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2025-03-31-accounts

Family for every child Annual Report 2024 - 2025 Il

Contents

Contents 2
Welcome to our 2024-25 Annual Report 4
Our Impact 5
Supporting Children on the Move 5
Elevating Kinship Care on the Global Stage 7
Tackling Sexual Violence Against Children 9
Flying the Flag for Emotional Wellbeing 11
Financial review, risks, organisational structure 14
Independent auditor’s report 25
Financial statements 29
Reference and administrative details 50
Thank you 52

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We are the member organisations that together make up Family for Every Child.

Ali Forney Center, USA Amara, USA Animus, Ireland Associação Brasileira Terra dos Homens, Brazil Association for Community Development, Bangladesh BAYTI, Morocco Butterflies, India Children and Families Across Borders (CFAB), UK Children Assistance Programme (CAP) Liberia, Community Based Rehabilitation Jamaica (CBRJ), CSID Centre for Services and Information on Disability, Bangladesh Challenging Heights, Ghana ChildLink, Guyana Children at Risk Ireland (CARI) Children in Distress Network, South Africa CONACMI, Guatemala Center for the Prevention and Treatment of Child Sexual Abuse, Philippines ENDA Jeunesse Action, Senegal Enfoque Niñez, Paraguay First Step, Cambodia For Our Children, Bulgaria Foundation for Innovative Social Development, Sri Lanka Flüchtlingsrat Niedersachsen, Germany Farm Orphans Support Trust, Zimbabwe Forum on Sustainable Child Empowerment, Ethiopia Gender Violence Recovery Centre, Kenya Hayat Sende, Turkiye Hope Village Society, Egypt INSAF, Morocco Jordan River Foundation, Jordan JUCONI, Mexico KoRoot, South Korea Legal Services for Children, USA METAdrasi, Greece Muhammadiyah, Indonesia Mulberry Bush, UK Naba'a, Lebanon P4EC, Russia Paicabi, Chile Pendekezo Letu, Kenya Praajak, India Programma Integra, Italy Projeto Legal, Brazil Quidan, Kaisahan, Philippines Semya Kazhdomu Rebenku, Kyrgyzstan Taller de Vida, Colombia Together Trust, UK Treoir, Ireland Undugu Society, Kenya Uyisenga Ni Imanzi, Rwanda Voice of Children, Nepal VOYCE - Whakarongo Mai, New Zealand

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Welcome to our 2024-25 Annual Report

Dear Friends and Supporters,

As Chair of the Board for Family for Every Child, I present our Annual Report for 2024-25.

I’m pleased to be able to share with you the significant achievements that reflect our commitment to supporting children and families when they need it most.

The past year has been marked by profound global challenges that have tested the resilience of communities, civil society organisations, and the children and families we serve. Conflict in multiple regions has continued to disrupt childhoods, displace families, and strain already overstretched protection systems. Simultaneously, the international funding landscape has undergone a seismic shift, with significant reductions to traditional sources of support—including the end of USAID funding and subsequent cuts to other multilateral and bilateral funders. These changes have left many organisations navigating an uncertain future, amid rising needs and diminishing resources.

For Family for Every Child, these pressures have been real and immediate. As a global alliance of local civil society organisations, we have felt the full impact of these external forces—not only in terms of direct funding cuts but also in the increasing complexity of the environments in which our members operate.

In response to this changing context, we have developed and launched a bold new strategy. This strategy is designed to ensure that we remain adaptive, collaborative, and grounded in the realities of our members and the communities they support. It provides a clear roadmap for navigating the future, allowing us to strengthen our collective voice, deepen our impact, and continue to work towards a world where every child can grow up in a safe, caring, and permanent family environment.

As you delve into this report, I hope you are heartened by the resilience and dedication of our members. Our achievements throughout this tumultuous year would not have been possible without your unwavering support and commitment. Thank you for being a vital part of our journey.

Warmest wishes, Rita

7 November 2025

Rita Panicker

Director, Butterflies (India) Chair of the Board, Family for Every Child

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Our Impact

We have worked on a diverse range of projects in 2024-25, reflecting the challenges faced by children and families in the countries where we work. Here is a selection of our main achievements across our key themes

Supporting Children on the Move

Global Campaigning: Championing the Right to Nationality

Children on the move are at high risk of statelessness, limiting access to care, protection, and family life. In response, Family for Every Child launched the Nationality Required campaign in November 2024 to support global efforts to end statelessness.

Seven member organisations led advocacy efforts—creating practitioner and youth-led videos, hosting events, and raising awareness via social media.

Key Outcomes

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Sharing Best Practice: Integration Support Across Borders

Ensuring the integration of migrant, unaccompanied, and separated children remains a key priority. In 2024–25, members in Europe convened through in-person exchanges hosted by METAdrasi (Greece) and Programma integra (Italy), involving participants from Germany, the UK, Bulgaria, and Greece.

Key Outcomes

Research Spotlight: Climate Crisis & Children on the Move

We completed pioneering research across India, Sri Lanka, Bangladesh, and Nepal, revealing how climate-driven displacement disrupts family care—especially for vulnerable children.

The research highlights the urgent need to integrate climate migration into child rights frameworks, informing our next phase of work.

Responding Fast to Crisis Situations

The climate crisis and ongoing conflicts continue to harm vulnerable children and families. Through our Frontline Fund , we supported:

These responses reflect our commitment to holistic, family-based care for children on the move.

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Elevating Kinship Care on the Global Stage

Launching the First-Ever Global Kinship Care Week

In October 2024, Family for Every Child launched the first-ever Global Kinship Care Week —a coordinated global campaign to raise awareness of kinship care as a vital yet often overlooked care option. Supported by members in 14 countries, the campaign combined storytelling, practitioner insights, and advocacy.

Campaign Highlights

Driving Global Learning & Evidence

In January 2024, we launched How to Support Kinship Care: Lessons Learnt from Around the World , an inter-agency guidance endorsed by 39 organisations, featuring 44 promising practices. It was translated into Spanish and Portuguese for wider reach.

We hosted global webinars on kinship care definitions and integration into national systems, shared insights via the Indian Alternative Care Network, and published an academic article in Institutionalised Children Exploration and Beyond (Sept 2024).

In Aotearoa New Zealand, we launched a research project led by VOYCE Whakarongo Mai and CRAANZ, alongside Māori and Pacific scholars, grounding the work in lived experience and Indigenous leadership.

Strengthening Practice Through Member Exchange

Members engaged in practice exchanges on building national kinship care alliances—emerging as effective platforms for coordinated reform. Our Kinship Care Working Group now includes 22 member organisations, reflecting a wide range of care contexts and strategies.

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Amplifying Kinship Voices in Global Forums

Kinship Care Ambassadors represented Family at key events in 2024, including:

These forums brought lived experience and practitioner perspectives into global policy conversations.

Influencing Global Policy and Funding Agendas

Family for Every Child successfully influenced the UK FCDO to recognise kinship care as the preferred option for children without parental care in its final Global Campaign Charter on Care Reform —a key step toward policy and funding recognition.

At the 63rd UN Commission for Social Development, we called for the inclusion of kinship care and unpaid care work in global care economy frameworks—linking kinship care to wider social protection and gender equity agendas.

Through these efforts, Family for Every Child is elevating kinship care from a grassroots solution to a global policy priority.

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Tackling Sexual Violence Against Children

Blue Umbrella Day 2024: Growing Global Momentum

In 2024, Blue Umbrella Day (BUD) reached over 1 million people—up from 230,000 in 2023— mobilising a global movement to end sexual violence against boys.

Global Reach

The campaign raised awareness among boys, caregivers, educators, and policymakers, while amplifying survivor voices. Peer-led support networks in 8 countries improved mental health and reintegration for 300+ survivors.

Participatory methods like Photovoice engaged communities via 15 exhibitions and spurred new safeguarding committees. Resource downloads rose 250%, and regional youth partnerships expanded.

Global Advocacy and Influence

We launched a petition urging the UN to recognise April 16 as International Blue Umbrella Day , endorsed by the UN Special Rapporteur and 10 UNCRC members.

Key Advocacy Moments

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Governments in Cambodia, India, Rwanda, Liberia, Brazil, Kenya, and Zimbabwe integrated boyfocused protections into national policies and training—driven by campaign advocacy.

United for Boys: Advancing Policy Change

With Oak Foundation support, members in 11 countries achieved major policy gains:

Broader advocacy across 11 additional countries fostered commitments from governments and civil society, embedding boy protection into child protection systems.

Impact

These combined efforts are making boys visible in national policies, improving services, and sparking systemic change in how sexual violence is addressed—globally and locally.

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Flying the Flag for Emotional Wellbeing

In September 2024, we launched the Nkwihoreze Project —a collaborative initiative between the UCL Social Research Institute, Family for Every Child, and our member Uyisenga ni Imanzi in Rwanda. The project aims to build a global research and practice exchange network focused on strengthening intergenerational resilience in families affected by hardship, separation, and conflict.

During its first phase, the project adapted Nkwihoreze tools for use in diverse contexts and introduced creative methods for working with children, caregivers, and intergenerational groups. In the second phase, four Family members—Muhammadiyah (Indonesia), Semya (Kyrgyzstan), Taller de Vida (Colombia), and Voice of Children (Nepal)—were mentored to design, deliver, and evaluate pilot workshops in their respective countries.

