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← Education Support Partnership

2025-03-31-accounts

The charity for everyone

Education Support Trustees’ Annual Report & Accounts For the year ending 31 March 2025

About Education Support

Our mission is to improve the mental health and wellbeing of teachers and education staff. We believe that better mental health leads to better education.

We support individuals and help schools, colleges and universities to improve the mental health and wellbeing of their staff. We also carry out research and advocate for changes in Government policy for the benefit of the education workforce.

Our free and confidential helpline is open 24/7 on 08000 562 561 and is staffed by qualified counsellors. It is available for everyone working in education, including support staff, lecturers, administrators and teaching assistants.

Call us. We’ll listen.

Contents

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||| |---|---| |Chair and CEO report . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4| |Our objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6| |Delivering our services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .|12| |Increasing our reach . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .|21| |Our research and public affairs activity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27| |How we raised our money . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32| |How we spent our money . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33| |Legal & administrative information . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34|

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Chair and CEO report

Education staff across all settings bring purpose, passion, creativity and pedagogical excellence to their work with children, young people and adults across the UK. Their commitment is the most valuable asset in our system. And yet, four out of every five educators describe themselves as stressed. 35% experience symptoms of burnout[1] . Overall, the workforce is materially less well than the general population.

For us, this status quo is simply unacceptable. Children and young people deserve better. We must look after the workforce on whom their life chances so significantly depend. Moreover, our education professionals themselves matter. They should not be required to pay this ‘wellbeing tax’ on their own health just because they choose an education career.

We will not rest until the overall wellbeing of the education workforce is in line with the general population.

In the face of significant demand for services and support, we will continue to evolve this charity to channel its efforts to the places that others don’t, won’t or

can’t. In this way, we seek to make the greatest impact possible with the resources at our disposal.

Our charitable income has not kept pace with the demand for services, and so this year we have made the difficult decision to close our longest standing support offer: financial grants. Our charitable income is limited and after rigorous analysis and debate, trustees decided to protect our helpline service and research activity. Together, our donors and our grant-making team have improved the lives of thousands of educators over the years. We are rightly proud of this work. It is with great sadness that this necessary decision has been reached.

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  1. Teacher Wellbeing Index 2024, Education Support 2. Warwick-Edinburgh Mental Wellbeing Scales, University of Warwick

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As charitable income has declined, we have intentionally pivoted toward new revenue streams. The funding from institutional supporters enables us to continue to deliver vital work for education staff, not least in supporting the successful development of Professional Supervision across the UK. We will continue to innovate and develop services that improve the mental health and wellbeing of the education workforce.

Need to talk? You’re not alone.

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Call us. We’ll listen. 08000 562 561 educationsupport.org.uk/helpline

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Free and confidential emotional support for teachers and education staff
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This report highlights great work that has been done to support individual educators, whole school communities and to positively affect the decisions and priorities of policy makers.

The context is not about to get easier. Our sleeves are rolled up and we are working to be a positive force for change and improvement across the sector.

We are hugely grateful to everyone who has donated to us this year, making our work possible. This includes our regular givers and everyone who has responded to an urgent appeal, donated proceeds from the sale of products or left us a gift in their Will. We are also thankful to the organisations who have supported us, including Pears, CSIS, NEU and Boundless.

Every penny makes a real difference to the lives of teachers and education staff in schools and colleges across the UK.

In addition to the generosity of the organisations mentioned above we are incredibly grateful to Church Schoolmasters and Schoolmistresses’ Benevolent Institution (CSSBI) who, following their decision to close, gifted us £500,000.

Sinéad Mc Brearty Chief Executive Officer

Sean Hanson Chair of Trustees

5 Annual Report and Accounts 2024-25

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Our objectives

Objective 1: To be well known, credible and trusted across the education workforce

Education Support is well regarded for its work on the mental health and wellbeing of the education workforce. We are pleased to be routinely invited to speak and exchange insight with organisations and communities across the UK. Collaboration with stakeholders is at the heart of our work. Through this work we learn about the issues that staff face across the system, whilst sharing our knowledge and insight as it evolves.

This year we were particularly pleased to contribute to Dame Christine Gilbert’s independent learning review for Ofsted and to participate in an OECD podcast on teacher wellbeing. We also continue to develop awareness of our work in Northern Ireland and Scotland, where we have traditionally had little or no presence.

This year, we saw another increase in brand awareness across the profession, with particularly strong awareness among school leaders. Our work is regularly cited within the sector and we continue to promote our free-atpoint-of-use helpline through as many networks as we can reach.

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Objective 2: To advocate for wellbeing and mental health to be hard wired into policy-making, based on strong evidence

An important part of this year’s policy and public affairs engagement has been ensuring that teacher mental health and wellbeing is on the political agenda. We are delighted to have had the opportunity to meet with education ministers in England and Wales. We took the opportunity to set out the wellbeing challenges facing the sector and to review the impressive impact that Professional Supervision has on participant wellbeing and retention.

In England, we continue to advocate for an explicit workforce retention strategy. In Wales, we are pleased to be working with sector stakeholders to deepen our collective, shared understanding of where improvement is most urgently required. In Scotland we continue to work with trade union partners to bring our shared interests to the attention of policymakers. With the support of Pears Foundation, we are working in Northern Ireland to engage policymakers in evidenced approaches for better workforce wellbeing.

Our annual Teacher Wellbeing Index continues to provide an important evidence base for the sector. The 2024 edition explored the impact of pupil and parent behaviour, offering important insight into the impact this has on staff wellbeing. In addition to this quantitative report, we conducted focus groups with education staff throughout the year, helping us to better understand the issues that most matter to staff.

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Objective 3: To offer a range of high quality services that deliver clear and substantial impact for everyone working in education

We have offered five core services over the course of the year and have completed evaluations of the impact of four of these services during this time. We are pleased to report that our work delivers meaningful and sustained impact for those we support.

Our counselling helpline has directly supported 4,877 people this year, with almost one tenth of that number clinically assessed to be at risk of suicide. We are delighted to be able offer this critical service to educators at a time where public mental health support is not readily available. The evaluation of this service suggests that this work saves lives.

Our financial grant team supported 744 educators this year, providing money for food, utility bills, work travel costs and essential household items. Whilst this service will close at the end of March 2026, an independent evaluation made clear that it makes a meaningful difference in the lives of education staff who are living in precarious circumstances.

Our Employee Assistance Programme provided access to counselling and other support to almost 120,000 people this year, across 1,684 schools. 3,831 people accessed counselling through the service, with 10.9% of people clinically assessed to be at risk of suicide.

Welsh Government continued to fund the Staff Wellbeing Service across the country, providing an advisory service for schools and staff, and access to Professional Supervision for leaders. Through this work we supported 265 schools and 786 individuals, with participant satisfaction at over 95%.

Finally, we are proud to have delivered Professional Supervision to school leaders across the four nations. In England, we provided Professional Supervision to 923 school and college leaders through the School Leaders’ Service, funded by the Department for Education. Smaller pilots were run in Northern Ireland and Scotland, as well as the Welsh work described above. Our evidence demonstrates that supervision makes a significant difference to leader wellbeing and retention.

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Objective 4: To be recognised as a centre for innovation, disseminating new approaches to supporting the mental health of the education workforce

We continue to work across the UK to build the evidence base for Professional Supervision. We believe that we have delivered the largest volume of support to educators in the UK, with over 2,500 school leaders across the country supported since we began delivering the service in 2021. There is now strong evidence for the efficacy of the service, and we hope to build on this to secure long-term funding for this important intervention.

In other work, we have continued to develop projects that explicitly set out to support the wellbeing and mental health of racialised educators. With the kind support of Wesleyan Foundation, we have continued to develop a support offer for teachers and leaders. We have also begun work on a research project with prison educators, in partnership with UCU. These projects will complete during 2025-26.

