of the organisation and the CEO followed by an opportunity to shadow our Family Entrepreneurs, Youth, and Community Entrepreneurs and Health and Wellbeing Coaches ensuring that prior to any agreement or appointment a proposed Trustee has met with families in receipt of our services, staff and volunteers. This allows both the proposed Trustee and the organisation to decide if the skills base and our work are a good fit. The new proposed Trustee will then be invited to attend a Board meeting as an observer before applying formally for a role. thereafter due diligence checks are carried out. The main documents which set out the operational framework of the charity, including the Memorandum and Articles of Association will be shared and discussed with any new Trustees, along with our Directors Handbook. 40

Virtuals￿na￿Ar? Tran￿()￿ Ref. XgRX-KSRB-TCW6 21 2024 08".09:59 GMT11src +0) D 111 P41n1 New Trustees will also be briefed on the current financial position of the charity with the aid of the most recent set of financial statements. Finally, the current resources, grant funding and other revenue streams as well as the future plans of the charity will be discussed with new Trustees. All Trustees are familiar with the practical work of the charity and have also been encouraged to consult the various Charity Commission publications signposted through the Commission's guide. "The Essential Trustee" and the information sheets provided on the Commission's website. All trustees are required to undertake a DBS and will be expected to undertake Trustee Safeguarding training within 6 months of being appointed and locally sourced "good governance" training within the first 12 months. In the forthcoming year, new Trustees may be appointed in line with the skills matrix gaps and the new areas of focus of the organisation. The current Trustees will continue to ensure appropriate training is provided for themselves and that proposals are brought forward to regularly review the skills mix and capacity of trustees to ensure maximum effectiveness. One-to-one reviews with the Chair will support their development and inform succession planning for the Board. Arrangement for setting key management personnel renumeration No part of the income or property of the Charity shall be paid or transferred directly or indirectly by way of dividend. bonus or otherwise by way of profit to Members of the Charity. This shall not prevent any payment in good faith by the Charity to members, who are not trustees or connected parties, for the reasonable and proper use of any goods and services. Expenses may be reimbursed for any reasonable and proper out of pocket expenses incurred when acting on behalf of the Charity. The board set the remuneration based on the financial position of the charity and by taking into account salary rates of people in similar jobs. Organisational Structure The Board of Trustees administers the charity, oversees its governance and sets the strategic direction in partnership with the CEO, senior leadership team and in consultation with the community and staff team. Senior Leadership Team (SLT) Julie Marriott - Chief Operating Officer Robert Jacques - Head of Finance, Risk and Compliance Aimee Perry - Business Development Manager Julie Dyos - Operations Manager On an annual basis SLT agrees the strategy and sets the objectives which are incorporated into the strategic plan. It meets every two months to receive an update from the CEO, Head of Finance and Compliance, Business Development Manager. Training and Development Manager and Operations Manager. and agrees actions to move the business plan forward. 41

Virtuals￿na￿Ar? Tran￿()￿ Ref. XgRX-KSRB-TCW6 21 2024 08".09:59 GMT11src +0) D 111 P42171 A number of sub groups are established and overseen by a Board member to focus on core areas including Finance and Risk, People and Culture, Safeguarding, Health and Safety and Business and Enterprise. All sub-groups have clear Terms of Reference which are reviewed annually. During 2023124 the organisation introduced a new role, Training and Development Manager to the Senior Leadership Team, Emma Price was appointed in to this role in February 2024. The role is to support the development and growth of the Barefoot Professional Model. Executive staff have been granted a range of delegated authorities by the Board of Trustees in order to run the organisation efficiently. 8oard of Trustees CEO Head of Flnance an Compllance Operations Manager Business i)evelopment Manager Training & Development Manager Hub & ACtI￿tIeS C(ydinator Early Years Lead Farnlly Servlces C(KJrdlnatof kYFE I(b￿lty Controll Core. Flnance & Admln Team Howdelicious Team Communlty FE Team He41th & Wellbe¢ (OX￿ Famlly & Y(x¥ry Voluntee Entrepreneurs students Pay Policy for Senior Staff The Board of Directors, who are the charities Trustees, give their time freely and no Director received renumeration in the year. The pay of senior staff is reviewed annually and no pay increase was given to the CEO this financial year. Senior staff salaries are considered in line with the organisations size, the complexity of the roles, and the re5pon5ibilitie5 that Staff cairy. Senior management 5alarie5 are benchrnarked against similar roles within the market and the availability of skills for key roles. In 2023124 focus was given to reviewing the pay, terms and conditions of our delivery team of Family Entrepreneurslcommunity Entrepreneurs1 Health and Wellbeing Coaches/ Young Persons Entrepreneurs salaries, in line with our pay and renumeration policy to address the cost-of-living crisis. Throughout 2023124 this focus has remained in place with enhanced terms and conditions being offered. 42