The third and final phase will distil insights from these pilots, share findings with practitioners and policymakers, and inform future research funding proposals. This phase will also include three webinars: sharing initial results, hosting a public engagement event, and collaboratively designing the next stage of the project.

Developing our global community of changemakers

Changemakers for Children, our online community, has now grown to over 5000 users. Over the past year, we have developed strategies for our thematic priority areas and established new working groups. This enables practitioners to better connect on issues that matter to them. Recent developments include launching our Fundraising and Communications community, which supports the long-term financial sustainability of our members. We have also promoted the Reintegration Toolkit for children on the move and introduced a new Emotional Wellbeing programme.

Family for Every Child NZ strengthened its collaboration across multiple CSO networks and alliances, including the Children’s Rights Alliance Aotearoa New Zealand (CRAANZ), Tick4Kids, the Children and Young People in Conflict with the Law group, and Te Puna Aonui’s Systems Working Group and youth sub-group. These partnerships ensured that local expertise and grassroots perspectives informed global advocacy efforts, most notably through our active contribution to the joint UN General Comment 27 submission led by our member VOYCE Whakarongo Mai and CRAANZ, which is the official CSO reporting body to the UN.

Family for Every Child was invited to present at the Human Rights Council Geneva session in 2024, highlighting the importance of including children’s voices in mainstreaming child rights and preventing violence against children. The Human Rights Council is a key global platform for child rights discussions, and influencing its agenda can shape policies and frameworks that impact children globally, especially those in alternative care.

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Sharing practice across borders

In 2024-25 we completed delivery of our pilot online learning programme, ‘ Creating emotional wellbeing in children and families ’, in collaboration with partner network Family Power. 50 practitioners from 27 countries were given places on the 5 month programme, from subscription levels of over 300. The programme evaluation highlighted impact on participants’ theoretical knowledge and practical skills in emotional wellbeing for children and families, as well as personal growth, and highlighted the popularity of structured and substantive learning opportunities amongst our audience.

Meanwhile we continued to deliver webinars and workshops across core themes including kinship care (marking the first global kinship care week), protecting boys from sexual violence, and CSO solidarity in response to the USAid freeze, attracting hundreds of attendees. Members and partner CSOs had the opportunity to share their work through podcast episodes across themes such as youth engagement in advocacy, decolonising funding, and supporting integration of children on the move.

Members were supported in face-to-face practice exchange opportunities in Colombia, Kenya and the UK, creating the opportunity to delve deeper into the work of their peers around topics such as youth participation, care reform and therapeutic approaches. And practitioner guidance papers focused on providing psychosocial support in diverse emergency settings have been produced.

Additionally, a peer learning and mentoring project focused on participatory evaluation was delivered providing in-depth guidance to 8 local CSOs as they conducted evaluations of their programming, producing impact case studies and an online community of practice which has grown to over 200 members and created the opportunity for further focus on CSO learning and impact.

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Looking ahead

This year sees the launch of our new strategy which will take us through to 2029. In these extremely volatile times we need a strategy that is agile and responsive, and prioritises collaboration with key strategic partners.

Read on to hear about some of our key plans.

2025/2026 will see us beginning to deliver against the first year of the new strategy. Our focus will be on transitioning Family into a stronger model of a member led alliance. We will continue to strengthen our three main thematic areas of strengthening kinship care, preventing sexual violence and protecting children on the move through intentional efforts of influencing policies and practices at the global and regional platforms which are informed by local solutions in diverse communities. We will strengthen our programmes with stronger voices of those with lived experiences representing diverse and inclusive groups of children and families through our pathways of practice exchange, research and advocacy.

With the growing context of exclusive and biased generative AI based knowledge around child rights work, we will strive to influence and transform the knowledge base that is informed by local solutions and ethical and inclusive voices of children and communities . We will investigate the growing context of climate crisis impact on marginalised communities and children to inform our thematic focus so that our members are better informed to integrate this growing context into their programming as well as for Family to influence stronger support for local organisations with closest proximity to communities and children affected by climate crisis.

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Financial review, risks, organisational structure

The Directors, who are also the Trustees of the charity, present their statutory report along with the consolidated financial statements of the charity and its subsidiary for the period from 1 April 2024 to 31 March 2025. The financial statements have been prepared based on the accounting policies set out in note 2 to the financial statements.

Financial review

Income

In 2024/25, Family for Every Child generated an income of £3.12m (2024: £3.54m), marking a decrease of approximately £0.42m (2024: £0.14m increase) compared to the previous year.

Of this total income, £1.79m (2024: £1.91) was contributed by our individual supporters in the UK, including legacies and gift aid. Supporters in New Zealand provided £0.87m (2024: £1.05m). The remaining £0.46m (2024: £0.58m) came from a diverse range of sources, including trusts, foundations, and corporate partners.

The New Zealand income was lower than the previous year as Family’s fundraising continued to be affected by economic challenges in NZ. The investment in NZ fundraising is part of our sustainability investment strategy to secure new sources of income and to stabilise core income for the global alliance during our current strategy period and beyond.

The UK fundraising programme is performing well and we continue to manage the rate of attrition of individual givers within our target envelope of 11%.

Expenditure

At £2.80m, total expenditure for 2024/25 is lower than the previous year (2023/24: £3.6m). This reduction in expenditure is due to cost-saving initiatives especially in Family’s operations as well. Of this amount, £1.77m was expended on charitable activities (compared to £1.87m in 2023/24), £0.49m on raising funds through our existing UK fundraising programme and £.53m of investing in our fundraising programme in NZ to ensure our long term viability.

Ensuring our financial sustainability

Family has been investing in New Zealand to build a supporter base since 2017; we have continued to review our fundraising programme and we are now at the point of breaking even. We project that this will further increase gradually in the coming years.

Our UK supporter base continues to provide vital unrestricted income and although this is decreasing, the funds raised from individual donors are not falling as fast as was initially predicted. Our fundraising costs in the UK are from our focus on a legacy campaign. The balance

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of our fundraising costs is directed at building on the partnerships we have developed with trusts, foundations, institutions, and corporations.

We have maintained an agreed upon level of reserves which we use to deliver Family’s current strategy in accordance with our policy.

Remaining accountable

In addition to reviewing financial expenditure against programme plans, we regularly review our results in order to learn where and how we can be more effective in achieving outcomes for children and families. We do this through an annual process of outcome harvesting, where we identify outcomes that have been achieved through the network activities. This is part of our wider Results Framework and budget monitoring processes.

Reserves

At the end of the year, Family held total funds of £2.00m (2024: £1.70m). The reserves comprise restricted funds for future work £0.42m (2024: £0.36m). £6k (2024: £16k) represents the net book value of fixed assets, and £1.58m (2024: £1.34) are free reserves.

In general, Family holds free reserves so that it can respond to risks that are likely to require a period of adjustment, or to take action to capitalise quickly on major unforeseen and strategic opportunities. Family has a risk-based reserves policy which is reviewed annually and approved by the Board of Trustees. Our Board recently approved an increase in the minimum balance that we require to address the risks we face from £860k to £950k to reflect changes in risk and cost inflation. These free reserves are necessary to manage day to day operating risks, providing cash flow. The £1.58m free reserves balance at the end of the year is higher than this minimum amount because it includes a budgeted amount to cover the expected net operating deficit until the end of the current strategy which ended in March 2025. This net operating deficit was planned as part of our fundraising strategy and created a buffer against any mismatch in timing between income and expenditure, and ensure funds are reasonably available for day to day management. In the new strategy, a balanced budget has been planned and this buffer for net operating deficits will not be included. The surplus of reserves will be drawn down as needed to cover one-off costs that may arise due to new innovations and approached that may evolve under the new strategy.

Designation of reserves

For the financial year 2025/26, the trustees approved an additional £70k for innovation and £125k for contingencies designated from the free reserves . These innovation projects are presented through business cases that are linked to a strategic or organisational objective and are mainly to scope or to test out new programmatic approaches. The innovation projects cover varying periods from a few months to two years, but are reviewed on an annual basis. Any drawdowns for the contingencies will be based on actual costs incurred.

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Investments

At 31st March 2025, Family held total investments of £0.98m in cash, of which £367k is held in an interest bearing account.

Fundraising Statement

At Family for Every Child we undertake fundraising activities in the UK and New Zealand. We work with a number of partner agencies to deliver our fundraising objectives. In 2024/25 we worked with three partner face-to-face (F2F) agencies, one telemarketing agency in New Zealand and one partner telemarketing agency in the United Kingdom. All agencies are carefully selected and monitored, both through procurement processes and in weekly, monthly and quarterly reviews thereafter. All agencies are employed on a contractual basis and clauses are in place which allow Family for Every Child to terminate the relationship if they do not comply with our agreed policies and procedures. The fundraising team regularly monitors all campaigns by listening to telephone calls, visiting F2F teams and conducting mystery shopping. We are a member of the Public Fundraising Regulatory Association in New Zealand and the Institute of Fundraising in the UK. We are compliant with GDPR in the UK and the Privacy Act 2020 in New Zealand. As part of this strategy we ascertained supporter opt-ins to receiving communications where they did not fall under the category of ‘Legitimate Interest’. Our website and communications (digital and print) clearly state our data protection policies and offer the opportunity to opt out of receiving communications. On our website we display our ‘Supporter Promise’ and our policies on acceptance and refusal of donations, our privacy policy and our position on refunds. Our Supporter Care Team ensures that we resolve donor and supporter complaints within our Service Level Agreement. Complaints and issues are recorded appropriately. Family for Every Child is committed to best practice in fundraising and follows the strict code of conduct for face-to-face fundraising. During 2024-25 we received no complaints relating to fundraising in the UK. We have had 24 complaints related to fundraising in New Zealand, and all have been fully resolved. The number of complaints in New Zealand account for less than 0.2% of our NZ supporter base. All complaints are logged with our agencies and a written response is provided within a strict time frame. Additional training is provided to our agencies where necessary.