Finally, we have been delighted to work with Welsh government to co-produce a professional learning programme with the education workforce. The programme aims to increase the professional capacity of the education workforce to deliver the Whole School Approach (WSA) to emotional and mental wellbeing in their day-to-day work as educators. Through learning about child and adolescent development, neurodiversity and the mental health of children and young people, the co-produced programme will offer educators the opportunity for professional reflection, celebration, practice development and peer support.

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10 Annual Report and Accounts 2024-25

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Objective 5 (revised): To steward the organisation for the future, with strong financial health, diversified income and a positive and productive team culture

As we approach our 150th anniversary, we are acutely aware of our custodial role for the mission of this charity. We have taken difficult decisions about our service portfolio, choosing to close our cherished financial assistance programme. Across the charity sector, benevolent funds are facing challenging times, and we are no different. This decision was taken after deep consideration about how this organisation can best deliver its mission today, and over the coming decades. By focusing our limited charitable resources on our mental health work, we believe we can do the most good.

Over the past five years we have diversified our income base and will continue to build on our programme and advisory skills to deliver mission-related work.

We are fortunate to have a highly skilled and passionate staff team and wider Associate team. Our relationships – internal and external - and our collective commitment to achieving great outcomes for the education workforce, continue to drive our mission forward.

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Delivering our services r j

Counselling

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Demand for our free and confidential helpline continued to grow in 2024/25

We continue to provide in the moment support, 365 days a year. In 2024/25 the helpline supported 4,877 individuals who spoke to a qualified counsellor in their moment of need.

Our helpline in 24-25:

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Calls answered
6,380
6,730
Individuals supported
4,877
4,083
2024-25 2023-24
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If you are feeling under pressure, feeling under stress or you need support in your career as an educator. This is the number to reach out to.

Teacher, helpline evaluation

Your helpline is a lifesaver. I have rung at vulnerable times and always felt supported and understood.

Helpline caller, helpline evaluation

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9.4%

of the people we supported by our helpline were clinically assessed as at risk of suicide compared to 8.8% the previous year

Service impact*

As a result of calling the Helpline:

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86 [%] 82 [%] 81 [%] 75 [%] 71 [%]
of callers felt of callers felt of callers felt of callers felt of callers reported
understood less alone calmer less despairing improved mood
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13 Annual Report and Accounts 2024-25

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Employee Assistance Programme (EAP)

Our EAP continues to provide quality, confidential support for thousands of people working in the education sector.

Our EAP in 2024-25

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118,704
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people working in schools are supported by an Education Support EAP, up from 113,730 in March 2024

1,684

organisations are covered by Education Support’s EAP, an increase of 7% across the financial year

Our EAP offers access to high-quality in the moment counselling, face-to-face counselling and information to help staff with a range of personal and professional issues. The service provides independent, qualified support that is immediately available, in contrast to NHS mental health services. Our aim is to support staff to stay well and stay in work.

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People supported
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3,831 3,080

Calls answered

5,939 5,416 2024-25 2023-24

10.9% (417) of the people supported by counselling via our EAP were clinically assessed as at risk of suicide compared to 11.5% the previous year

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Financial grants

In 2024/25 we awarded 744 individuals with a financial grant. These grants provided financial assistance to education staff for food, travel to work costs and help with utility costs and essential household items.

It helped alleviate some of the stress and despair that I felt at the time.

Survey respondent, grants service evaluation

Applications received

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1,128
1,693
744
787
£230,813
£299,379
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Grants awarded

Total amount awarded

After reviewing several options, and following a rigorous decision-making process, our board took the decision to wind down the programme over a 12-month period.

Throughout 2025/26 we will spend the remaining funds in our grant programme reserve, with the aim of supporting a further 600 individuals with financial support, then the service will close. This makes the financial year 2025/26 the final year we will distribute financial grants to our beneficiaries.

It is a priority for all at Education Support that we close the service well for our beneficiaries. As part of our winding down process we will communicate with all organisations that signpost to us, will signpost heavily to the other existing benevolence funds available to teachers and education staff and signpost to our Helpline to ensure those being impacted by financial stress can reach out for support.

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2024-25 2023-24
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Despite the positive impact of our financial support, we took the difficult decision in 2024/25 to close our grants programme in March 2026. This is an incredibly sad moment for Education Support as benevolence and financial support has been part of how we support the education workforce for decades.

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Service impact*

of education staff would 96[%] recommend the grants service to others working in the education sector

of staff were satisfied 86[%] with the amount awarded to them

reported having more ‘breathing space’ because 89[%] of receiving their award

reported that the receiving a grant had supported their 82[%] health and wellbeing

It was just really nice to know that there was genuine, legitimate support out there for people in my profession and people in my circumstance because I was reaching a point where I was feeling hopeless. Survey respondent, grants service evaluation

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Professional Supervision for school and college leaders

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In March 2024 we were awarded additional funding from the Department for Education to deliver Professional Supervision support to a further 2,500 school and college leaders in England over a three-year period, starting from April 2024.

In 2024/25 we delivered Professional Supervision to 923 school and college leaders in England via our Department for Education-funded School Leaders’ Service.

Leaders had access to six fully funded sessions of Professional Supervision, where they were provided a safe and confidential space for reflection, learning and development, organised around their professional identity. The supervision sessions

offered leaders the opportunity to reflect on their core purpose in the education of children and young people, and to explore issues they don’t normally have the space to consider. This includes thinking about their own wellbeing and mental health.

Leaders that required a clinical intervention had access to counselling delivered by qualified BACP accredited counsellors.

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Total applications: Leaders supported:
927 923
933 793
2024-25 2023-24
Service impact
As a result of accessing Professional Supervision:
96 [%] 96 [%] 93 [%] 36 [%]
of leaders were of leaders were of leaders were were less likely to
better able to better able to connected to their leave their job
manage times manage times sense of purpose (up in the next
of stress of anxiousness from 81% at baseline) academic year
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There were improvements in leader wellbeing scores, using the Warwick-Edinburgh Mental Wellbeing Scale (WEMWBS)[1] .

Baseline Follow up
School leaders 45 52
FE leaders 48 53

With funding from the Pears Foundation, we delivered a second round of Professional Supervision to 40 school principals in Northern Ireland.

Consistent with the findings in the 2022 pilot independent evaluation, we continued to see an increase in school principals average wellbeing scores. The impact data also continued to show self-reported reductions in levels of stress and anxiety.

We also measured an increase in the proportion of principals reporting feeling fully connected to their sense of purpose following supervision. For school principals in Northern Ireland, 17% were less likely to leave their job as a result of accessing supervision.

We kicked off our first small pilot of Professional Supervision in Scotland, supporting leaders in Edinburgh. This will be evaluated in 2025/26.

Supervision has allowed me to self-regulate more effectively inside and outside of work. I've been able to have difficult conversations and unlock elements of myself I'd silenced. As a result, I’m able to cope better with the stresses of educational leadership.

School Leader, Professional Supervision

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It's enabled me to look at challenges from a more strategic level and work smarter.

College Leader, Professional Supervision

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Supervision has really developed my confidence as a leader and an important part of the leadership team. It has made me realise my own self-worth within our school. It has helped to overcome my imposter syndrome.

School Leader, Professional Supervision

  1. Warwick-Edinburgh Mental Wellbeing Scales, University of Warwick

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Staff Wellbeing Service: Wales

With funding from Welsh Government, we continued to deliver a range of services to support the education workforce in 2024/25. We continued to provide advice and guidance to schools to help them navigate the challenges of school culture and provided direct support to leaders and school staff via workshops, masterclasses and Professional Supervision.