Virtuals￿n011rÈ Trans￿r￿ Ref. X9RX-KSRB-TCW6 21 Nov 2024 08.'09f9 GMT IWC +0) D 111 P 43171 Risk Management The Trustees have a risk management strategy that comprises" Monthly senior leadership review of the organisational risk register. Bi-monthly review of the risks the charity may face and regular monitoring at Board meetings. A risk sub-committee comprising the CEO, Head of Finance and Compliance, and two experienced trustees. This group meets bi-monthly to reassess the likelihood and impact of identified risks. Cascading of risks and mitigating actions to management and project teams and other board sub committees. Detailed action plans mitigating identified risks. Key Controls that the organisation use to mitigate risk include: Monthly strategic reviews and financial planning reviews. Robust safeguarding processes and policies, including our continually improved and reviewed In house safeguarding training to ensure staff and service users are safe. A robust training plan for all volunteers, students, staff and trustees. Strong and robust authorization and approval processes for financial approval. Strong communication protocols throughout the teams to ensure cascading of Information and policies. Staff Newsletter each month which includes key policy updates, news and information. Due to the nature of our work, we have identified that Health and Safety of our building and staff team and the safeguarding of staff and beneficiaries continue to be one of our most significant risks, as is long term funding particularly as a result of the impact on funders post Covid 19 with much more competition for grants with grant givers having less resource to allocate, and the rise in need given the impact of the Cost-of-Living Crisis. We expect these to be ongoing risks for the organisation. Therefore, health and safety, safeguarding and financial management are the areas we focus upon. We have an annual process of policy review in place. governed and overseen by the People and Culture Sub Committee. Our Health and Safety committee oversees all key Health and safety areas and during this financial year. we have invested in the training of staff in areas such as first aid training. paediatric first aid, fire marshal training and we have been OFSTED registered. In respect of safeguarding and protecting the information of staff and beneficiaries, the introduction of mandatory in-house training for safeguarding and GDPR, and the implementation of a robust staff supervision and appraisal policy supported by our employee assistance program is now emended along with the continued use of our CRM system, ensuring our beneficiaries information remains safe and compliant with GDPR. 43

Virtuals￿na￿Ar? Tran￿()￿ Ref. XgRX-KSRB-TCW6 21 2024 08".09:59 GMT11src +0) D 111 P44n1 To ensure we remain focused on our financial health and position, a roadmap with key milestones and in- year triggers is in place, supported by robust financial procurement and expenditure policies and processes. We also introduced weekly Business Readiness meetings to inform SLT members and the CEO of the financial position of the organisation, funding opportunities and any issues that may arise. Therefore, we remain confident that we have good mitigating controls against all risks. Financial Statement The financial statements have been prepared in accordance with the accounting policies set out in the notes to the financial statements and comply with the charity's governing document, the Companies Act 2006 and "Accounting and Reporting by 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)" (Effective l January 2019). Financial Performance The 202312024 Financial Year was the first year of a three year Strategic Plan, aimed at taking Family Gateway forward and positioning our services at the forefront of being able to serve the community in which we operate. Objective 5 of the Plan, headed Resourced and Ready. is outlined below= "We will work closely with stakeholders and partners across important sectors to ensure we have the financial backing to meet our objectives. Always looking to the future, we will be positioned to make the most of any new opportunities to grow our work and increase our impact. ' This will encompass: A) Committed Partners - To deepen our relationships with existing funders. B) Get in Position- To ensure we are positioned to make the most of significant new opportunities such as the North East Combined Authority devolution deal and the UK Shared Prosperity Fund. C) Diversify Funding- To rebalance our income model, securing a greater proportion of funding from commissioned work. D) Earned Income - To generate additional income surplus via our Community Hub and various enterprises associated with it. E) Community Fundraising To increase the contribution of fundraising activities, such as events and sponsorships. We, nevertheless, had to factor into our plans the challenges presented by an everchanging funding landscape coupled with a cost-of-living crisis and impending political changes both locally and nationally. 44

Virtuals￿na￿Ar? Tran￿()￿ Ref. XgRX-KSRB-TCW6 21 2024 08".09:59 GMT11src +0) D 111 P45171 As with 202212023. a number of factors presented themselves in ways which required innovative and creative thinking in order to meet the challenges whilst striving to move forward in a cohesive and structured manner. Increased demand for funding to meet the growing needs of the community has resulted in a shift in emphasis with funders seeking to understand our future financial plans, our free reserves and our ongoing financial viability. Within our Hub, the range and diversity of activities and involvement with the community has continued to grow and whilst increased energy and running costs have proved challenging, they have not been an impediment to our ability to provide services and facilities within the Hub. The Howdelicious cafe has traded successfully throughout the period and the resultant increased turnover means we have been able to directly employ 3 staff who had previously been volunteers in the cafe. Our Funded Activities reflect a balanced portfolio of projects more in keeping with our original ethos and purpose. We have resumed and continued much of the work with vulnerable families and individuals we were involved in pre covid. Staff salary scales were increased in January 2024, having remained unchanged since April 2022, rising costs in energy and everyday consumables continued to have an effect during the year and it is hoped this will stabilise in the 202412025. Nevertheless, we have remained within overall budget and have achieved a surplus which represents I .1 % (202212023 4.3%) of our total turnover. Overall bank balances and balance sheet unrestricted reserves have reduced compared to 202212023, as part of a strategy to utilise free resources in order to position Family Gateway as a stable, robust organisation ready to react organically to future developments. Looking forward to 202412025 we anticipate that access to resources to continue our work will be challenging for the Charity sector as a whole. In 202312024, we benefitted from the new role of Business Development Manager which enabled a more direct focus on building and developing relationships with external funders and commissioners. Whilst not necessarily resulting in an instant impact the combined synergies of this approach will bode well for the future. Reserves Policy and Going Concern The Charity operates with only limited financial resources" therefore, the Finance and Risk Sub-committee of the Board of Trustees regularly assesses and reviews its Reserves Policy in line with the financial performance, risk and the external environment. The Charity's policy is that unrestricted funds not committed or invested in tangible fixed assets ("the free reser4es") should be sufficient to maintain core services in the event of the cessation of restricted funds. 45