Family for Every Child is committed to protecting vulnerable donors and we ensure that all F2F and Telemarketing recruiters are trained by Family for Every Child team members. We use this session to train them on the work of Family for Every Child and also to talk about our ethical approach and supporter promise. In New Zealand we train each recruiter on our F2F Code of Conduct policy.

Grant-making policy

Our members implement joint initiatives and projects on behalf of the Alliance. This can require funds to be mobilised by the Secretariat to members who are then accountable for the use of funds and reporting on the delivery of activities. We have an onward granting policy which lays out the roles and responsibilities, reporting requirements and administrative processes. Members develop and agree proposals and budgets before a funding agreement is signed and funds

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transferred. As part of the membership criteria for Family all members are required to go through a due diligence review and to share information on their financial position, financial management and internal controls.

Going Concern

The Trustees have reviewed Family’s activities, financial position and risk management policies together with factors likely to affect future development, including the impact of economic uncertainty on income.

Family has adopted prudent financial planning assumptions and is working towards alignment of income and expenditure on a rolling basis. In April 2025 the Board reviewed a 4-year budget in line with the new strategy; this included a reforecasting of the budget and reserves for 2025/26 and projections to end of March 2029. The closing unrestricted fund balance as at end of March 2026 per this forecast is £1.20m with future years sitting at £1.18m. This expected closing unrestricted reserve is c 27% higher than the minimum reserve balance required per our Reserve Policy. An 18-month re-forecast is carried out each quarter.

Considering the closing financial position at 31st March 2025, the resilience of our income streams and our prudent approach to future financial planning, the Trustees do not consider that a material uncertainty exists in relation to the ability of Family for Every Child to continue as a going concern for the foreseeable future. Accordingly, the Trustees are satisfied that the going concern basis is an appropriate approach for the preparation of the financial statements.

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Risk Management

The Board is ultimately responsible for setting risk appetite (or tolerance), and ensuring the effectiveness of Family’s internal controls. The principal risks to which Family is exposed are regularly reviewed and mitigating actions are taken to reduce the impact and likelihood of the risks.

The Resources Mobilisation and Communications Committee monitors the risk register at every meeting. The Leadership Team ensures that the day-to-day risk management processes are embedded across the organisation. These include quarterly identification of risks by a broader Leadership Team ‘plus’ and the subsequent development of risk mitigation strategies.

----- Start of picture text -----
Risk category and individual risk tolerance Overall Tolerance/ Appetite and
Rationale
Impact
Thematic Areas, local leadership and knowledge, global High tolerance - as we seek to
advocacy and climate crisis achieve impact for millions of
children globally in innovative ways.
- high tolerance as through our thematic areas we work on
nuanced, hidden, unacknowledged and politicised issues, as
an alliance of local CSO network we operate in a context that
does not recognise local leadership and therefore not in the
driving seat of global agenda on child rights;
- we will work with those with lived experience taking into
account their existing vulnerabilities or triggers for it (see
safeguarding under Oversight);
- we will strengthen global advocacy in an existing power
imbalanced space where Family does not yet have a strong
profile as a local CSO led alliance;
- we will be integrating climate justice which is not being
prioritised as an interconnected issue with child rights
Sustainability
Funding - medium tolerance for continued investment in Medium tolerance - since we have
Individual Giving and High Value (see Oversight for Fraud, chosen to continue with current
Compliance, Operations, Balancing Resources) fundraising channels.
Innovation
Impact related initiatives - high tolerance in exploring ways to High tolerance - as we have
widen our impact through collaborations ambitions to achieve impact and
----- End of picture text -----

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----- Start of picture text -----
Sustainability related initiatives -high tolerance in income sustainability in innovative ways.
diversification, collaborations and partnerships
Digital solutions - high tolerance for exploring Innovative
ways of working and digital prototypes
----- End of picture text -----

Sustainability related initiatives-high tolerance in income
diversification, collaborations and partnerships
Digital solutions- high tolerance for exploring Innovative
ways of working and digital prototypes		 Sustainability related initiatives-high tolerance in income
diversification, collaborations and partnerships
Digital solutions- high tolerance for exploring Innovative
ways of working and digital prototypes		 sustainability in innovative ways.
Oversight
Safeguarding- low tolerance as this covers children and
vulnerable adults especially in the context of working with
the lived experience where we have controls in place to
ensure that we do no harm
Fraud, compliance- low tolerance as we are responsible for
UK Charity, regulatory and donor requirements and for
spending individual giving funds in line with our mission
Operations- low tolerance for introducing untested
platforms or systems that could expose us to cybersecurity
challenges,fraud or data protection concerns
Balancing resources:
Financial management- low tolerance for overspends and
are budgeting with conservative income targets
People management- low tolerance with respect to not
meeting compliance, duty of care requirements and well
being best practice		 Low tolerance - since we have a duty
of care, a commitment to do no
harm, regulatory responsibilities as a
UK Charity, and additional donor
requirements

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Structure, governance and management

Family for Every Child is a charitable company registered with the Charity Commission for England and Wales and with Companies House.

All our members are local or national civil society organisations or networks focussing on children’s care issues who share our collective vision of a world in which children and families everywhere have access to the support they need to survive and thrive.

Family is led by its members, with a majority of the board being elected by and from the members. Our Board is accountable to the membership and reports annually at the General Meeting. Our operations are coordinated by a Secretariat which coordinates global activities with members and other local civil society organisations and strategic partners.

Family is governed in accordance with the Charity Governance Code, the Articles of Association and Governance Manual. The Governance Manual details the roles and responsibilities of the Assembly of Members, Board, and Secretariat, and the procedures for meetings of these bodies and decision-making.

The board commits to act with integrity in accordance with Family’s values and endeavours to create a culture which helps the organisation to achieve its charitable purposes. The board is aware of the importance of the public’s confidence and trust in charities, and trustees undertake their duties accordingly. These are embodied in Family’s strategic objectives.

The Alliance is committed to becoming a model of ways of working that reflects equity, diversity and inclusion; and contributes towards CSOs reclaiming power based on an inter-cultural approach. Our collective work is led by diverse organisations in every region of the world. Family believes in collective leadership and working horizontally, bringing together its Alliance member organisations, Secretariat and Boards. The Assembly of Members is responsible for electing the majority of the Board and receives reports from the Board at the General Meeting. It discharges its governance duties under the Companies Act and votes on any changes required to the Articles of Association or the Governance Manual.

The Board of Trustees is responsible for the strategy and governance of the organisation. The Board oversees the performance of the Secretariat and holds the CEO to account. The Board meets on a quarterly basis. The Board co-opts independent trustees to fill any skills gaps on the Board. Co-option is through an open process of advertisement and recruitment. There are three committees which are advisory to the Board and have no decision-making authority. Advisory groups, such as one to support the Digital strategic objective, may also be set up as needed to provide advice to the Board.

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Board Governance Committee

The Board Governance Committee ensures best practice in good governance of Family as a whole, by establishing effective ways of working, overseeing composition of the committees and boards and the appointment of their officers, and ensuring the boards meet their regulatory obligations, including in relation to safeguarding.

The Committee also oversees the board development programme, ensuring that new trustees receive a comprehensive induction to the role, and that trustees as individuals and the board as a whole are supported and board effectiveness is assessed as appropriate.

Resources Mobilisation and Communications Committee (formerly Finance & HR Committee)

The Resources Mobilisation and Communications Committee supports the Board to oversee Family’s financial strategy to ensure Family’s sustainability, including oversight of its fundraising and communications strategy and any other income generation initiatives. It also oversees Family’s people management and resourcing policies, practices and approach to reward and compliance and Family’s management and mitigation of organisational risk.

The Committee provides the Board with assurance that appropriate processes and systems are in place to enable Family to be accountable to its stakeholders for impact.

Membership Committee

The Membership Committee oversees adherence to the Member Charter and Relationship Framework, and advises the board on the strengths and weaknesses of the Alliance. The Committee supports the Board to assess and invite new members, and oversees the member journey, including making recommendations on changes to membership status and addressing any concerns. The Committee is responsible for the implementation of Family’s Due Diligence Framework, which includes upholding safeguarding, internal controls and governance standards.

Secretariat

The Secretariat is responsible for coordinating and delivering Family’s operations and activities. The Secretariat works closely with members to facilitate engagement and participation in the network, harness new opportunities, and ensure that activities are delivering impact for children and families.