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We supported:
265
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786

schools via our regional advisory service, (2023/24: 225)

individuals via our workshops, masterclasses, 1-1 professional supervision (2023/24: 686)

The advisor listened to my concerns empathetically. She offered some advice about further ways to support the staff. She also reassured me that what I was currently offering staff was valid.”

Leader, Advisory Service

There were pivotal moments where the conversation led me to change elements of practice and really reflect on how me as a person underpins me as a professional.

Leader, Professional Supervision

I am able to manage my stress better; I have found ways to truly relax and switch off from work related triggers, I have been able to find ways to separate my work and personal life. I have been able to resolve issues with my current roles and responsibilities. I have a plan to move forward into the next academic year.

Leader, Professional Supervision

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Service impact

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96 [%]
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82 [%]
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92[%]

of schools were satisfied with the staff advisory service

of schools strongly agreed that the resources and tools shared as part of the staff advisory service were relevant and useful

of staff agreed that the masterclasses helped them build their understanding of the subject matter

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94 [%]
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100 [%]
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of leaders would very likely recommend Professional Supervision

of leaders strongly agreed that they felt seen and heard within their supervision sessions

20 Annual Report and Accounts 2024-25

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Increasing our reach

We have continued our strategy to reach teachers and education staff via digital resources and events. We’re delighted that our audiences continue to grow and interact with us more!

Over

608,899 visitors to the website

60,672 social media followers

179,121 people reached via new digital resources

Over 40

news pieces in national and sector media

2,886 people reached via our online events

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22 Annual Report and Accounts 2024-25 Education Support

Our content and resources

We produced over 60 high-quality resources in 24-25, many of which are available on our website. Guided by staff feedback, these resources cover a wide range of topics - from supporting neurodivergent educators and early career teachers to preparing for retirement, building resilience and preventing burnout.

Our top new digital resources between April 2024-April 2025 were:

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World mental
health day toolkit
Stress awareness
month toolkit
a \ \ 1 \
| \
\ | aa \
\ | Vy
7 \
Anti-bullying
week toolkit
peN) :
4,911
views
3,196
views
3,095
views
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2,956
views
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- How to re charge in 3 minutes or less: Refection exercise

Staf wellbeing toolkit

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1,399
views
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2,039
views
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A refreshed guide to meditation for teachers and education staf

7 diferent types of rest tool

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1,858
views
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Online events

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38
attendees
65
views
©
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Instagram
Live
493
views
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38
attendees
429
views
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83
attendees
171
views
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Online events

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62
attendees
324
views
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469
views
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72
attendees
104
views
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235
attendees
1300
views
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Our research and public affairs activity

In 2024-2025 we continued to publish comprehensive and robust research about the mental health and wellbeing of teachers and all education staff.

Teacher Wellbeing Index 2024

This was our eighth Teacher Wellbeing Index. Our large dataset about the mental health and wellbeing of education staff working in the UK continues to grow.

Our 2024 survey of over 3,000 UK education staff found:

77% experienced symptoms of poor mental health due to their work (rising to 79% for senior leaders)

78% were stressed (rising to 84% for senior leaders)

50% reported that their organisation’s culture had a negative effect on their wellbeing

38% reported their organisations do not support employees who have mental health and wellbeing problems well

It's a rare and welcome pleasure to spot flashes of good news in this year's index. If this were a recipe book the entire quantity of good news would be no more than a pinch. Nonetheless these small, statistically significant movements bring much needed hope.

Sinéad Mc Brearty, Chief Executive of Education Support

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We also investigated staff’s views about the impact of pupil and parent behaviour on staff morale and mental health, and how staff mental health is affected when their pupils are unsupported by wider public services (such as the NHS, social services and the Child and Adolescent Mental Health Services (CAMHS)).

63[%][felt they experienced more incidents ] of challenging pupil and student behaviour

43[%][felt vexatious complaints from parents and guardians ] had increased (rising to 56% for senior leaders)[of staff who told us that challenging behaviours from parents and guardians had ] 70[%] increased felt their mental health and wellbeing had been negatively affected by this

69[%] little or no support to their pupils and students[felt this negatively affected their ] 66[%] mental health and wellbeing[felt it negatively affected their] 66[%] ability to switch off from work felt it negatively affected their 71[%] job satisfaction

The full report with findings and recommendations can be downloaded via our website.

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Public affairs

This year, we expanded our policy and public affairs work, driving influencing and campaigning for meaningful change at Government-level on behalf of the education workforce. The UK General Election was a big moment in July 2024, bringing in a new Government and 335 new MPs to Parliament.

This presented many opportunities to build new relationships and raise awareness of our issues – making sure improving teacher mental health is high up on Government’s to-do-list.

This work helps us to:

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Letter-writing campaign

We launched Education Support’s first-ever, ‘Love Teaching, Time for Change’, encouraging constituents to write to their local MP about teacher mental health, drawing on their own personal experiences of working in education. Our campaign called on Government to take urgent action to prioritise a dedicated education staff retention strategy.

Thanks to the amazing contributions of our supporters, our campaign resulted in:

parliamentary questions asked by MPs, 639 352 16 drawing attention to the mental health and letters sent MPs reached wellbeing of teachers and education staff and highlighting the need for a dedicated retention strategy.

To ask the Secretary of State for Education, if she will make an assessment of the potential implications for her policies of the report entitled Teacher Wellbeing Index 2024, published by Education Support on 20 November 2024.

Kate Osamor MP, Labour MP for Edmonton and Winchmore Hill

To ask the Secretary of State for Education, what steps she is taking to implement a staff retention strategy in (a) primary and (b) secondary schools.

Munira Wilson MP, Liberal Democrat MP for Twickenham

To ask the Secretary of State for Education, what steps she is taking to support people working in education who experience mental health issues.

Olly Glover MP, Liberal Democrat MP for Didcot and Wantage

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We responded to Ofsted’s “Big Listen” Consultation

I n May 2024 we submitted our response to Ofsted’s “Big Listen” consultation which asked for views from school staff, education organisations and parents on the inspection process in England.

We outlined eight recommendations for improvements to help improve trust between the inspectorate and the profession and to promote a positive culture across the system. They will also go a long way to protecting the wellbeing and resilience of the workforce.

Our response to Ofsted can be downloaded via our website.

Bringing together stakeholders in Wales

Our campaigning and influencing work reaches across all four nations of the UK. In January, proudly to host a Welsh stakeholder roundtable with Welsh Government, Welsh union leaders and sector representatives, focused on taking action to improve the wellbeing and job satisfaction of the school workforce in Wales.

We’ll keep calling for change

Over the next year, we will continue to encourage Governments to prioritise education staff retention strategies, establish ourselves as a trusted voice in shaping actionable solutions to the ongoing retention crisis, and continue to make sure that teachers’ mental health isn’t left out of the political conversation.

31 Annual Report and Accounts 2024-25

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How we raised our money

We continue to receive support from a range of donors, through regular giving, one of donations and legacies.

Total Income £4M+

We are also fortunate to have the support of charitable foundations, government and corporate partners. We generate income from the workplace services that we provide to schools and colleges, as well as through returns from our investments.

We couldn’t do what we do without our supporters, partners and customers. Thanks to them, we raised £1.6 million through fundraising including legacies in 2024/25.

Donations and legacies £1,541,366

Government programmes £1,150,968

Workplace services £1,056,870

Investment income £128,469

Advisory income £100,000

Trusts and foundations £48,000

Corporate donations £28,649

Total income above was £4 million compared to £3.9 million in 23/24.

In addition to this £4m, we are grateful to Church Schoolmasters and Schoolmistresses’ Benevolent Institution (CSSBI), who gifted us £500,00 upon the closure of their organisation. This gift will be used to deliver Education Support’s mission.