Virtuals￿n011rÈ Trans￿r￿ Ref. X9RX-KSRB-TCW6 21 Nov 2024 08.'09f9 GMT IWC +0) D 111 P 46171 After due consideration the Trustees have decided that a realistic and appropriate target for free reserdes is 3 months of support costs which equates to £105,399, at the balance sheet date the free reserves stand at £96,890, 92% of target. The Board considers that our reserves target is adequate and we will continue to maintain and build our reserves over the remaining duration of this strategy and next. without compromising our standards and objectives. We have to balance our continuing need to expand and innovate against the need to conserve funds to extend the operating cost cover period and this requires careful funds management. Income and Expenditure During the year the Charity's income decreased by 9.1 % to £805,870. The majority of the decrease (£78,904) can be attributed to reductions in commissioned services from the Northumberland Police and Crime Commissioner and reduced levels of income generated from Charitable Activities. However, this has been partially offset by increased activity at the Howdelicious Community Café and increased income from investment income interest. Expenditure was reduced as required to maintain an in-year surplus. Investment Policy and Objectives The Trustees are committed to retaining a prudent level of reserves within the Charity's funds. However, most of these funds are spent in the short term, so there are few funds available for long term investment. Having considered the options available. the risks facing the Charity and the Reserves Policy as set out above, the Trustees have decided to invest surplus monies in an Instant Access Deposit Account, held with its current bankers, Barclays Bank plc. Statement of Trustees Responsibilities The Trustees (who are also the directors of Family Gateway for the purposes of company law) are responsible for preparing the trustees, report and the financial statements in accordance with the United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice) and applicable law and regulations. Company law requires the trustees to prepare financial statements for each financial year Under company law the Trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of its incoming resources and application of resources. including its income and expenditure, for that period. In preparing these financial statements, the trustees are required to: Select suitable accounting policies and apply them consistently" Observe the methods and principles in the Charities SORP- Make judgements and estimates that are reasonable and prudent: 46

Virtuals￿n011rÈ Trans￿r￿ Ref. X9RX-KSRB-TCW6 21 Nov 2024 08'.09f9 GMT IWC +0) D 111 P 47171 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 charitable company will continue in business The trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charitable company's transactions and disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. The annual report was approved by the trustees of the charity on 18.09.2024 and signed on its behalf by: lain Jamieson Signature- l Print" lain Jamieson Signatory Role: Chair of Trustees Date of approval: 15.10.2024 Family gateway Improving life chances for children and families 47

Virtuals￿n011rÈ Trans￿r￿ Ref. X9RX-KSRB-TCW6 21 Nov 2024 08.'09f9 GMT IWC +0) D 111 P 4W71 Appendix A- Sitting Trustees 2023/24 At time of writing, the trustees who have sat on the board during this financial year are as follows: lain Jaimieson (Chair) John Musson Will Fatherley (Vice Chair) Jo York Prof. Greta Defeyter James White Appendix B - Reference and administrative details Senior Leadership Team J u l i e Marri ott - C EO O"ulie.marriott@familygateway. co. uk) Julie Dyos Operations Manager Q'[e-mail]) Ai mee Perry - Business Development Manager (aimee.perry@familygateway. co. uk) Em ma Price - Training and Development Manager ([e-mail]. uk) Robert Jacques Head of Finance, Risk and Compliance ([e-mail]) Principal and Registered Office Howdon Community Centre Denbigh Avenue Howdon Wallsend NE28 OPP Company Registration Number 07583330 Charity Registration Number 1144453 Contact Details Telephone.. [phone] Email." [e-mail] Website.. familygateway.co.uk Media Enquiries Contact Dan Guest, Media & Communications Coordinator ([e-mail]) Appendix C - Full Financial Accounts

WirtualSwJnatur8Transadon Ref. X9RX-KSRB-TCW6 21 Nov 2024 08￿)9￿9 GIAT IUTC +0) D IM P￿71 Charity registration number 1144453 Company registration number 07583330 (England and Wales) FAMILY GATEWAY ANNUAL REPORT AND UNAUDITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024

WirtualSwJnatur8Transadon Ref. X9RX-KSRB-TCW6 21 Nov 2024 08￿)9￿9 GIAT IUTC +0) D IM P S(¥71 FAMILY GATEWAY LEGAL AND ADMINISTRATIVE INFORMATION Trustees J Vlhite (Appointed 31 0(Xober 2023) J York W Fatherfey l Jamieson M Defeyier J Mussc Charity number 1144453 Company number 07583330 Registered office Howdon Ccxnmunty Centre Denbigh Avenue Howdon Wallsend United Ktngdom NE28 OPP Independent examiner Simn Brown BA ACA DChA Azets Audrt servI￿s Bulman House Regent Centre Gosforth Newcastle Upon Tyne NE3 3LS

WirtualSwJnatur8Transadon Ref. X9RX-KSRB-TCW6 21 Nov 2024 08￿)9￿9 GIAT IUTC +0) D IM P $1171 FAMILY GATEWAY CONTENTS Page Independent examinerfs report Statemerrt of financial activities Statement of financial position Statement of cash flows Notes to the financial statements 6-20