The Secretariat is led by the CEO and Leadership Team who together are responsible for directing, controlling, running and operating the Charity on a day to day basis. The pay of the Leadership Team is reviewed annually in conjunction with all staff within the Charity and any increase is applied following agreement by the Trustees.

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Related Parties

Family Alliance Inc

Family Alliance is a non-profit registered and incorporated in New York, USA. It was established in 2014 with the charitable purpose of providing supportive and caring family environments for children by funding learning and research services of organisations that establish and share with others best practice in children’s care, and establish and maintain such programmes worldwide.

Family Alliance has its own board of directors. Family for Every Child (UK) is the sole member of Family Alliance and has control by virtue of being able to appoint and remove trustees. One of the trustees of Family for Every Child sits on the Board of Family Alliance as a ‘link’ trustee, to ensure synergy between the two boards. The Board of Family Alliance reports to the Board of Family on a quarterly basis, and to the Assembly of Members through the International Board each year at the General Meeting.

Family for Every Child Trust New Zealand

Family for Every Child Trust New Zealand is a charitable trust registered in New Zealand. It was established in 2017 with the purpose of supporting Family’s individual giving fundraising programme by establishing a supporter base in NZ and by delivering programmatic change in NZ and the broader Pacific region.

Family NZ has its own board of trustees. Family for Every Child (UK) has control by virtue of being able to appoint and remove trustees. One of the trustees of Family for Every Child sits on the Board of Family NZ as a ‘link’ trustee, to ensure synergy between the two boards. The Board of Family NZ reports to the Board of Family on a quarterly basis, and to the Assembly of Members through the International Board each year at the General Meeting.

Other Related Parties

Family is the sole member of EveryChild, EveryChild Trading Ltd, The European Children’s Trust and The Christian Children’s Fund of Great Britain, all of which are limited by guarantee and have no share capital. Family owns the whole of the ordinary share capital of EveryChild Trading Limited.

Public Benefit

As Trustees we have given due consideration to the Charity Commission’s published guidance on the Public Benefit requirement under the Charities Act 2011. We believe that, in achieving the objectives described in this report, Family for Every Child meets the public benefit requirement.

As described earlier in the report, the main activities we undertake to further our charitable purpose for public benefit are research, advocacy, campaigns, contribution to policy positions and technical assistance to change the behaviour of national, regional and global decisionmakers. The aim is to improve policy, programmes, practice and resource allocation to support

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children without adequate care around the world. Also, through practice exchange and knowledge sharing and learning activities across the Alliance and beyond (e.g. inter-agency collaboration), members’ (and external partners’) own practice is strengthened so that they are able to better support the vulnerable children, families and communities that they work with.

Statement of trustees’ responsibilities

The trustees (who are also directors of Family for Every Child for the purposes of Company Law) are responsible for preparing the Group Strategic Report, Trustees’ report and the financial statements in accordance with 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 the group and of its incoming resources and application of resources, including the income and expenditure, of the charitable group for that period. The trustees are required to:

The trustees are responsible for keeping proper accounting records that are sufficient to show and explain the charitable company and group’s transactions and disclose with reasonable accuracy at any time the financial position of the charitable group 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 group and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The trustees of Family for Every Child are responsible for the maintenance and integrity of the corporate and financial information included on the charitable group's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

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Information provided to auditors

Each of the persons who is trustee at the date of approval of this report confirms that:

This confirmation is given and should be interpreted in accordance with the provisions of section 418 of the Companies Act 2006.

Pursuant to section 487 of the Companies Act 2006, the auditor will be deemed to be reappointed and HaysMac LLP will therefore continue in office.

The annual report and accounts is approved by the Board of Trustees on 24 October 2025 and signed on its behalf by the

Chair of the Board:

Rita Panicker

Chair of the Board of Trustees

24

Independent auditor’s report

Opinion

We have audited the financial statements of Family for Every Child for the year ended 31 March 2025 which comprise the Consolidated and Parent Balance Sheet as at 31 March 2025, the Consolidated Statement of Financial Activities, the Consolidated Statement of Cash Flows for the year and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the group in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the group and charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

25

Other information

The trustees are responsible for the other information. The other information comprises the information included in the Trustees’ Annual Report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the group and charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ Annual Report (which incorporates the strategic report and the directors’ report).

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

26

Responsibilities of trustees for the financial statements

As explained more fully in the trustees’ responsibilities statement set out on page 21, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the group’s and the parent charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the group or the parent charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below:

Based on our understanding of the charitable company and the environment in which it operates, we identified that the principal risks of non-compliance with laws and regulations related to company law and applicable employment regulations, and we considered the extent to which non-compliance might have a material effect on the financial statements. We also considered those laws and regulations that have a direct impact on the preparation of the financial statements such as the Companies Act 2006 and the Charities Act 2011, and consider other factors such as payroll taxes, General Data Protection Regulation and compliance with local legislation by the group’s overseas subsidiaries.

We evaluated management’s incentives and opportunities for fraudulent manipulation of the financial statements (including the risk of override of controls), and determined that the principal risks were related to posting inappropriate journal entries to revenue and management bias in accounting estimates. Audit procedures performed by the engagement team included:

27

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

Use of our report

This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an Auditor's report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members, as a body, for our audit work, for this report, or for the opinions we have formed.

Steven Harper (Senior Statutory Auditor) For and on behalf of

HaysMac LLP, Statutory Auditor 10 Queen Street Place, London EC4R 1AG

Date: 13 November 2025

28

Financial statements

Family for Every Child

Consolidated Statement of Financial Activities

(Incorporating an income and expenditure account) For the year ended 31 March 2025

Unrestricted
Restricted
2025
Total
2024
Total
£
£
£
£
2,666,570
421,675
3,088,245
3,523,105
7,600
-
7,600
-
23,217
-
23,217
17,603
Notes
Income from:
Donations and legacies
3
Charitable Activities
4
Investment income
5
Total income 2,697,387
421,675
3,119,062
3,540,708
490,979
-
490,979
556,819
533,625
-
533,625
1,140,580
Expenditure on:
Raising funds
Fundraising and communications
6
Sustainability investment
6
1,024,604
-
1,024,604
1,697,399
653,648
343,862
997,510
1,044,810
429,287
16,952
446,239
465,206
99,155
-
99,155
150,371
229,194
-
229,194
210,575
Charitable activities
Focusing our action to make the most impact
6
Growing a grassroots movement of local CSOs and
practitioners to better achieve our goals
6
Harnessing the power of digital to increase our effectiveness
6
Delivering change by living our values
6
1,411,284
360,814
1,772,098
1,870,962
Total expenditure 2,435,888
360,814
2,796,702
3,568,361
Net Income / (Expenditure) for the year 261,499
60,861
322,360
(27,653)
(20,180)
-
(20,180)
(17,419)
-
-
-
-
Exchange gain / (loss)
Transfer of funds
16
Net movement in funds 241,319
60,861
302,180
(45,072)
Reconciliation of funds 1,341,642
361,655
1,703,297
1,748,369
Total funds brought forward
16
Total funds carried forward 1,582,961
422,516
2,005,477
1,703,297

The statement of financial activities includes all gains and losses in the year. All income and expenditure is derived from continuing activities. Movement in funds are shown in note 16 to the financial statements.

The notes on pages 32 to 49 form an integral part of these consolidated financial statements.

29

Family for Every Child

Consolidated and Parent Balance Sheet as at 31 March 2025

2025
Charity
2025
Group
2024
Charity
2024
Group
£
£
£
£
3,444
3,444
11,111
11,111
2,593
2,593
4,417
4,417
371,708
371,708
823,269
823,269
Notes
Fixed Assets
Intangible assets
12
Tangible assets
12
Investments
13
Total fixed assets 377,745
377,745
838,797
838,797
Current Assets 993,745
521,018
639,969
516,011
326,268
612,702
-
-
300,326
750,000
260,829
650,000
Debtors, prepayments and
accrued income
14
Current Asset Investments
13a
Cash and bank
1,620,339
1,883,720
900,798
1,166,011
Liabilities: (219,781)
(255,988)
(284,197)
(301,511)
Creditors: Amounts falling due
within one year
15
Net Current Assets 1,400,558
1,627,732
616,601
864,500
Total Net Assets 1,778,303
2,005,477
1,455,398
1,703,297
Funds: 1,237,787
1,464,961
963,743
1,211,642
118,000
118,000
130,000
130,000
422,516
422,516
361,655
361,655
Unrestricted funds
General funds
16
Designated funds
16
Restricted funds
16
Total funds 1,778,303
2,005,477
1,455,398
1,703,297

Charity only summary of results:

Total income, expenditure and net result for the year for the Charity only were £3,118,804 (2024: £2,492,598), £2,795,902 (2024: £2,518,622) and £322,902 surplus (2024: £25,810 deficit) respectively.

Approved and authorised for issue by the Trustees on 24th October 2025 and signed on their behalf by:

Rita Panicker

Chair of the Board Charity Number: 1149212 Company Number: 08177641

The notes on pages 32 to 49 form an integral part of these consolidated financial statements.