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32 Annual Report and Accounts 2024-25

Education Support

How we spent our money

£3,098,932 was spent in total in the year on charitable services.

Total Expenditure £3.09M

The cost of raising funds was £897,628 excluding strategic development spend.

In addition to the above, the organisation exited it’s Pension scheme with TPT and moved to a new scheme. The cost of exit was £190,000.

The surplus, excluding investment gains but including the £500,000 gift from CSSBI, was £216,802 (2023:24 surplus £117,560).

Counselling and mental health advice services £2,107,765

Communications, policy and research £523,071

Financial support services £383,554

Information and online advice services £84,542

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33 Annual Report and Accounts 2024-25

Education Support

2022-23 Legal & administrative InformationDelivering our Services

The trustees are pleased to present their report and accounts for Education Support and its subsidiaries (the group) for the year ended 31 March 2025.

Constitution

Education Support is a Company Limited by Guarantee (Company Number 09311354) with charitable status and is registered with the Charity Commission under registration number 1161436. It does not have any share capital.

Education Support is the successor to the Teacher Support Network Group comprising of Teacher Support Network and Recourse following a merger of their assets, activities, undertakings and liabilities on 31 March 2015.

The company was incorporated on 14 November 2014 as Education Sector Support UK and changed its name to Education Support Partnership on 24 July 2015.

Education Support Partnership and Worklife Support (a former subsidiary of Teacher Support Network) merged their trading activities and assets on 1st April 2016.

Governing document

The governing document guiding the work of the organisation is the Articles of Association – these articles were adopted upon incorporation and were amended following a special resolution in December 2018. The Charity is a Charitable Company Limited by Guarantee.

35 Annual Report and Accounts 2024-25

Education Support

Trustees and Management

Board of Trustees who were in place during the financial year 2023 – 2024

Sean Hanson Chair
Adam Alagiah-Glomseth
Evelyn Forde
Debbie Simpson
Emma Hughes Appointed 28 November 2024
Mark Baker Honorary Treasurer
Steve Wharton
Emma Hollis
Gareth Conyard
Rachelle Headland
Clare Rees
Roxanne Lashley Allen

Elected Officers of the Board

Sean Hanson Trustee Board Chair
Mark Baker Honorary Treasurer
Emma Hollis Governance, Delivery & People Committee Chair

Leadership team during the financial year 2024-2025

Sinéad Mc Brearty Chief Executive Ofcer
Paul Lismore Director of Finance & Operations
Faye McGuinness Director of Programmes
Gemma Scotcher Director of Communications & Public Afairs

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36 Annual Report and Accounts 2024-25

Education Support

Other charities and companies in the group

Teacher Support Network 40A Drayton Park, London N5 1EW

Teacher Support Network formerly promoted health and wellbeing and offered benevolence to teachers. The company and charity transferred its assets and undertaking to Education Support Partnership on 31 March 2015 and is currently dormant.

TBF Holdings Limited

TBF Holdings Ltd is a wholly owned subsidiary that manages the shareholdings of the charity in Worklife Support Limited. The principal office is at 40a Drayton Park, London, N5 1EW.

TBF Trading Limited

Currently dormant.

Worklife Support Limited (WLS Ltd)

WLS Ltd was a trading subsidiary of the charity delivering a range of health and wellbeing services to employers and their employees in education and in the third sector. The charity’s shareholding in WLS was held by TBF Holdings Limited, a subsidiary of Education Support Partnership. Its activities merged with Education Support Partnership on 1 April 2016.

Professional advisors

Bank

National Westminster Bank plc, Chancery Lane and Holborn branch, 332 High Holborn, London, WC1V 7PS

Solicitors

Gateley Plc Park View House, 58 The Ropewalk, Nottingham, NG1 5DW

Auditor

Moore Kingston Smith, 9 Appold Street, London, EC2A 2AP

Clinical auditor services

Ben Amponsah, Apartment 39 Islington Wharf Great Ancoats Street, Manchester, M4 6DH

Investment Manager

Quilter Cheviot Senator House, 85 Queen Victoria Street, London, EC4V 4AB

Education Support’s registered office

Education Support, 40a Drayton Park, London N5 1EW

37 Annual Report and Accounts 2024-25

Education Support

Objectives and activities

Our charity’s purposes as set out in the Objectives section of the Articles of Association (Article 3) are:

Our vision and mission

Mission

Our mission is to improve the mental health and wellbeing of teachers and education staff. We believe that better mental health leads to better education.

How we deliver public benefit

Everything we do is aimed at supporting and improving the wellbeing and mental health of those working in, and retired from, education. This includes assisting them in managing their finances and going some way to relieving the associated pressures of financial hardship. We support the whole person: by that, we mean not just an individual in their professional capacity but in their personal life as well. In setting the business plan each year the trustees of Education Support have complied with the duty of section 17 of the Charities Act 2011 to have due regard to the public benefit guidance published by the Charity Commission, including “Running a Charity PB2”.

Summary of our principal activities

See pages 12 – 31

Volunteers

Education Support did not run a volunteer programme in 2024 - 2025.

Structure, Governance and Management

Governance structure

The Board of Trustees

Trustees govern the activities of the charity in accordance with its Articles of Association. The charity is constituted as a Charitable Company Limited by Guarantee and has no share capital.

Governance Review

The board of trustees continue to assess its performance and skills. A full board effectiveness review is carried out regularly. Actions and findings from that are being incorporated into our use of the governance wheel toolkit. One element of the good governance wheel is reviewed by our governance committee each meeting.

As well as the board of trustees there are three sub committees:

Trustee selection methods

Trustees are recruited via an open recruitment process, selected on the basis of skill gaps and ability to contribute effectively to the governance of Education Support. We also coopted two trustees with specific skill-sets that

1. The NCVO’s Governance Wheel can be accessed here: https://www.ncvo.org.uk/help-and-guidance/governance/board-basics/ tools-and-guidance/governance-wheel/#/

38 Annual Report and Accounts 2024-25

Education Support

we had not been able to attract through open recruitment, namely higher education and digital development. We do not plan to co-opt to any further posts

Remuneration policy

Staff salaries cost of living increases are approved at the remuneration committee before the annual budget for the year is completed. Senior staff salaries are reviewed by the remuneration committee against market rates on a regular basis.

How we make decisions

The board of trustees meets on a quarterly basis to review progress against key objectives.

The board of trustees makes all strategic decisions and delegates responsibility for the operational management and leadership of the charity to the Chief Executive (under the terms of the CEO delegated authority) who is supported by the Leadership Team.

Financial procedures set the financial limits for decision making at varying and appropriate levels from board level downwards.

The board of trustees organises itself into committees in order to explore particular areas in more depth and report back and make recommendations to the board as a whole.

the Fundraising Regulator, and pay the annual levy.

No areas of non-compliance have been identified relating to any of our fundraising activities.

There were no complaints registered relating to fundraising activities in 2024/2025.

Investment Policy

Quilter Cheviot acts as Investment Manager to Education Support. The investment objective is to invest holdings on a long-term basis to achieve capital appreciation and minimum income of 3 percent per annum for distribution to the charity on a quarterly basis.

The charity adopts a socially responsible investment approach excluding investment in arms manufacture and distribution and promotion of pornography from its portfolio, and restricting tobacco investment. We support community investment, environment and green technology, and encourage investment in recycling and waste, safety and protection, training and educational activities and employment.

Investments are selected from a wide range of asset classes to allow for diversification and maximise performance with a reasonable or balanced level of risk.

Induction and Training

We run an induction process for all new Trustees and review content and feedback regularly.

Fundraising Review

The majority of Education Support’s fundraising is conducted by paid staff or by volunteers securing small sums of sponsorship on our behalf. We also work closely with carefully selected third party organisations who fundraise on our behalf, conducting telephone campaigns and operating our online lottery.

