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Family
gateway
Annual
Report2024
Improving liffe chances For
children and families

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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

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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

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Foreword by the Chair of Trustees
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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

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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?

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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.

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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

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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.

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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

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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

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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

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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

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J l)
Section 2:
Howdon Community
Hub

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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 '
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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

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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!
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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.

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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.
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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.
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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.
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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
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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
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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.
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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"
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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.
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Section 3:
Support Services
74
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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"
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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.
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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
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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.
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ry¥
Section 4:
What's next?

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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
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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!
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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.
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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:
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36

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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 admin@familygateway.co.uk
If you are interested in volunteering or finding our more about our Barefoot Course,
please contact Emma Price on emma.price@familygateway.co.uk
If you are interested in fundraising for us, please contact Aimee Perry on
aimee.perry@familygateway.co.uk
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 aimee.perry@familygateway.co.uk
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

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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

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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

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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

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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

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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

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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

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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

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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

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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

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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'ulie.dyos@familygateway.co.uk)
Ai mee Perry - Business Development Manager (aimee.perry@familygateway. co. uk)
Em ma Price - Training and Development Manager (emma.price@familygateway.co. uk)
Robert Jacques
Head of Finance, Risk and Compliance
(robert.jacques@familygateway.co.uk)
Principal and Registered Office
Howdon Community Centre
Denbigh Avenue
Howdon Wallsend
NE28 OPP
Company Registration Number
07583330
Charity Registration Number
1144453
Contact Details
Telephone.. 0191209 0092
Email." admin@familygateway.co.uk
Website.. familygateway.co.uk
Media Enquiries
Contact Dan Guest, Media & Communications Coordinator
(daniel.guest@familygateway.co.uk)
Appendix C - Full Financial Accounts

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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

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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

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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

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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

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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.

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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

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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

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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

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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.

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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.

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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.

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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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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

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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-

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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-

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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-

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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-

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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-

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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
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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-