30

Consolidated Statement of Cash Flows

For the year ended 31 March 2025

2025
2024
£
£
258,104
(309,271)
-
(2,352)
-
-
23,217
17,603
Cash flows from operating activities:
Net cash (used in) operating activities
Cash flows from investing activities:
Purchase of tangible fixed assets
Purchase of intangible fixed assets
Interest on investments
Net cash provided by (used in) investing activities 23,217
15,251
Change in cash and cash equivalents in the reporting period 281,321
(294,020)
Cash and cash equivalents at beginning of year 1,473,169
1,784,608
(20,180)
(17,419)
Change in cash and cash equivalents due to exchange rate movements
Cash and cash equivalents at end of the period 1,734,310
1,473,169
2025
2024
£
£
302,180
(45,072)
9,491
22,182
(5,007)
(174,225
(45,523)
(111,972)
(23,217)
(17,603)
20,180
17,419
-
-
Reconciliation of net (expenditure) to net cash flow from operating activities
Net income for the year (as per the statement of financial activities)
Adjustments for:
Depreciation and amortisation charges
(Increase)/decrease in debtors
Increase/(decrease) in creditors
Interest from investments
(Gain)/Loss on exchange rate movements
(Profit)/loss on disposal of tangible fixed asset
258,104
(309,271)
Analysis of cash and cash equivalents 750,000
650,000
984,310
823,169
Cash at bank and in hand
Cash in investments
1,734,310
1,473,169

The notes on pages 32 to 49 form an integral part of these consolidated financial statements.

31

Notes to the consolidated statements

For the year ended 31 March 2025

1. Company information

Family for Every Child (Family) is a charity and as such is a non-profit making organisation, limited by guarantee and therefore with no share capital. The number of members at 31 March 2023 is 52 and their liability on a liquidation is limited to £1 each.

Family is registered as a limited liability company in England and Wales under number 08177641 and its registered office is 75 King William Street, London, EC4N 7BE. The Company is a Public Benefit Entity registered with the Charity Commission under number 1149212.

2. Accounting policies

The principal accounting policies adopted in the preparation of the accounts are as follows:

(a) Basis of accounting

The accounts (financial statements) have been prepared in accordance with the Statement of Recommended Practice Accounting and Reporting by Charities (SORP FRS 102) preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006 and the Charities Act 2011 and UK Generally Accepted Practice.

Going Concern:

Family has adopted prudent financial planning assumptions and works towards alignment of income and expenditure on a rolling 18 month basis. As a result of this, the board approved an increase to operating reserves to £950k in December 2024. This represents the policy reserves and reflects the minimum balance needed to continue operations with the changes in risk and cost inflation in the current environment.

In April 2025 the Board reviewed and approved a new 4-year strategy and detailed budget for 2025/25 and projections to end of March 2029. The closing unrestricted fund balance as at end of March 2026 per this forecast is £1.20m and £1.18m as at March 2027. This expected closing unrestricted reserve is c26% higher than the minimum reserve balance required per our Reserve Policy. An 18-month re-forecast is carried out each quarter.

Taking into consideration the closing financial position at 31st March 2025, and key financial assumptions and analysis by management, the Trustees are satisfied that Family for Every Child will be able to continue as a going concern for the foreseeable future and do not consider that a material uncertainty exists in relation to the ability of Family to continue as a going concern for the foreseeable future. Accordingly, it continues to adopt the going concern basis in preparing the financial statements as outlined in the report of the trustees on page 15.

(b) Consolidation

The financial statements have been prepared consolidating the result of the Charity and its subsidiary undertakings Family Alliance and Family New Zealand Trust. The results of the subsidiaries are consolidated on a line by line basis. See Note 19 for further details.

32

The entity has taken exemption from presenting its unconsolidated profit and loss account under section 408 of Companies Act 2006.

During the period other subsidiary companies, namely: EveryChild, EveryChild Trading Limited, The European Children's Trust (ECT) and The Christian Children's Fund of Great Britain (CCFGB) had no significant transactions to report and were dormant. Hence they have not been consolidated in the accounts on the grounds of immateriality.

(c) Income

Income is accounted for when the Charity has entitlement, there is probability of receipt and the amount can be measured. Income is deferred only when the donor has imposed pre-conditions on the expenditure.

Legacy gifts are recognised when it is probable that they will be received. Residual legacy income is recognised at the earlier of the receipt of income, notification of a distribution, upon receipt of final estate accounts, and where the value can be reliably measured. Pecuniary legacies are recognised once probate has been granted and notification received or on receipt of income, whichever is earlier.

Income from charitable activities includes income earned from the provision of hosting services on the Changemaker's platform. Income from charitable activities is recognised as earned as the related goods or services are provided.

Gifts in kind are valued and brought in as income and the appropriate expenditure where the third party providing them bears a financial cost. The value placed on resources included in the Statement Of Financial Activities (SOFA) is the value to the Charity of the service or goods received. Family measured the value by estimating how much it would have had to pay for the service on the open market, unless this was difficult to estimate, in which case we have used the actual cost to the donor.

(d) Financial assets and liabilities

Financial assets and liabilities are initially recognised at transaction value and are subsequently measured where applicable at amortised cost. Financial assets held at amortised cost comprise cash at bank, together with trade and other debtors. Financial liabilities held at amortised cost comprise trade and other creditors. Financial assets and liabilities exclude statutory assets and liabilities, prepayments and deferred income. No discounting has been applied to these financial instruments on the basis that the periods over which amounts will be settled are such that any discounting would be immaterial.

(e) Operating lease rentals

Costs in respect of operating leases are charged to expenditure over the term of the lease.

(f) Foreign currency

Assets and liabilities in foreign currencies are translated into sterling at the balance sheet date. Transactions in foreign currencies are translated into sterling at the appropriate rate of exchange ruling at the date of the transaction.

Gains or losses resulting from conversion of foreign currencies have been dealt with in the Statement of Financial Activities.

33

(g) Critical accounting estimates and areas of judgement

Preparation of the accounts require the trustees and management to make judgements, estimates and assumptions about the carrying amounts of assets and liabilities 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 differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that, or in the period of the revision and future periods if the revision affects both current and future periods.

In the view of the Trustees, none of the assumptions concerning the future or estimation uncertainty affecting assets and liabilities at the balance sheet date are likely to result in a material adjustment to their carrying amounts in the next financial year.

(h) Fixed Assets

Tangible fixed assets purchased for on-going use are capitalised, where cost exceeds £1,000, and disclosed at cost less depreciation. Depreciation is calculated to write off the cost of fixed assets, less residual values, over their expected useful lives, on a straight line basis over four years.

Intangible fixed assets costing more than £1,000 are capitalised at cost. Intangible fixed assets include software costs. They are amortised over four years, their estimated useful lives.

(i) Investments

The cash and bank balance disclosed as current asset in the accounts reflects the working capital requirement. This was calculated as the sum of gross expenditure for three months, and the net income or expenditure for the twelve month period following the balance sheet date.

Cash and bank balance over and above the working capital requirement is classified as investment and has been split as follows:

Fixed Asset Investments – funds held on deposit in interest bearing accounts

Current Asset Investments – surplus of cash needs held in current accounts

Interest income on investment cash is credited or charged to the SOFA.

Investments in subsidiaries are valued at cost less provision for impairment.

(j) Impairment of fixed assets and investments

Fixed assets and investments are subject to review for impairment when there is an indication of a reduction in their carrying value. Any impairment is recognised in the SOFA in the year in which it occurs.

(k) Pension

On behalf of UK-based staff, the Charity contributes to UK defined contribution pension schemes administered by independent companies. It also makes contributions to similar schemes (such as superannuation schemes) in other countries for non-UK staff members. Non-UK based staff members who are not eligible to participate in any scheme due to their location receive 5% on top of their salary, as a contribution towards a personal pension plan. The pension costs represent the contributions payable by the Company to the schemes for the year and the total allowances paid to those non-UK based staff members in consideration of the pension benefit.

34

(l) Expenditure

All expenditure, inclusive of VAT, is recognised on an accruals basis where there is a legal or constructive obligation to pay.

Expenditure is disclosed under the headings: cost of raising funds and charitable expenditure.

Support costs including for the day-to-day operational management of the organisation and governance costs that are associated with the governance arrangements of the organisation and the strategic management of its activities have been allocated across SOFA headings based on the percentage of average staff headcount allocated to these headings. The allocation of the average staff headcount is based on a reasonable estimate by management.

Charitable expenditure is further analysed, based on management judgement, into the following:

These categories reflect Strategic Objectives of the charity as set out and discussed within the Trustees’ report.

The cost of raising funds relates to the costs incurred by Family in inducing third parties to make voluntary donations, as well as expenditure on any activities with a fundraising purpose. As indicated in the Trustees' Report, Family has a five year financial plan to secure its long term sustainability through prudent investment in new fundraising markets. This investment is shown separately as 'Sustainability Investments' in the cost of raising funds section in the SOFA.

(m) Grants payable

Grants payable are recognised as expenditure when there is a legal or constructive obligation to make the grant. Grant expenditure charged to the SOFA is in accordance with the terms and conditions attached to the individual grant agreements.

The charity assesses their obligation under grants payable in accordance with the individual grant agreement. In general, single payment grant awards are recognised in full in the financial year in which terms are agreed. Multi-payment grant awards are recognised based on the agreed phasing of payments and are dependent on the receipt and approval of agreed financial and impact reports.

(n) Funds

Unrestricted funds are funds which are available for use at the discretion of the Trustees in furtherance of the general objectives of the Charity and which have not been designated for other purposes.