Education Support, and our third party fundraising partners comply with fundraising regulations and the Fundraising Regulator code of practice. Education Support and our third party suppliers are registered with

The Committee meets annually with its Investment Manager to review performance of the fund and to determine future plans. An initial £4.0 million was invested in the fund in 2014 and a further £300k added during 2015/16.

The investment portfolio gained £16k of its overall value during the financial year. The balanced approach adopted by Quilter Cheviot has benefited the charity by outperforming benchmarked indices such as FTSE All Share.

We have put £500k on a deposit which matured in June 2025. This is included in current asset investments.

Whilst it has been a turbulent year the trustees, having discussed the portfolio strategy and performance feel our current approach and policy is the correct one. The market value of

39 Annual Report and Accounts 2024-25

Education Support

the investments at 31 March 2025 is £3.6 million compared to £3.4 million as at 31 March 2024.

The trustees have considered the nature, disposition, marketability, security and valuation of the scheme’s investments and consider them to be appropriate relative to the reasons for holding each class of investment. More details about investments are given in the notes to the financial statements.

Financial Review

The cost of living issues continue to affect both our beneficiaries and donations.

Individual donors continue to be the financial bedrock for our charitable services. Having invested in our commercial team we improved sales year on year in a very challenging environment. We secured further grant and contract funding from DfE and the Welsh Government.

The generous response from supporters has enabled us to maintain similar levels of income through our regular fundraising activity (excluding legacies). This year we received over £400k in legacies.

In additional to our usual income streams we were given an unrestricted donation from an Associated charity of £500k from Church Schoolmasters and Schoolmistresses’ Benevolent Institution (CSSBI)

CSSBI, an organisational who were ceasing operations, wanted us to use the monies to deliver our mission. We have set this aside in reserves to deliver over 36 months key projects to support our medium and long term goals.

We invested in strategic priorities (£151k) and continue to focus on managing costs. This means that, prior to investment gains/losses, we have an unrestricted surplus of £687k, and a total surplus including restricted and endowment funds of £407k.

When reviewing our medium to long term income and expenditure models, we identified ongoing deficits each year as we spent time growing income streams. In light of this Trustees took the decision to close our Grant programme by March 2026, with a reduced service in 2025/26.

Total incoming resources for the year were £4.554 million (2023/24: £3.976 million) and total expenditure was £4.148 million, (2023/24: £3.858 million) giving an operating surplus of £407k (2023/24 £118k) before gains/ losses on investments.

During the year the Trustees agreed to exit the current pension scheme triggering the Section 75 debt (buyout). We have received the cost of the exit and so include £190,000 as a cost in the accounts (S75 Pension Provision, Note 14). This reduces overall surplus before investment gains to £216.802.

In 2024/25 financial year voluntary income was £1.618 million, down 8% on 2023/24. Cost of living pressures continue to impact Appeals. Voluntary income made up 40 percent of our total income (excluding CSSBI windfall). We will continue our long term strategy to diversify voluntary income sources and have launched a strategy to recruit new regular donors.

Commercial revenue generated from our EAP business (and some other small training activities) totalled £1.057m (2023/24: £976k).

In 2023/24 Education Support continued to contract with the English and Welsh governments to deliver new services to support education staff. Income in this area was £1.057 million (2023/24: £1.139 million and additional funding is already secured for 2025/26.

In 2024/25 we were approached to deliver some pieces of advisory work the Welsh government, which provided income of £100k. We will continue to provide this service as it helps us deliver mission. Several other organisations as well as Wales have asked us to deliver additional advisory work in 2025/26.

Education Support continues to focus on achieving cost efficiency. Total resources expended in Education Support for the year amounted to £4.147 million, an increase of £289k on 2023/24, reflecting the increase in spend on counselling services and strategic development.

40 Annual Report and Accounts 2024-25

Education Support

Reserves Policy

The trustees have set a reserves policy, which requires that:

The policy states that free reserves should be maintained at a level which is at least equivalent to six months’ operational expenditure, having regard to its future business plan and likely funding streams. Based on the organisation’s budget for 2025-26 this equates to £1.896 million. At 31 March 2025, the value of unrestricted free reserves is £3.307 million.

The Trustees have continued to set aside reserves for key strategic activities. In addition to the £500k from CSSBI in a Windfall reserve, we have set aside additional funds in our development reserve.

After this, unrestricted reserves of the Group at 31 March 2025 are £5.347 million, which include fixed assets and designated funds of £2.040 million.

The underlying assets of the organisation have sufficient liquidity to enable the organisation to meet all of its commitments as they fall due, but we recognise that we are operating currently in an uncertain environment.

Restricted reserves represent funds provided by external organisations for a specific purpose. These funds are actively managed and utilised in accordance with the restrictions placed on these funds as advised to Education Support.

Free Reserves

It is recognised that the level of free reserves at 31 March 2025 is in excess of our policy minimum, however trustees recognised that the level of uncertainty around both voluntary and commercial income, the uncertainties that will

remain throughout this year and beyond, and the increased level of need for our services, require us to be able to react positively in the coming years. We also aim to invest in strategic development projects in 2025/26 to meet key organisational goals and to establish an investment plan for further development thereafter.

Designated funds

The Development Fund represents the fund designated for the strategic development and growth of the charity.

Trustees have set aside funds for additional grant support which as mentioned will end by March 2026. The funds in this reserve (£183k) will be drawn down in 25/26. The infrastructure reserve was used to implement key projects in Finance and IT and will be utilised on CRM development this coming year.

The Windfall (donation from Associated charity) of £500k from Church Schoolmasters and Schoolmistresses’ Benevolent Institution (CSSBI) was set aside from operational reserves to deliver longer term strategic projects.

Having exited the pension scheme trustees set aside Additional S75 Funds for unknown future liability mentioned in Note 21

The trustees regularly review the level of reserves that are required to ensure that they are adequate to fulfil the charity’s continuing obligations. Trustees have the ability to redesignate reserves as they wish to meet the business needs of the organisation.

Risks and Uncertainties

Purpose and scope of the risk management policy

In the process of delivering its services, Education Support is subject to certain risks that affect its ability to operate, support its beneficiaries and staff in the education sector and protect its assets. These include risks to employees, service users, customers, financial risks, liability to others and risks to property. These risks are managed through an effective risk management policy that seeks to minimise, mitigate, or in certain cases, avoid these risks through appropriate management action.

41 Annual Report and Accounts 2024-25

Education Support

The aim of the policy is for trustees and management within Education Support:

1. to understand as fully as possible the risks being faced or taken;

2. to take appropriate action to manage these risks where it is possible and cost effective to do so;

3. to minimise the risk that new initiatives adversely affect existing services;

4. to accept a higher level of uncertainty, if appropriate, when taking advantage of new opportunities.

The Senior Leadership Team is, through its dayto-day operational management of the charity, responsible for managing and controlling risk in line with the approved policy and framework agreed by the board.

Within Education Support, risks are categorised as follows:

The most significant strategic risks are:

1. Impact of recessional events

2. Net contribution from income generation cannot meet current charitable activity levels

3. Funded programmes not delivering on targets/impact

The risk register is reviewed every six months by the trustees, and the policy is reviewed annually.

Third party operational risk management

The safety and wellbeing of our service users is paramount and to that end, we ensure that our service centre takes risk management very seriously.

We continue to operate a robust quarterly audit program with our clinical auditor at our service centre in Ealing.

Our audits are designed to ensure that we are aware of risks to the helpline and EAP service. These include operational risks but also risks which might impact upon the reputation of the services and the organisation and ultimately the users of our services. Mitigating actions are put in place to address any areas of potential concern.