WIrtU8lSignatL*r8 Transathon Ref. X9RX.KSRB-TCW6 21 kn 2024 OB￿19￿9 GIAT IUTC +0) D IM P 5W71 FAMILY GATEWAY INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF FAMILY GATEWAY I report to the trustees on my examination of the financia statements of Family Gateway (the charity) for the year ended 31 March 2024. Responsibilities and basis of report As the trustees of the charity (and also its directors for the PUTposes of company law) you are re¥M)nsible for the preparation of the financial statements in accordance with the requirements of the Companies Act 2006 (the 2006 Act) Having satisfied myself that the financial statements of ￿ charity 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 the charity's financial statements Ca￿led out under section 145 of the Charities Act 2011 (the 2011 Act). In carying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5){b) of the 2011 Act. Independent examiner's statement Since the charity's gross income exceeded £2￿,000 your examiner must be a member of a LK)dy listed in section 145 of the 2011 Act. I confirm that l am qualified to undertake the examination because l am a member of ICAEW. which is one of the listed bodies. I have completed my examination. I confinn that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect.. accounting records were not kept in respect of the charity as required by section 386 of the 2006 Art or the financial statements do not accord with those records: the financial statements do not comply wth 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 the financial statements have not been prepared in accordance with the methods and principles of the ststement of Recommended Practice for accounting and reporting by charities applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) I have no concems and have come across no other matters in connection wtth the examinaticn to which attention should be drawn in this report in order to enable a proper understanding of the financial statements to be reached. Simon Brown BAACA DChA A2ets Audit Services Bulman House Regent Centre Gosforth Newcastle Upon Tyne NE3 3LS Dated: 2111112024

WirtualSwJnatur8Transadon Ref. X9RX-KSRB-TCW6 21 Nov 2024 08￿)9￿9 GIAT IUTC +0) D IM P &W71 FAMILY GATEWAY STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 MARCH 2024 Current financial year Unrestricted Restricted funds fun( 2024 2024 Total Total 2024 2023 Notes Income and endowments from: Donations and legacies Charitable activities Other trading activities Investments Other income 268.931 3,730 118,374 6.749 697 403.741 672,672 3,730 121,976 6.749 743 749.068 24,135 109,146 1.128 1.337 3.602 46 Total income 398,481 407,389 805,870 884,814 Ex enditure on: Raising funds 35.950 31.392 67.342 37,956 Charitable activities 421,598 307,775 729,373 808,767 Total expenditure 457.548 339.167 796.715 846.723 Net {outgoing)lincoming resources before transfers (59,067) 9,155 38,091 Gross transfers be￿een funds 5,325 (5,325) Net {expenditureVincome for the yearl Net movement in funds (53,742) 62,897 9,155 38,091 Fund balances at 1 April 2023 281,845 339,997 621,842 583,751 Fund balances at 31 March 2024 228.103 402,8 630.997 621,842 The statement of financial activities indudes all gains and losses recognised in the year. All income and expenditure derive from continuing activities. The statement of financial activities also complies with the requirements for an inccfne and expendibjre account under the Companies Act 2006.

WirtualSwJnatur8Transadon Ref. X9RX-KSRB-TCW6 21 Nov 2024 08￿)9￿9 GIAT IUTC +0) D IM P 54n1 FAMILY GATEWAY STATEMENT OF FINANCIAL ACTIVITIES (CONTINUED) INCLUDING INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 MARCH 2024 Prior financial year Unrestricted Restricted funds funds 2023 2023 Total 2023 Notes Income and endowments from: Donations and legacies Charitable activities Other trading activities Investments Other income 106.842 24,135 10g,146 1,128 1.337 &12.226 749.068 24,135 109,146 1.128 1.337 Total income 242,588 642,226 884,814 Ex enditure on: Raising funds 25.953 12,003 37,956 Charitable activities 317.222 491,545 808,767 Total expenditure 343.175 503.548 846.723 Net {outgoing)lincoming resources before transfers (100,587) 138,678 38,091 Net {expenditure}lincome for the yearl Net movement in funds (100,587) 138,678 38.091 Fund balances at 1 April 2022 382.432 201.319 583,751 Fund balances at 31 March 2023 281,845 339,997 621,842

WIrtU8lSignatL*r8 Transathon Ref. X9RX.KSRB-TCW6 21 kn 2024 OB￿19￿9 GIAT IUTC +0) D IM P &971 FAMILY GATEWAY STATEMENT OF FINANCIAL POSITION ASAT31 MARCH 2024 2024 2023 Notes Fixed assets Tangible assets 14 131,213 122.170 Current assets Debtors Cash at bank and in hand 15 58,750 539,884 647.948 598.634 684.813 Credttors: amounts falling due within one year 16 (98,850) (185.141} Net current assets 499,784 499,672 Total assets less current liabilities 630,997 621,842 Income funds Restricted funds Unrestricted funds 18 402,894 228,103 339,997 281,845 630,997 621,842 The company is entitled to the exemption from the audit Tequirement contained in section 477 of the Companies Act 2006, for the year ended 31 March 2024. The directors acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparatton of financial statements. The members have not required the company to obtain an audit of its financial statements for the year in question in accordance with section 476_ These financial ststements have been prepared in acccwdance the provisions ap￿1¢able to companies subject to the small companies regime. The financial stalements were app￿Ved by the Trustees on 2011112024 l Jamieson Trustee Company registration number 07583330