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the Charity for particular purposes. The cost of administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the consolidated financial statements.

35

Note 2

Detailed comparatives for the statement of financial activities

2024
Unrestricted
2024
Restricted
2024
Total
£
£
£
2,963,790
559,315
3,523,105
17,603
-
17,603
Income from:
Donations and legacies
Investment income
Total income 2,981,393
559,315
3,540,708
556,758
61
556,819
1,140,580
-
1,140,580
Expenditure on:
Raising funds
Fundraising and communications
Sustainability investment
1,697,338
61
1,697,399
650,828
393,982
1,044,810
456,997
8,209
465,206
150,371
-
150,371
210,575
-
210,575
Charitable activities
Focusing our action to make the most impact
Growing a grassroots movement of local CSOs and practitioners to
better achieve our goals
Harnessing the power of digital to increase our effectiveness
Delivering change by living our values
1,468,771
402,191
1,870,962
Total expenditure 3,166,109
402,252
3,568,361
Net Income / (Expenditure) for the year (184,716)
157,063
(27,653)
(17,419)
-
(17,419)
-
-
-
Exchange gain / (loss)
Transfer of funds
Net movement in funds (202,135)
157,063
(45,072)
Reconciliation of funds 1,543,777
204,592
1,748,369
Total funds brought forward
Total funds carried forward 1,341,642
361,655
1,703,297

36

3. Income from donations and legacies

Individual Giving
Legacies
Gift Aid
Corporations
Grants & Trusts
4. Income from Charitable Activities
Platform Hosting (Changemakers)
5. Income from investments
Interest
6. Analysis of expenditure		 Unrestricted
Restricted
2025 Total
2024 Total
£
£
£
£
2,079,219
7,420
2,086,639
2,370,562
344,501
-
344,501
231,054
221,825
917
222,742
359,579
12,500
-
12,500
6,330
8,525
413,338
421,863
555,580
2,666,570
421,675
3,088,245
3.523.105
Unrestricted
Restricted
2025 Total
2024 Total
£
£
£
£
7,600
-
7,600
-
7,600
-
7,600
-
Unrestricted
Restricted
2025 Total
2024 Total
£
£
£
£
23,217
-
23,217
17,603
23,217
-
23,217
17,603
Direct Cost
Support cost
2025 Total
2024 Total
£
£
£
£
381,659
109,320
490,979
556,819
414,809
118,816
533,625
1,140,580
Cost of raising funds
Fundraising and communications
Sustainability investment
796,468
228,136
1,024,604
1,697,399
801,168
196,342
997,510
1,044,810
307,949
138,290
446,239
465,206
74,455
24,700
99,155
150,371
153,869
75,325
229,194
210,575
Charitable expenditure
Focusing our action to make the most impact
Growing a grassroots movement of local CSOs and
practitioners to better achieve our goals
Harnessing the power of digital to increase our
effectiveness
Delivering change by living our values
1,337,441
434,657
1,772,098
1,870,962
Total expenditure 2,133,909
662,793
2,796,702
3,568,361

37

7. Analysis of expenditure by cost type

----- Start of picture text -----
|||||| |---|---|---|---|---| |Direct Cost|Support cost|2025 Total|2024 Total| |£|£|£|£| |Staff costs|1,157,586|229,167|1,386,753|1,476,767| |Grants to members|311,858|12,720|324,578|184,621| |Consultants, including to support member activities|120,673|29,328|150,001|215,429| |Translation and interpretation|48,339|2,310|50,649|76,179| |Travel and accommodation, including members|48,938|19,082|68,020|101,195| |Legal and other professional services|4,412|22,854|27,266|110,967| |Office accommodation and services|29,365|60,392|89,757|72,511| |Human Resources, information technology and other|54,215|219,321|273,536|281,180| |business services| |Equipment and supplies (including depreciation of|19,416|39,457|58,873|81,806| |fixed assets)| |-| |Communications including fundraising campaign|321,193|321,193|907,866| |related print and productions| |-| |Auditors remuneration (including VAT)|41,401|41,401|43,840| |Other costs|17,914|(13,239)|4,675|16,000| |Total expenditure|2,133,909|662,793|2,796,702|3,568,361|

----- End of picture text -----

7a. Grants to institutions

----- Start of picture text -----
|||| |---|---|---| |2025 Total|2024 Total| |£|£| |Asociación Nacional Contra el Maltrato Infantil (CONACMI) (Guatemala)|24,445|2,204| |Associação Brasileira Terra dos Homens (ABTH) (Brazil)|7,129|4,314| |Association for Community Development (ACD) (Bangladesh)|1,941|1,415| |-| |Butterflies (India)|23,045| |Center for the Prevention and Treatment of Child Sexual Abuse (CPTCSA) (Philippines)|12,785|1,415| |-| |Centre for Services and lnformation on Disability (CSID) (Bangladesh)|2,559| |Challenging Heights (Ghana)|4,513|8,019| |ChildLinK (Guyana)|12,949|1,425| |-| |Children and Families Across Borders (UK)|10,000| |Children Assistance Programme (CAP) (Liberia)|3,395|1,246| |Children In Distress Network (CINDI) (South Africa)|13,764|1,415| |ENDA Jeunesse Action (Senegal)|(325)|23,271| |Farm Orphans Support Trust (FOST) (Zimbabwe)|14,719|4,361| |First Step (Cambodia)|12,055|(3,231)| |-| |Fluchtlingsrat Niedersachsen (Germany)|(3,642)| |For Our Children (Bulgaria)|23,234|25,520| |Forum on Sustainable Child Empowerment (FSCE) (Ethiopia)|2,300|6,553| |Foundation for Innovative Social Development Ltd (FISD) (Siri Lanka)|1,948|1,429| |Gender Violence Recovery Centre (GVRC) (Kenya)|1,391|1,542| |Hayat Sende (Turkey)|1,391|10,185| |Hope Village Society (Egypt)|4,438|2,006|

----- End of picture text -----

38

JUCONI (Mexico) 3,690
1,415
6,718
-
26,144
29,558
6,005
7,751
14,691
-
11,082
6,733
13,119
2,201
16,592
31,109
10,309
5,447
15,346
1,415
1,390
1,415
2,957
6,715
16,437
1,415
803
-
810
-
809
-
Legal Services for Children (USA)
METAdrasi – Action for Migration and Development (Greece)
Naba'a (Lebanon)
New Alipore Praajak (India)
Paicabi (Chile)
Pendekezo Letu (Kenya)
Programma Integra (Italy)
Projeto Legal (Brazil)
Taller de Vida (TdV) (Colombia)
Undugo Society of Kenya (USK) (Kenya)
Uyisenga Ni Imanzi (Rwanda)
Voice of Children (VoC) (Nepal)
Action Against Child Sexual Abuse Initiative (Nigeria) – non-member
Youth Development (Uganda) – non-member
Sustain (Cameroon) – non-member
Total grants 324,578
184,621

8. Reconciliation of grants payables

2025 Total
2024 Total
£
£
75,537
95,717
322,156
184,621
2,422
-
Grants payables brought forward
Grants awarded during the year:
Member organisations (see note 7a)
Non-Member organisations (see note 7a)
Total grants awarded during the year 324,578
184,621
(351,908)
(207,801)
Grant payments during the year
Grant payables carried forward 45,207
72,537

In addition to the grants payable at the reporting date, the charity has outstanding grant commitments of £226,192 covering the period to March 2027 which are linked to future funding.

9. Analysis of governance costs

2025 Total
2024 Total
£
£
41,401
43,840
73,940
83,949
22,696
57,553
Auditor's remuneration
Staff costs
Other direct costs
138,037
185,342

39

10. Analysis of staff costs, trustee remuneration and expenses, and the cost of key management personnel

Payroll Details: 2025
2024
£
£
1,189,693
1,238,966
112,940
151,420
13,818
-
70,302
86,380
Salaries
Social security costs
Redundancy
Pension costs
1,386,753
1,476,766

The pension costs include pension allowance too and superannuation on behalf of non-UK based staff members.

There were two redundancy payments made during the year (2024 - Nil). There were no unpaid redundancies as at the end of the year (2024 - nil).

----- Start of picture text -----
The average number of staff during the year was: 2024 2023
Number Number
Charitable activities 19 19
Raising funds 9 10
Support functions and governance 5 5
33 34
Employees earning more than £60,000 p.a: 2025 2024
£60,000 - £69,999 2 3
£70,000 - £79,999 - 1
£80,000 - £89,999 2 1
£90,000 - £99,999 - 1
£100,000 - £110,000 1 -
5 6
----- End of picture text -----

Two employees earning more than £60,000 participated in a defined contribution pension scheme.

2025
2024
Total earnings and employee benefits of key management personnel 377,112
352,819

Trustees' expenses and remuneration

The trustees received £Nil remuneration (2024 - £Nil). The total amount reimbursed to trustees in the fulfilment of their duties was £184 (2024 - £512). The charity met £8,597 (2024 - £15,338) worth of training, travel & accommodation expenses on behalf of trustees.