Pension Liability

Up until 31 March 2025, the charity participated in a multi-employer scheme which provides benefits to some 638 non-associated participating employers. The scheme is a defined benefit scheme in the UK. It is not possible for the company to obtain sufficient information to enable it to account for the scheme as a defined benefit scheme. Therefore it accounts for the scheme as a defined contribution scheme.

The scheme is subject to the funding legislation outlined in the Pensions Act 2004 which came into force on 30 December 2005. This, together with documents issued by the Pensions Regulator and Technical Actuarial Standards issued by the Financial Reporting Council, set out the framework for funding defined benefit occupational pension schemes in the UK.

A full actuarial valuation for the scheme was carried out at 30 September 2020. This actuarial valuation showed assets of £800.3 million, liabilities of £831.9 million and a deficit of £31.6 million. The Trustees took the decision to exit the scheme and trigger the Section 75 debt during the year and provision has been included in the accounts for the cost (£190k).

Statement of Trustees’ Responsibilities

Up until 31 March 2025, the charity participated in a multi-employer scheme which provides benefits to some 638 non-associated participating employers. The scheme is a defined benefit scheme in the UK. It is not possible for the company to obtain sufficient information to enable it to account for the scheme as a defined benefit scheme. Therefore it accounts for the scheme as a defined contribution scheme.

42 Annual Report and Accounts 2024-25

Education Support

The scheme is subject to the funding legislation outlined in the Pensions Act 2004 which came into force on 30 December 2005. This, together with documents issued by the Pensions Regulator and Technical Actuarial Standards issued by the Financial Reporting Council, set out the framework for funding defined benefit occupational pension schemes in the UK.

A full actuarial valuation for the scheme was carried out at 30 September 2020. This actuarial valuation showed assets of £800.3 million, liabilities of £831.9 million and a deficit of £31.6 million. The Trustees took the decision to exit the scheme and trigger the Section 75 debt during the year and provision has been included in the accounts for the cost (£190k).

The trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the charity’s transactions and disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the requirements of the Companies Act 2006. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charity’s website. Legislation in the United Kingdom governing preparation and dissemination of the financial statements and other information included in annual reports may differ from legislation in other jurisdictions.

In so far as the trustees are aware:

Going Concern

We continue to work in a challenging environment in terms of income generation and beneficiary needs. However we have invested in our sales structure and continue to invest from reserves in areas that will support longer term goals. After reviewing the group’s forecasts and projections, and taking into account the reserves available, the trustees have a reasonable expectation that the group has adequate resources to continue in operational existence for the foreseeable future, being the 12 months from the date these accounts are signed and have not identified any material uncertainties in this regard. Having excited the old pension scheme and triggered the S75 debt, the Trustees are comfortable that we have reserves available to meet any further debt in 2026/27.The group therefore continues to adopt the going concern basis in preparing its consolidated financial statements.

Small Company Provisions

This report has been prepared in accordance with the special provisions for small companies under Part 15 of the Companies Act 2006.

Approved by the Board of Trustees on 11 September 2025

and signed on their behalf by:

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Sean Hanson (Chair)

43 Annual Report and Accounts 2024-25

Education Support

Independent auditor’s report to the members and trustees of Education Support Partnership

Opinion

We have audited the financial statements of Education Support Partnership (the ’parent charitable company’) and its subsidiaries (the ‘group’) for the year ended 31 March 2025 which comprise the Group Statement of Financial Activities, the Group and Parent Charitable Company Balance Sheets, the Group Cash Flow Statement and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 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 company 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 the provisions available for audits of small entities, in the circumstances set out in note 7 to the financial statements, 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’s and parent 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.

Other information

The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the 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.

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 course of 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 themselves. 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 parent charitable company and their environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ annual report.

We have nothing to report in respect of the following matters where the Companies Act 2006 and the Charities Act 2011 require us to report to you if, in our opinion:

45 Annual Report and Accounts 2024-25

Education Support

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement, 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 and 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 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

We have been appointed as auditor under the Companies Act 2006 and section 151 of the Charities Act 2011 and report in accordance with those Acts.

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 aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

As part of an audit in accordance with ISAs (UK) we exercise professional judgement and maintain professional scepticism throughout the audit. We also:

We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.

Explanation as to what extent the audit was considered capable of detecting irregularities, including fraud

Irregularities, including fraud, are instances of noncompliance 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.

The objectives of our audit in respect of fraud, are; to identify and assess the risks of material misstatement of the financial statements due to fraud; to obtain sufficient appropriate audit evidence regarding the assessed risks of material misstatement due to fraud, through designing and implementing appropriate responses to those assessed risks; and to respond appropriately to instances of fraud or suspected fraud identified during the audit. However, the primary responsibility for the prevention and detection of fraud rests with both management and those charged with governance of the charitable company.

46 Annual Report and Accounts 2024-25

Education Support

Our approach was as follows:

There are inherent limitations in the audit procedures described above. We are less likely to become aware of instances of non-compliance with laws and regulations that are not closely related to events and transactions reflected in the financial statements. Also, the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentations, or through collusion.

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 and, in respect of the consolidated financial statements, to the charity’s trustees, as a body, in accordance with Chapter 3 of Part 8 of the Charities Act 2011. Our audit work has been undertaken so that we might state to the charitable company’s members and trustees those matters which 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 any party other than the charitable company, the charitable company’s members, as a body, and the charity’s trustees, as a body, for our audit work, for this report, or for the opinion we have formed.

Shivani Kothari (Senior Statutory Auditor)

for and on behalf of Moore Kingston Smith LLP, Statutory Auditor

DATE 20/10/2025

9 Appold Street London EC2A 2AP

Moore Kingston Smith LLP is eligible to act as auditor in terms of Section 1212 of the Companies Act 2006.

47 Annual Report and Accounts 2024-25

Education Support

Consolidated statement of financial activities (incorporating an income and expenditure account) for the year ended 31 March 2025

Unrestricted
funds (£)		 Restricted
funds (£)		 Endowment
funds (£)		 Total Year
to 31 March
2025 (£)		 Total Year
to 31 March
2024 (£)
Income (Notes)
Donations and legacies
Trusts and Foundations
Donation from Associated Charity
Government Programmes
Paid for services
Policy and Research
Investment Income(6)
Advisory Income
Total income
Expenditure
Raising Funds
Cost of generating voluntary income(5)
Paid for services(5)
Investment management costs
Charitable expenditure
Counselling and mental health advice service(5)
Financial Support Services(5)
Communications, Policy and Research(5)
Information and Online Services(5)
Strategy Development(5a)
Total Expenditure
S75 Pension Provision
Net Income/ (Expenditure)
Realised gains/(losses) on investments(11)
Unrealised gains/(losses) on investments(11)
Transfers between funds
Net gains/(losses) on investments
Net income/(expenditure) for the year
Net movement in funds
Funds at 1 April 2024(16)
Funds at 31 March 2025 (17)		 -
-
-
1,145,348
-
-
15,024
1,160,372
-
-
-
-
1,321,923
65,382
47,076
7,609
-
1,441,990
1,441,990
-
(281,618)
(15,148)
17,049
44,235
46,136
(235,482)
(235,482)
452,606
217,124		 1,570,015
48,000
500,000
1,150,968
1,056,870
-
128,469
100,000
4,554,322
257,639
607,836
32,153
897,628
2,107,765
383,554
523,071
84,542
150,960
3,249,892
4,147,520
(190,000)
216,802
(129,525)
215,957
-
86,432
303,234
303,234
5,324,411
5,627,645
1,570,015 - 1,697,493
48,000 - 56,700
500,000 - -
5,620 - 1,139,460
1,056,870 - 975,537
- -
111,925 1,520 106,507
100,000
3,392,430 1,520 3,975,697
257,639 - 217,731
607,836 - 638,463
32,153 - 14,834
897,628 - 871,028
785,842 - 1,886,231
318,172 - 442,649
475,995 - 481,657
76,933 - 77,845
150,960 - 98,727
1,807,902 - 2,987,109
2,705,530 - 3,858,137
(190,000) - -
496,900 1,520 117,560
(112,844) (1,533) (11,938)
197,183 1,725 194,555
(42,715) (1,520) -
41,624 (1,328) 93,617
538,524 192 211,177
538,524 192 211,177
4,808,853 62,952 5,113,234
5,347,377 63,144 5,324,411