WirtualSwJnatur8Transadon Ref. X9RX-KSRB-TCW6 21 Nov 2024 08￿)9￿9 GIAT IUTC +0) D IM P 56171 FAMILY GATEWAY STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2024 2024 2023 Notes Cash flows from operating activities Cash (absorbed byygenerated from operations 23 {80,494) 66.652 Investing activtties Purchase of tangible fixed assets Investment income received (34,319) 6.749 (22.89]) 1.128 Net cash used in investing activities {27.570) (21,762) Net cash used in financing activities Net {decrease)lincrease in cash and cash equivalents (108.064) Cash and cash equivalents al beginning of year 647,948 603,058 Cash and cash equivalents at end of year 539,884 647,948

WirtualSwJnatur8Transadon Ref. X9RX-KSRB-TCW6 21 Nov 2024 08￿)9￿9 GIAT IUTC +0) D IM P 57171 FAMILY GATEWAY NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2024 Accounting policies Charity information Family Gateway is a private company limrted by guarantee Inc￿ed in England and Wales. The registered office is Howdon Community Centre, Denbigh Aven￿, Howdon, Wallsend, NE28 OPP, Untted Kingdom. 1.1 Accounting convention The financial statements have been prepared in accordance with the Acccrfjnting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Stsndard applicable in the UK and Republic of Ireland (FRS 102) (effectrve 1 January 2019) - (Charities SORP (FRS 1021). the Financial Reporting Stsndard applicable in the UK and Republic of Ireland (FRS 102). They also comply wth the Companies Act 2006 and Charities Ad 2011.The chanty is a Public Benefit Entity as defined by FRS 102. The financia5 statements are prepared in sterling. which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £. The financial ststements have been prepared under the histortcal cost convention. The principal accounting policies adopted are set out below. 1.2 Going concern At the time of approving the finan￿al statements, the trustees have a reasCnab￿ expectation that the chanty has adequate resources to continue in operational existen￿ tr Ihe foreseeable future. Thus the Iruslees continue to adopt the going cOn￿M basis of accountiro in prepafing the finaneial statements. 1.3 Charitable funds Unrestricted funds are available for use at the discretion of the truslees in fvrtherance of their charitable objectives. Restricted funds are subject to spectfic conditi￿S by dO[￿S as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements. Endowment funds are subject to specific conditions by donors that the capttal must be maintained by the charity. 1.4 Income Income is recognised when the tharity is legally entitled to it afler any perfomBnce condFticns have been met, the amunts can be measured reliably, and it is probable that income will be received. Cash donations are recognised on re￿ipt. other d(￿atiOnS are reu)gnised the charty has been rK)tified of the donation, unless perfomiance condttions require deferral of the arrK)unt Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is Tecognised at the time of the donation. Legacies are recognised on receipt or othetwÉse rf Ihe tharity has been nOtT￿ of an impending distribution, the amount is known, and receipt is expected. If the amount is not krv)wn. the legacy is treated as a contingent asset. Grants are recognised when the charity has an entl￿ement to the funds and any conditions linked to the grant have been met. Where perfonnance conditions are attached to the grant and are yet to be met, the income is recognised as a liabilty and is included on the balance sheet as defeffed income to be released. Income from trading activities is recognised when go￿dS or services are sold. Other income is included when receivable.

WirtualSwJnatur8Transadon Ref. X9RX-KSRB-TCW6 21 Nov 2024 08￿)9￿9 GIAT IUTC +0) D IM P 58171 FAMILY GATEWAY NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024 Accounting policies (Continued) 1.5 Expenditure Expenditure is recognised once there is a legal or constNctive obligath'on to transfer e(x)nomic benefft to a third party, it is probable that a transfer of economic beneffts will be required in settlemen( and the aTrK)unt of the obligation can be measured reliably. Expenditure is dassified by activty. The costs of eath adivty are made up of the total of direct costs and shared costs, induding support costs involved in undertaking each activty. Direct o)sts attributable to a single activity are allocated directly to that activty. Shared costs which o)ntribute to more than one activity and support costs which are not attributable to a single activty are apporknoned be￿een those arttvitss C￿ a basis consistent the use of reSoUr￿s. Central staff costs are allocated on the basis of time spenL and depreciation charges are allocated on the portion of the asset's use. Costs of raising funds comprise the costs of activities and consumatles. Charitable expenditure comprises those costs inCu￿ed by the ctharity in the delivery of ifs activities arm services for the beneficiaries. It includes both costs that can be allocated diredty to such activibes and costs of an indirect nature necessary to supwt them. Support costs include central functions and have been allocated to activity cost categories on a basis consistent with the use of resources, for example. allocating property costs by floor areas, or per capiia, staff costs by the time spent and other cx)sts by their usage. Govemance costs indude the costs attributable to the chariws ccXnplian￿ with constitulional and statutory requirements, including independant examination. strategic management and I￿￿tees. m￿ingS and reimbursed expenses. 1.6 Tangible fixed assets Tangible fixed assets are initially measured at cost and subsequenty measured at u)st net of depreciation and any impairment losses. Depreciation is recognised so as to wite off the cost of assets less their residual values over their useful lives on the following bases: Property improvements Machinery and equipment Computer equipment 20 years straight line 5 years straight line 3 years straight line The gain or loss arising on the disposal of an asset is determined as the drfferen￿ be￿een the sa5e proceeds and the carrying value of the asset, and is recognised in the statement of financial activities. 1.7 Cash and cash equivalents Cash and cash equivalents include cash in hand, depo￿ts held at call WTlh banks, Oth￿ short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in cu￿ent liabilities.