40

11. Net income

Net income/(expenditure) for the year is stated after charging:

Net income/(expenditure) for the year is stated after charging:
2025 Total
2024 Total
£
£
24,167
27,750
10,334
8,783
184
512
9,491
22,182
20,180
17,419
Charity Auditor's remuneration
Subsidiary Auditor’s remuneration
Trustees expenses (note 10)
Depreciation and amortisation of fixed assets
Realised/unrealised loss (gain) on foreign currency
64,356
76,646
12. Fixed assets Intangible
Computer
software
£
168,652
-		 Tangible
Computers
Tangible
Office
Equipment
Total
£
£
£
13,442
1,218
183,312
-
-
-
Group and charity
Cost
Cost brought forward
Additions
Cost carried forward 168,652 13,442
1,218
183,312
Depreciation and Amortisation 157,541
7,667		 9,989
254
167,784
1,520
304
9,491
Depreciation and Amortisation brought forward
Depreciation
Depreciation and Amortisation carried forward 165,208 11,509
558
177,275
Net Book value:
Net book value brought forward 11,111 3,453
964
15,528
Net book value carried forward 3,444 1,933
660
6,037

41

13. Investments

13a. Fixed Asset Investments

13a. Fixed Asset Investments
Charity
Group
Charity
Group
2025
£
2025
£
2024
£
2024
£
823,269
823,269
1,134,708
1,134,708
(326,268)
(612,702)
-
-
(142,833)
143,601
-
-
17,540
17,540
(311,439)
(311,439)
Value as at 1 April 2024
Reclassification to Current Asset Investment
Cash investment released from / (to) working capital
Valuation gains
Closing value as at 31 March 2025 371,708
371,708
823,269
823,269
Comprising 371,608
371,608
823,169
823,169
100
100
100
100
Cash and cash equivalents
Investment in subsidiaries (EveryChild Trading limited)
Consisting of 100 shares at £1 each (note 18)
Closing value as at 31 March 2025 371,708
371,708
823,269
823,269
13b. Current Asset Investment Charity
Group
Charity
Group
2025
£
2025
£
2024
£
2024
£
-
-
-
-
326,268
612,702
-
-
-
-
-
-
-
-
-
-
Value as at 1 April 2024
Reclassification to Current Asset Investment
Cash investment released from / (to) working capital
Valuation gains
Closing value as at 31 March 2025 326,268
612,702
-
-
326,268
612,702
-
-
Comprising
Cash and cash equivalents
Closing value as at 31 March 2025 326,268
612,702
-
-

During the year, the decision was made to reclassify investments into fixed asset and current asset investment. Fixed asset investments represent balances held on deposit for longer term returns (over 12 months) and current asset investments represent funds currently held in non-interest bearing accounts that are readily available to release to working capital. In line with our investment policy, the aim is to hold current asset investments in interest bearing, instant access accounts moving forward.

42

14. Debtors

Group and Charity

14. Debtors
Group and Charity
Charity
Group
Charity
Group
2025
£
2025
£
2024
£
2024
£
-
-
593
593
450,151
453,518
289,537
289,784
-
11,620
-
10,513
55,880
55,880
205,003
205,003
487,714
-
134,708
-
-
-
10,128
10,118
Trade debtors
Prepayments and accrued income
Goods and Services tax (GST) reclaimable - New Zealand
Gift aid reclaimable
Amount owed by subsidiaries
Other debtors
993,745
521,018
639,969
516,011

15. Creditors: amounts falling due within one year

Charity
Group
Charity
Group
2025
2025
2024
2024
£
£
£
£
98,943
119,338
116,929
128,634
4,768
4,170
16,653
16,653
45,207
45,207
72,537
72,537
43,000
56,467
47,730
58,947
27,863
30,806
30,348
24,740
Trade creditors
Taxes and social security and pension
Grants payable
Accrued expenses
Other creditors
219,781
255,988
284,197
301,511

43

16. Group movement in funds

At 1 April
2024
Income
Expenditure
Gain / (loss)
on investment
and exchange
Transfers
At 31 March
2025
£
£
£
£
£
£
3,153
-
-
-
-
3,153
42,566
-
-
-
-
42,566
52,378
50,000
(68,897)
-
-
33,481
8,005
480
-
-
-
8,485
3,373
-
(3,373)
-
-
-
559
-
-
-
-
559
185,500
273,188
(179,471)
-
-
279,217
15,098
-
(15,098)
-
-
-
48.707
8,343
(46,834)
-
-
10,216
-
81,806
(41,020)
-
-
40,786
2,316
7,858
(6,121)
-
-
4,053
Restricted Funds
Others (Transferred from EveryChild)
For works in Scotland
Comic Relief: Children on the Move
Emergency Response - Ukraine
Preventing Sexual Violence
Skylight Appeal
Oak Foundation: United for Boys
Evaluation toolkit CoP
Porticus : Practice exchange
Porticus: Children on the move
Frontline Humanitarian appeal
Total restricted Funds 361,655
421,675
(360,814)
-
-
422,516
1,211,642
2,697,387
(2,435,888)
(20,180)
12,000
1,464,961
130,000
-
-
-
(12,000)
118,000
Unrestricted funds
General fund
Designated fund
Total unrestricted funds 1,341,642
2,697,387
(2,435,888)
(20,180)
-
1,582,961
Total Funds 1,703,297
3,119,062
(2,796,702)
(20,180)
-
2,005,477
Unrestricted funds
£1,355,787
Total Funds
£1,778,303
General fund
£1,237,787
Designated fund
£118,000
Charity Results only
Restricted Funds
£422,516

Restricted Funds - Funding Purpose:

Designated fund: The trustees have made a decision to designate £130k (2023: £218k) of unrestricted funds to build the sustainable unrestricted funding stream that is core to Family's operating model.

Comic Relief Children on the Move: project bringing stakeholders to reflect on practice, generate learning and develop tools on (re)integration, helping practitioners to support children on the move.

Emergency Response - Ukraine: Providing emergency humanitarian support to organisations in Ukraine, Bulgaria and Moldova who are supporting Ukrainian children and families.

Preventing Sexual Violence: A core grant from Ignite Philanthropy to support our members work on prevention and responses to children who are victims of sexual violence.

Skylight Appeal: A restricted appeal to support the trauma work carried out by our member Skylight in NZ.

Oak Foundation United for Boys : Multiyear project to raise awareness of the sexual abuse of boys and support prevention and responses.

Evaluation toolkit CoP (Community of Practice): A grant that supported the development of an evaluation toolkit which utilises a

44

participatory approach to the evaluation of practice.

Porticus Practice Exchange & Children on the Move: Providing practice exchange opportunities to our members and grants to members in Europe who are delivering direct services to Ukrainian children and families

Middle East appeal : An emergency appeal, shared via online and our newsletter to generate funds in response to the Middle East crisis.

Frontline Fund: Аn emergency appeal, shared via online and our newsletter to generate funds in response to the humanitarian crisis.

Group movement in funds (prior year)

At 1 April
2023
Income
Expenditure
Gain / (loss) on
investment
and exchange
Transfers
At 31 March
2024
£
£
£
£
£
£
3,153
-
-
-
-
3,153
42,566
-
-
-
-
42,566
107,995
79,408
(135,025)
-
-
52,378
27,988
24,284
(44,267)
-
-
8,005
16,478
100,289
(113,394)
-
-
3,373
485
74
-
-
-
559
5,927
240
(6,167)
-
-
-
-
256,728
(71,228)
-
-
185,500
-
23,279
(8,181)
-
-
15,098
-
67,451
(18,744)
-
-
48,707
-
5,246
(5,246)
-
-
-
-
2,316
-
-
-
2,316		 At 1 April
2023
Income
Expenditure
Gain / (loss) on
investment
and exchange
Transfers
At 31 March
2024
£
£
£
£
£
£
3,153
-
-
-
-
3,153
42,566
-
-
-
-
42,566
107,995
79,408
(135,025)
-
-
52,378
27,988
24,284
(44,267)
-
-
8,005
16,478
100,289
(113,394)
-
-
3,373
485
74
-
-
-
559
5,927
240
(6,167)
-
-
-
-
256,728
(71,228)
-
-
185,500
-
23,279
(8,181)
-
-
15,098
-
67,451
(18,744)
-
-
48,707
-
5,246
(5,246)
-
-
-
-
2,316
-
-
-
2,316
Restricted Funds
Others (Transferred from EveryChild)
For works in Scotland
Comic Relief: Children on the Move
Emergency Response - Ukraine
Preventing Sexual Violence
Skylight Appeal
Turkey earthquake appeal
Oak Foundation: United for Boys
Evaluation toolkit CoP
Porticus
Middle East appeal
Frontline Humanitarian appeal
Total restricted Funds 204,592
559,315
(402,252)
-
-
361,655
Unrestricted funds 1,325,777
2,981,393
(3,166,109)
(17,419)
88,000
1,211,642
218,000
-
-
-
(88,000)
130,000
General fund
Designated fund
Total unrestricted funds 1,543,777
2,981,393
(3,166,109)
(17,419)
-
1,341,642
Total Funds 1,748,369
3,540,708
(3,568,361)
(17,419)
-
1,703,297
£1,455,398
Note: Charity Results only
Restricted Funds
£361,655		 Unrestricted funds
£1,093,743
Total Funds
General fund
£963,743
Designated fund
£130,000