All incoming resources and resources expended derive from continuing activities All recognised gains and loses are reflected through the Consolidated Statement of Financial Activities and no separate Statement of Total Recognised Gains and Losses has been presented. The notes on pages 51 to 64 form part of these financial statements

48 Annual Report and Accounts 2024-25

Education Support

Balance sheets as at 31 March 2025 Company registration number: 9311354

at 31 March
at 31 March
at 31 March		 at 31 March
2025
2025
2024		 2024
Fixed assets(Notes) Group (£)
Charity (£)
Group (£)		 Charity (£)
Tangible fixed assets(10) 1,081,701
1,081,701
1,097,200		 1,097,200
Investments(11) 3,585,464
3,585,566
3,932,760		 3,932,862
4,667,165
4,667,267
5,029,960		 5,030,062
Current assets
Debtors(12) 856,103
856,101
790,909		 790,907
Cash at bank and in hand 833,592
833,592
490,460		 490,460
Investments 500,000
500,000
2,189,695
2,189,693
1,281,369		 1,281,367
Creditors: amounts falling due within one year(13) (1,039,215)
(1,039,315)
(986,918)		 (987,018)
Net current assets 1,150,480
1,150,378
294,451		 294,349
Pension Provision(14) (190,000)
(190,000)
-		 -
Net assets 5,627,645
5,627,645
5,324,411		 5,324,411
Funds
Endowment(16a) 63,144
63,144
62,952		 62,952
Restricted(16b) 217,124
217,124
452,606		 452,606
Unrestricted:
General Fund(16c) 5,347,377
5,347,377
4,808,853		 4,808,853
Fundsat31March2025(17) 5,627,645
5,627,645
5,324,411		 5,324,411

As permitted by s408 Companies Act 2006, the company has not presented its own income and expenditure statement and related notes. The company's surplus for the year was £303,234 (23/24 FY: surplus £211,177)

These financial statements have been prepared in accordance with the provisions applicable to the small companies regime.

These financial statements were approved by the Board of Trustees and authorised for issue on 11 September 2025 and signed on their behalf by:

Sean Hanson

49 Annual Report and Accounts 2024-25

Education Support

Consolidated Cash Flow Statement Year Ended 31 March 2025

Reconciliation of net income/(expenditure) to net
cash flow from operating activities
Net income/(expenditure) for the year as per the statement of financial activities
Adjustments for
Depreciation and amortisation charges
Loss/(Gain) on investments
Dividends, interest and rents from investments
Loss/(profit) on the sale of fixed assets
(Increase)/Decrease in stocks
(Increase)/Decrease in debtors
Increase/(Decrease) in creditors
Net cash provided by operating activities
Net cash flow provided by operating activities
Cash flows from investing activities
Dividends, interest and rent from investments
Proceeds from the sale of property, plant and equipment
Purchase of property, plant and equipment
Proceeds from sale of investments
Purchase of investments
Net cash provided by investing activities
Change in cash and cash equivalents in the reporting period
Cash and cash equivalents at the beginning of the reporting period
Cash and cash equivalents at the end of the reporting period
Analysis of cash and cash equivalents
Cash at bank and in hand
Cash held by broker
Total cash and cash equivalents		 Year to
31 March 2025 (£)		 Year to
31 March 2024 (£)
211,177
16,498
(93,617)
(106,507)
-
-
(358,529)
166,273
(164,705)
(164,705)
106,507
-
-
544,943
(682,803)
(31,353)
(196,058)
841,567
645,509
£
490,460
155,049
645,509
303,234
14,112
(16,255)
(128,469)
1,387
-
(65,194)
242,297
351,112
351,112
128,469
-
-
1,193,805
(1,310,901)
11,373
362,485
645,509
1,007,994
£
833,592
174,402
1,007,994

50 Annual Report and Accounts 2024-25

Education Support

Notes to the financial statements for the year ended 31 March 2025

1. Company Information

Education Support is a private limited company incorporated in the United Kingdom on 14 November 2014, under Company Number 9311354.

The company’s registered office is 40A Drayton Park, London N5 1EW.

2. Basis of Preparation

The charitable Group is a public benefit group for the purposes of FRS102 and therefore the charity also prepared its financial statements in accordance with Statement of Recommended Practices applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (The FRS 102 Charities SORP), the Companies Act 2016, and the Charities Act 2011.

The group financial statements consolidate the financial statements of Education Support Partnership and its entire subsidiary undertakings drawn up to 31 March each year.

The financial statements are prepared in sterling, which is the functional currency of the company. Monetary amounts are rounded to the nearest pound.

Going Concern

We continue to work in a challenging environment in terms of income generation and beneficiary needs. However we have invested in our sales structure and continue to invest from reserves in areas that will support longer term goals. After reviewing the group’s forecasts and projections, and taking into account the reserves available, the trustees have a reasonable expectation that the group has adequate resources to continue in operational existence for the foreseeable future, being the 12 months from the date these accounts are signed and have not identified any material uncertainties in this regard. Having excited the old pension scheme and triggered the S75 debt, the Trustees are comfortable that we have reserves available to meet this debt in 2026/27. The group therefore continues to adopt the going concern basis in preparing its consolidated financial statements.

3. Accounting policies

The following indicates the principal policies adopted:

i. Income and expenditure

All items of income and expenditure are accounted for on an accruals basis. Where contracts are awarded in favour of the company for fixed terms, contract income and the direct costs associated with the contract are accrued evenly over the duration of the contract.

Income

The specific bases for accounting for income are described

below.

Donations are included in full in the statement of financial activities when received.

For legacies, entitlement is taken as the earlier of the date on which either: the Charity is aware that probate has been granted, the estate has been finalised and notification has been made by the executor(s) to the Charity that a distribution will be made; or when a distribution is received from the estate. Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably and the Charity has been notified to the executor’s intention to make a distribution.

Trusts and foundation grants are recognised when entitlement to the grant is confirmed. Paid for services income is recognised when the services are delivered.