WirtualSwJnatur8Transadon Ref. X9RX-KSRB-TCW6 21 Nov 2024 08￿)9￿9 GIAT IUTC +0) D IM P S9171 FAMILY GATEWAY NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024 Accounting policies (Continued) 1.8 Financial instruments The charity has elected to apply the provFsions of Section 11 'Basic Finanaal Instruments. and Section 12 'Other Financial Instruments Issues, of FRS 102 to all of its financial instruments. Financial instruments are recognised in the chariws balan￿ sheet when the thaTity beC0n￿ party to the contractual provisions of the instrument. Financial assets and liabilities are offseL wtth the net amounts presented in the financial statements. when there is a legally enforceable right to set off the recognised amounts and there is an intenth)n to settle on a net basis or to realise the asset and setue the liability sirnultaneously. Baslc flnancial assets 8asic financial assets, which include debtors a￿j cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transact￿, where the transaction is measured at the present value of the future receipts discounted at a market rate of interesL Financial assets classified as receivable within one year are not amortised. 8aslc flnanclal Ilabllltles Basic financial liabilities, including creditors and bar* loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction. where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities dassified as payable wiÈhin one year are not amorlised. Debt instruments are subsequently carried at amortised cosc using the effective interest rate method. Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are dassiFted as current liabil￿eS rf payment is due within one year or less. If not, they are presented as non-ujrrent liabilibes. Trade creditOTS are reccA3nised initially at transaction price and subsequently measured at amortised cost using the effective interest methcMI. Derecognltlon of flnanclal Ilabllhles Financial liabilities are derecognised when the chty's contractual obligations expire or are discharged or cancelled. 1.9 Employee benefits The cost of any unused holiday entitlement is recognised in the peficxl in ￿lch ts employee's services are received. Temiination benefits are recognised immediately as an expense when the tharity is demonstrably committed to terminate the employment of an employee or to provide termination beneffts. 1.10 Retirement benefits Payments to defined contribution retirement benefft scherrEs are charged as an expense as they fall due. 1.11 Fund Structure Unrestricted income funds are general funds that are available for use at the tn￿teeS dis<xelion in furtherance of the objectives of the charity. Restricted income funds are those donated for use in a particular area or for specffic wrposes. the use of which is restricted to that area or purpose.

WirtualSwJnatur8Transadon Ref. X9RX-KSRB-TCW6 21 Nov 2024 08￿)9￿9 GIAT IUTC +0) D IM P6W1 FAMILY GATEWAY NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024 Accounting policies (Continued) 1.12 Accruals Accruals are calculated where a Servi￿ has been provided bui the CoMp￿Y has not yet been invoiced. 1.13 Prepayments Prepayments are calculated where an invoice has been provided in advan￿ of the Servi￿ taking pla￿. Critical accounting estimates and judgements In the application of the charty's accounting poli￿e5. the trustees are required to make judgements, estimates and assumptions about the Carrying amount of assets and liabiltttes that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may dFfter from these estimates. The estimates and undetlying assumptions are reviewed on an C￿going basÈ5. Revi￿n5 to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future Feriods ￿ere the revISK￿ affects both cwrent arKI future periods.

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WirtualSwJnatur8Transadon Ref. X9RX-KSRB-TCW6 21 Nov 2024 08￿)9￿9 GIAT IUTC +0) D IM P62171 FAMILY GATEWAY NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024 Charitable activities Commissioncommission ed Services ed Services 2024 2023 North Tyneside Northumberland County Councils Various Schools 3.730 19,800 3.960 375 3.730 24,135 other trading activities Unrestricted Restricted fun(ts funds Totsl Unrestricted funds 2024 2024 2024 2023 Other trading income 118.374 3,602 121.976 109,146 Other trading income comprises cafe income, room hire. gym hire. event income other sundry income, which are activities consistent with the charity's aims and objectives. Investments Unrestricted Unrestricted funds funds 2024 2023 Interest receivable 6,749 1,128 other income Unrestricted Restricted funds funds Total Unrestricted funds 2024 2024 2024 2023 Other income 697 46 743 1,337 11

WirtualSwJnatur8Transadon Ref. X9RX-KSRB-TCW6 21 Nov 2024 08￿)9￿9 GIAT IUTC +0) D IM P64171 FAMILY GATEWAY NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024 Charitable activities Charitable Charitable Activities Activities 2024 2023 Share of support costs (see note 10} Share of govemance costs (see note 10) 725,235 4.138 804.767 4,000 729,373 808,767 Analysis by fund Unrestricted funds Restricted funds 421.598 307.775 317.222 491,545 729,373 808,787 10 Support costs Support Governance costs cosls 2024 Support Governance costs 2023 Staff costs Depreciation Premise costs Office costs Travel and subsistence Training Practical support costs and activities Project management support Bank charges Legal, professional and consultancy Partnership charges 517.280 25,276 49,955 35.545 4.043 2,144 517,280 25,276 49,955 35,545 4,043 2,144 580.123 15,596 48,315 29,942 7,887 7,373 580,123 15.596 48,315 29,942 7,887 7,373 46.355 46.355 23.110 23.110 10,030 519 10.030 519 1.186 1,186 43.451 43.451 20,440 61,432 20,440 61,432 Independent examination 4.138 4.138 725.235 4.138 729.373 804.767 4.000 808.767 Analysed be￿een Charitable activities 725,235 4.138 729,373 804,767 4,000 808,787 13-