45

17. Group analysis of net assets between funds

Current Year General
Unrestricted
Restricted
Total 2025
£
£
£
2,593
-
2,593
3,444
-
3,444
371,708
-
371,708
Fund balances at 31 March 2025 are represented by:
Fixed Assets
Tangible fixed assets
Intangible fixed assets
Investments
377,745
-
377,745
1,461,204
422,516
1,883,720
(255,988)
-
(255,988)
Net current assets
Current assets
Current liabilities
1,205,216
422,516
1,627,732
Total net assets 1,582,961
422,516
2,005,477
Note: Total Charity net assets:
Unrestricted: £1,355,787
Restricted: £422,516		 General
Unrestricted
Restricted
Total 2024
£
£
£
4,417
-
4,417
11,111
-
11,111
823,269
-
823,269
Prior Year
Fund balances at 31 March 2024 are represented by:
Fixed Assets
Tangible fixed assets
Intangible fixed assets
Investments
838,797
-
838,797
804,356
361,655
1,166,011
(301,511)
-
(301,511)
Net current assets
Current assets
Current liabilities
502,845
361,655
864,500
Total net assets 1,341,642
361,655
1,703,297
Note: Total Charity net assets:
Unrestricted: £1,093,743
Restricted: £361,655

46

18. Related Parties and Connected organisations note

18a. Related parties note

During the financial year, there were no related party transactions that required disclosure in the accounts (2024: Nil). No trustee or other related party received any remuneration or other benefits from the charity during the year. Furthermore, no loans were made to or outstanding from any trustees or related parties. The trustees have confirmed that they have no material interest in any contract or arrangement entered into by the charity during the year.

18b. Connected organisationes

During the year, grants were made to a number of member organisations whose chief executive officers sit on the Board of Family. These members and the amounts awarded in the year are as follows:

Member Organisation
Board member
Butterflies (India)
Rita Panicker
Farm Orphans Support Trust (Zimbabwe)
Blessing Mutama
First Step (Cambodia)
Chamreun Yaim
Hope Village Society (Egypt)
Abla El-Badry
Legal Services for Children (USA)
Ron Gutierrez
Paicabi (Chile)
Ivan Zapata Zamora
Uyisenga Ni Imanzi (Rwanda)
Chaste Uwihoreye		 2025
£
2024
£
23,045
-
14,720
4,361
12,055
(3,231)
4,438
2,006
6,718
-
11,082
6,733
2,957
6,715
75,015
16,584

18. Subsidiary companies and results

EveryChild, EveryChild Trading Limited, ECT and CCFGB

EveryChild (registered charity number 1089879 and company number 4320643; registered in England and Wales) EveryChild Trading Limited (formerly TROTC Limited) (Company number 2702857; registered in England and Wales), The European Children's Trust (ECT) (registered charity number 803070 and company number 2485690; registered in England and Wales) and The Christian Childrens Fund of Great Britain (CCFGB) (registered charity number 287545 and company number 1738194; registered in England and Wales) are subsidiaries of Family since 1 October 2016.

Two Trustees from the Board of Family for Every Child and the Chief Executive Officer of Family form the Board of Directors of EveryChild, EveryChild Trading Limited, ECT and CCFGB. Family owns the whole of the ordinary share capital of EveryChild Trading Limited, consisting of 100 shares, and is the sole member of ECT and CCFGB all of which are limited by guarantee and have no share capital.

During the year these companies were dormant and have no significant transactions to report. The relating SOFA and Balance sheets have £nil balances at the end of the period. Accordingly, these subsidiaries have not been consolidated in the accounts on the grounds of immateriality.

47

Family Alliance

Family funded the set up and formation of a US-based not-for-profit organisation, called Family Alliance (Employer Identification Number (EIN) 46-5518730), in April 2014. Family Alliance’s charitable purpose is “providing supportive and caring family environments for children by funding learning and research services of organisations that establish and share with others best practices in children's care, and establish and maintain such programs worldwide”. This contributes to and is part of Family’s charitable objects. Family’s main aim in setting up Family Alliance is to widen its presence in the US philanthropic market and raise funds for Family to deliver its mission.

Family is the sole member of Family Alliance and has 100% of the voting power of the membership. It has full control over the by-laws of the organisation. One of Family’s trustees sits on the Board of Directors of Family Alliance, while Family's Chief Executive Officer and two support staff provide in kind support in the development and administration of the organisation.

The Board of Family Alliance has committed to contribute to the implementation of Family’s global strategic objectives through fundraising and external relations activities in the US, to raise the profile of children’s care issues, and to promote Family’s work.

Family provided net grant funding of £Nil (2024 - £Nil) to Family Alliance during the year.

Family New Zealand Trust

In May 2017 Family funded the set up and formation of a New Zealand based charitable trust, called Family for Every Child New Zealand Trust (Family NZ) (Company No.2670471, Charity Reg. No. CC54645). Family NZ's charitable purpose is to promote the care, protection and development of children and young people who are without family care or who are at risk of losing family care. Family NZ's mission is to support the global work of Family to enhance the care of children worldwide. This will be achieved by mobilising supporters, donors and partners in New Zealand through fundraising activities and through building strategic partnerships in New Zealand.

One of Family’s trustees and the CEO of Family are on the Board of Directors of Family NZ. Family has the power, through the trust deed of Family NZ, to remove trustees from the Board of Family NZ and Family's concent is required before Family NZ's Board appoint new Trustees. The Board of Family NZ has committed to contribute to the implementation of Family’s global strategic objectives through fundraising activities in NZ, to support and promote Family's work globally. Family's staff provide in kind support in the development and administration of the organisation and delivery of fundraising activities.

As discussed in the Trustees report, by the end of March 2025, we had over six thousand regular givers base giving a total of £0.87m (2024 - £1.05m) during the financial year. Family NZ granted this income to Family to support its charitable activities.

Family provided net grant funding of £.47m (2024 - £1.019m) to Family New Zealand Trust during the year. A summary of the results of Family Alliance and Family New Zealand Trust, which have been consolidated into these financial statements, are shown below:

48

(a) Summary of the results of Family Alliance and Family New Zealand Trust

----- Start of picture text -----
Family Alliance Family NZ
2025 Total 2024 Total 2025 Total 2024 Total
£ £ £ £
Income from donations
- -
Donation from Family for Every Child 466,970 1,018,696
- -
Individual Giving 865,361 1,048,110
- - - -
Government grants
Total income - - 1,332,331 2,066,806
Expenditure on
-
Raising funds 1,843 467,783 1,018,660
- -
Charitable expenditure 865,103 1,048,110
-
Total expenditure 1,843 1,332,886 2,066,770
Net income / (expenditure) - (1,843) (555) 36
Exchange rate gain / (loss) 28 30 (20,208) (17,449)
Net movement in funds 28 (1,813) (20,763) (17,413)
Funds brought forward (1,761) 52 249,670 267,083
Funds carried forward (1,733) (1,761) 228,907 249,670
----- End of picture text -----

(b) Summary of the results of Family Alliance and Family New Zealand Trust

----- Start of picture text -----
Family Alliance Family NZ
2025 Total 2024 Total 2025 Total 2024 Total
£ £ £ £
Assets
Current assets
- -
Debtors, prepayments and accrued income 3,367 10,760
Cash and bank 836 15,009 735,272 374,162
Total current assets 836 15,009 738,639 384,922
Liabilities (2,569) (16,770) (509,732) (135,252)
Net assets (1,733) (1,761) 228,907 249,670
Total unrestricted funds (1,733) (1,761) 228,907 249,670
----- End of picture text -----

49

Reference and administrative details

Board of Trustees

Chair

Rita Panicker

Vice Chair

Blessing Mutama (resigned March 2025)

Other trustees

Agnes Leung (appointed July 2025) Abla El-Badry Chamreun Yaim Chaste Uwihoreye Iván Zapata Zamora Nadia Adjenef (resigned February 2025) Nick Scott Patrick Obonyo (resigned June 2025) Phil Crosby (resigned March 2024) Rekha Nathoo (appointed April 2025) Ron Gutierrez Suman Majji (appointed July 2025)

All trustees give their time voluntarily and no trustee benefits from the Charity. Trustee expenses in relation to Family are set out in note 9 to the financial statements.

Executive officers

Chief Executive Officer

Amanda Griffith

Director of Sustainability

Andrea Thompson

Director of Impact

Lopa Bhattacharjee

Professional advisors

Auditors

HaysMac 10 Queen Street Place l London EC4R 1AG

50

Solicitors

Bates Wells Braithwaite 10 Queen Street Place London EC4R 1BE

Bankers

Lloyds Bank 39 Threadneedle Street London EC2R 8AU

Registered office

75 King William Street London EC4N 7BE

Charity Registration Number: 1149212 Company Registration Number: 08177641

51

Thank you

The generosity of individual donors and organisations enables our alliance to continue our work towards achieving change for children and families around the world. We would like to say thank you to all of the individuals who have supported us. We also wish to extend our heartfelt thanks to the following organisations, who have enabled us to support children and families over the last year:

Comic Relief

Ignite Philanthropy: Inspiring the End to Violence Against Girls and Boys, a project of New Venture Fund

Oak Foundation: United for Boys

Porticus: Supporting Ukrainian Children and Families in Italy, Bulgaria and Greece

Miracle Foundation

Harrison Frank Family Foundation

Stitching Cards

Mauve

52