WirtualSwJnatur8Transadon Ref. X9RX-KSRB-TCW6 21 Nov 2024 08￿)9￿9 GIAT IUTC +0) D IM P&fj171 FAMILY GATEWAY NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024 11 Trustees None of the trustees (or any persons connected with them) received any remuneration or beneffts from the charity during the year. 12 Employees The average mnthty number of employ￿ during the year was: 2024 Number 2023 Number Management Administrative Services 15 21 Total 21 27 Employment costs 2024 2023 Wages and salaries Social security costs Other pension costs 472,000 33,318 11.962 530,583 33,999 15.541 517.280 580,123 There were no employees whose annual remuneration was rrK)re than £60.000. 13 Taxation The charty is exempt from tax on income and gains falling wtthin sectson 505 of the Taxes Act 1988 or section 252 of the Taxationof Chargeable Gains Act 1992 to the exient that these are applsed to chafiiable objects. 14-

WirtualSwJnatur8Transadon Ref. X9RX-KSRB-TCW6 21 Nov 2024 08￿)9￿9 GIAT IUTC +0) D IM Pffi171 FAMILY GATEWAY NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024 14 Tangible fixed assets Prop•rty machin￿ and Comwt•r Improv•ments •qulpment •qulwn•nt Cost At 1 April 2023 Additions 59,089 2,833 98,949 20.717 15.714 10.769 173,752 34,319 At 31 March 2024 61.922 119.666 26.483 208.071 Depreciation and impairment At 1 April 2023 Depreciation charged in the year 6,931 3,187 35.272 14.764 9.379 7.325 51,582 25,276 At 31 March 2024 10,118 50.036 16,704 76,858 Carrying amount At 31 Marth 2024 51,804 69,630 9,T79 131,213 At 31 March 2023 52,158 63,677 6.335 122,170 15 Debtors 2024 2023 Amounts falling due within one year: Trade debtors Other debtors Prepayments and accrued income 22,562 6,890 29,298 23,716 6,065 7,084 58,750 36,865 16 Creditors: amounts falling due within one year 2024 2023 Notes Deferred income Trade creditors Accruals 17 47,394 8,393 43,063 95,737 46,176 43,228 98,850 185,141 15-

WirtualSwJnatur8Transadon Ref. X9RX-KSRB-TCW6 21 Nov 2024 08￿)9￿9 GIAT IUTC +0) D IM P67171 FAMILY GATEWAY NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024 17 Deferred income 2024 2023 Arising from Defe￿ed income 47.3 95.737 Deferred income is included in the financial statements as follows: 2024 2023 Deferred income is included within: Current liabilities 47,394 95,737 Movements in the year" Deferred income at 1 April 2023 Released from previous periods Resources deferred in the year 95,737 (95,737) 47.394 101,138 (101,138> 95,737 Deferred income at 31 March 2024 47.3 95.737 16-

WirtualSwJnatur8Transadon Ref. X9RX-KSRB-TCW6 21 Nov 2024 08￿)9￿9 GIAT IUTC +0) D IM P68171 FAMILY GATEWAY NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024 18 Restricted funds The income funds of the charity include restricted funds comprising the following unexpended balances of donations and grants held on trust for specific purposes: Movement in funds Balance at Incoming Resources Transfw5 Balance at 1 April 2023 resources expended 31 MaTch 2024 Garfield Weston Foundation - Anniversary fund The Tudor Trust Police and Crime Commissi( Savoy Educational Trust Proctor & Gamble - Development of Clinical Room The Henry Smith Charty Global Make Some Noise MUGA 56,496 26,148 51,851 3,873 28.185 2,046 48,000 (6.815) 77,866 27,347 33,854 3,873 (847) {65,997) 3,750 25.784 5,000 30,026 33.333 2.678 5,260 7,278 50,521 32.493 8,750 28.438 42.000 {39,346) {5,OOJ) {5.697) {33,075) (1.800) {5,458) (4,843) 2,615 33,333 {506) 26,438 33,591 878 Mercers Street Games Linden Trust Anxious Buddies Bell Fund PCC Teachable Moments Trusthouse Sport England Fidelity Greggs Foundation NTCA Morrisons Other 32 (30} 166 2,405 50,521 32,493 32,503 51.974 66,316 14,000 9.805 8,000 63,610 (32,503) (52.791) (15,000) (15,013) (960) {7,050) (53,787) 817 51,316 1.013 8.845 950 15,329 5,506 339.997 407.389 {339.167) (5.325) 402.894 The specific purposes for which the fvnds are to be applied are as follows: General fund - These funds can be used in any way by the trustees in a(xordance with the objectives of the charty. Restricted reserves The Henry Smith Charity - Funding received to contrtbute towards the salary and aSs(￿lated costs of a Family Entrepreneur supporttng families in North and South Tyneside. The Mercers Company - Funding received to swport the development of the 'Famity and Community Enterprise Hub, and to fund the post of the Communty Enterprise Lead post. Ganleld Weston - Pilot light - Funding provFded to support strategic thinking and the achievemenl of long term sustainability. 17-

WirtualSwJnatur8Transadon Ref. X9RX-KSRB-TCW6 21 Nov 2024 08￿)9￿9 GIAT IUTC +0) D IM P6￿71 FAMILY GATEWAY NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024 18 Restricted funds (Continued) Savoy Educational Trust - Funding contribution towards replacing outdaled kitchen equipment in Community Café. Proctor and Gamble - Funding to support the devdopment arKI construction of a Clinical Room at Howdon Hub. Trusthouse Foundation nding towards salaries and running costs of expanding the team of family Entrepreneurs in South East Northumbertand. DWP Kickstart - funding to fijnd six months work in newly created work rc4es for those at risk of long temi unemployment in the 1 &24 age group. Sir James Knott- Funding received to supwl core costs in support of Children's Activty projects. Community Foundation - Charfes Robert Bell - Supprxting the Mental Heallh of Families in North Tyneside. The Tudor Trust- Funding received to contribute towards the salary of a prcMjramrr￿ manager. Football Foundation - funding for MUGA Redevelopment Feasibilty Study. Community Foundation Linden Family- Grant for bi-'Neekly women's wellbeing group in N(xth Tyneside. Global Make Some Noise - Grant towards fvnding of a consultant to diversify the charitys income stream, and a55iSt iri up5killing and training tnembets of Staff. Tudor Trust Restricted - Funding received to contribute towards the salary of a Programme Manager. Sport England - Tackling Inactivty and Economic Disadvantage- Getting Frt for Life PrqecL VODA Winter Wami Hub Programme- ProvÈsion of a Wami Welcome at H￿kIn Communty Centre. PCC - VRU Grant - North Tyne￿de violen￿ Reduction Unit Communty Hub. Community Foundation - Jacqui Haq Fund- Provide Warm Clothing, Blankets and DressiNJ Gowns. Youth Justice Social Fund - Project in conjunction with StreetGames.Org to deliver Sports Based Projects for vulnerable or at risk young people. Northumbria Police and Crime Commissioner- Teachable Moments InteNention SeNice For Young Persons. The Barbour Foundation - Funding to supp(xt a bi-• W(¥nen's Wellbeing Group. Community Foundation - Newcastle Building Society- Funding to supwt setup of a Breakfast Club for local Primary School Children. Greggs Fdn - Support towards operation and development of Howdon Communty Hub, expanding the fcx)d insecurty programme. The National Lottery Communty Fund - Million Hours Engaging Holidays Project Community Foundation - Linden Family- Support the DeveloFxnent of Baby Sensory arKI Children's sessions in Howdon. North Tyneside Council Project VITA Fund- Funding to SupFN)rt additional Boxing Coathing. Community Foundation Squires Foundation - funding for Veterans Boxing Sessions and Natwe l Gardening Groups for all age groups. 18-

WirtualSwJnatur8Transadon Ref. X9RX-KSRB-TCW6 21 Nov 2024 08￿)9￿9 GIAT IUTC +0) D IM P7W1 FAMILY GATEWAY NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024 18 Restricted funds (Continued) Morrisons Foundation - Provision of emergency essentials to families in need. Community Foundation Pargiter Fund - provide Group Physical Activty Sessions for over 65's. The National Lottery Communrty Fund - Cost of Living Fund. Fidelity UK Foundatton- Developing and Scaling the Baref￿t Professional Mcthl. North of Tyne Combined Authority- Small Grant Pr(yJramme. United For opp(￿nty Pr(M3ramme. 19 Analysis of net assets between funds Unrestricted Restricted funds funds 2024 2024 Total Unrestricted Restricted funds funds 2023 2023 Total 2024 2023 Fund balances at 31 March 2024 are represented by: Tangible assets Current assetsl(liabilities) 131,213 96.890 131.213 499,784 122.170 159,675 122,170 499,672 402.894 339,997 228.103 402.894 630.997 281.845 339.997 621.842 20 Operating lease commitments At the reporting end date the charty had outstanding commitments for future minimum lease payments under non-canceSlable operating leases, which fall due as follows: 2024 2023 Within one year Bebveen bmo and five years 267 1,232 267 267 1,499 21 Related party transactions Remuneration of key management personnel The remuneration of key management personnel is as folk)ws. 2024 2023 Aggregate compensation 155,056 57,196 19-

WirtualSwJnatur8Transadon Ref. X9RX-KSRB-TCW6 21 Nov 2024 08￿)9￿9 GIAT IUTC +0) D IM P71171 FAMILY GATEWAY NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2024 Ultimate Controlling Party In the opinion of the trustees, there is no ultimate controlling party of the charity Oth￿ than the board themselves. 23 Cash generated from operations 2024 2023 Sutplus for the year 9.155 38,091 Adjustments for. Invesknent income recognised in statement of financial actiirities Depreciation and impaimient of tangible fixed assets (6,749) 25.276 (1,128) 15.596 Movements in working capital: (Increase)Idecrease in debtors (Decrease)lincrease in creditors (Decrease) in deferred income (21.885) (37,948) (48,343) 15.453 4,041 (5,401 > Cash {absorbed by)Igenerated from operations (80,494) 66,652 24 Analysis of changes in net funds The charity had no debt during the year. -20-