Investment income is included in the Statement of Financial Activities in the year in which it is receivable.

ii. Tangible assets

Tangible fixed assets are measured at cost less accumulated depreciation to date and any accumulated impairment losses. Depreciation is calculated to write down the cost less residual value of all tangible fixed assets over their expected useful lives, using the straight line method. The rates applicable are:

Computer equipment 3 years Furniture and fittings 5 years

Our Head office leasehold is depreciated over the period of the lease (155 years) on a straight line basis. Refurbishment costs associated with the property are depreciated over 50 years on a straight line basis.

iii. Intangible assets

Intangible assets are measured at cost less accumulated amortisation to date and any accumulated impairment losses. Amortisation is calculated to write down the cost less residual value of all intangible assets over their expected useful lives, using the straight line method. The rate applicable is:

Software 3 years

iv. Impairment of assets

At each reporting date fixed assets are reviewed to determine whether there is any indication that those assets have suffered an impairment loss. If there is an indication of possible impairment, the recoverable amount of any affected asset is estimated and compared with its carrying amount. If estimated recoverable amount is lower, the carrying amount is reduced to its estimated recoverable amount, and an impairment loss is recognised immediately in profit or loss.

v. Investments

Listed investments are included in the financial statements at bid value at the balance sheet date. Gains/losses on disposal

51 Annual Report and Accounts 2024-25

Education Support

of investments and revaluation of investments are recognised in the year of gain or loss and are allocated to the funds to which the investments relate. Investments in subsidiaries are included in the financial statements at cost.

vi. Debtors

Short term debtors are measured at transaction price, less any impairment.

xiii. Pensions

During the year the Charity has two pension schemes: a defined contribution scheme for current employees and a closed defined benefit scheme. The latter is a multi-employer scheme, and the Trustees agreed to exit the scheme on 31 March 2025. We await the final Section 75 statement to confirm cost of exit.

xiv. Funds

vii. Creditors

Short term trade creditors are measured at the transaction price. Other financial liabilities are measured initially at fair value, net of transaction costs, and are measured subsequently at amortised cost using the effective interest method.

viii. Leases

Leases are classified as finance leases whenever the terms of the lease transfer substantially all the risks and rewards of ownership of the leased asset to the company. All other leases are classified as operating leases. Rentals payable under operating leases are charged on a straight line basis over the lease term, unless the rental payments are structured to increase in line with general inflation, in which case the company recognises annual rent expense equal to amounts owed to the lessor.

ix. Taxation

The Charity is exempt from tax on income and gains falling within section 505 of the Taxes Act 1988 or section 252 of the Taxation of Chargeable Gains Act 1992 to the extent that these are applied for its charitable purposes.

x. Turnover

Turnover arises from the company’s principal activities of providing support, assistance and training and consists of amounts invoiced net of VAT. All turnover arises in the U.K.

xi. Expenditure allocation

Expenditure has been allocated to restricted and unrestricted funds by direct attribution where possible, or by the proportion of service usage reported and attributed to each fund.

xii. Employee benefits

Short term employee benefits and contributions to defined contribution plans are recognised as an expense in the period in which they are incurred. In line with FRS 102 accrued holiday has been included as an expense in the period in which the entitlement arose.

General funds are those that are available for use at the Trustees’ discretion in the furtherance of the Charity’s objectives. Designated funds are unrestricted funds set aside for unrestricted purposes and which would otherwise form part of general funds. Details of the nature and purpose of each fund are set out in note 16c.

Restricted funds are funds that are subject to restrictions imposed by donors and are applied in accordance with these restrictions. Details of the nature and purpose of each restricted fund are set out in note 16b.

The Charity has one Endowment fund, the Cutler Trust. Income derives from the investment of the fund and is used to promote the education of persons in need under 25 years of age, whose parents are or were teachers in the London area.

xv. Support Costs

Support costs cover those funds which assist the running of the charity and mainly comprise of staff costs and overheads. These costs have been allocated between costs of raising funds and charitable expenditure.

xvi. Cash and cash Equivalents

Cash and cash equivalents are basic financial assets and include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three month or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.

4. Significant judgements and estimates

In preparing these financial statements, the Trustees have made the following judgements:

Legacy income is based on proof of entitlement, the probability of receipt and the ability to estimate with sufficient accuracy the amount receivable.

Investment Property was sold in previous financial year and the value reflected in the accounts is the selling price of the property.

Investment portfolio includes material alternative market investments, where the values are estimated based on assumptions and judgements considered by the investment agents.

Tangible Fixed Assets and Intangible assets are depreciated over their useful lives taking into account residual values where appropriate. The actual lives of the assets and residual values are assessed annually.

52 Annual Report and Accounts 2024-25

Education Support

5. Expenditure for the year to 31 March 2025

Counselling and mental health advice service
Financial support
Communications, Policy and Research
Information and on-line services
Paid for services
Cost of generating voluntary income
Total		 Grants (£)
-
230,814
-
230,814		 Direct Staff
costs (£)		 Other direct
costs (£)
1,346,387
-
130,514
-
31,444
62,924
1,571,269		 Support
Costs (£)		 Year to
March 2025
Total (£)
2,107,765
383,554
523,071
84,542
607,836
257,639
3,964,407
499,198 262,180
80,096 72,644
251,363 141,194
40,616 43,926
353,175 223,217
100,633 94,082
1,325,081 837,243

5. Expenditure for the year to 31 March 2024

Counselling and mental health advice service
Financial support
Communications, Policy and Research
Information and on-line services
Paid for services
Cost of generating voluntary income
Total		 Grants (£)
-
299,379
-
299,379		 Direct Staff
costs (£)		 Other direct
costs (£)
1,158,885
-
153,063
-
43,888
41,171
1,397,007		 Support
Costs (£)		 Year to
March 2024
Total (£)
1,886,231
442,649
481,657
77,845
638,463
217,731
3,744,576
482,684 244,662
76,163 67,107
208,264 120,330
38,624 39,221
357,354 237,221
92,803 83,757
1,255,892 792,298

Resources expended are allocated to the particular activity where the cost relates directly to that activity. The cost of overall direction and administration of each activity, comprising the salary and overhead costs of the central function, is apportioned on the following basis which is an estimate, based on staff time, of the amount attributable to each activity.

Counselling and mental health advice services represent the costs of delivering Employee Assistance Programme, Free Helpline and Occupational Health Services. In addition we also deliver a range of services incuding online peer to peer support and Telephone supervision through grants from English and Welsh governments.

Communications and Policy represents the expenditure associated with survey, research and statistical analysis in order to bring awareness of the challenges within the education sector.

Information and on-line service costs represent the expenditure associated with commissioning social media content, marketing and events to increase awareness and promote our services.

Paid for services costs represent the costs of selling our commercial products and services.

Costs of generating voluntary income represent the costs of running and supporting our fundraising function.

Financial Support costs relate to grants awarded to help people with financial emergencies and the burden of short term debt, to pay for essential unaffordable items and to help them stay in or get back to work. All grants are paid to individuals.

53 Annual Report and Accounts 2024-25

Education Support

5. Expenditure for the year to 31 March 2025 (continued)

Support costs include:
Office administration costs
Building administration costs
Organisational Management
Human Resources costs
Finance Costs
Professional fees
Marketing and communications costs
IT Costs
Governance costs
Total overheads		 Support Costs
March 2025		 Support Costs
March 2024
79,946
67,279
171,636
96,234
113,240
41,772
11,222
98,189
112,780
792,298
85,205
71,937
171,648
110,670
113,278
47,278
14,622
117,804
104,801
837,243

Office and Building administration costs during the year consistent with last years' spend

Organisational Management costs, Finance, professional fees and marketing costs are consistent with previous financial year. The overall increase is due to inflationary increase and staff costs during the year.

Increase in IT reflects the purchases of new IT equipment during the year, Cyber Essential insurance and additional software support for QLIK

Decrease in governance costs is due to trustee recruitment expenditure incurred in previous financial year

Increase in HR costs is due to legal fees and settlement during the year.

5a. Strategy Development

5b. Governance Costs

Costs classified as governance relate to the general running of the charity and included operation of the Board of Trustees and addressing constitutional, audit and other statutory matters, and are made up of the following:

Strategic development costs were paid to improve our infrastructure, knowledge and our income generation with funding provided by Trustees to make improvements to our IT infrastructure, develop our Research knowledge and review and test our donor program

The main components of strategic development are:


£
Strategic Project
29,679
Public Affairs
32,061
Grants and Helpline Impact review
16,983
Finance and IT Infrastructure
51,325
Section 75 Pension Act
13,309
Windfall Income
7,603
150,960		 Financial Audit fees
Governance Travel and Subsistence
Governance Meetings
Apportionment of Staff costs
Professional and Legal Costs
Total		 March
2025 (£)		 March
2024 (£)
25,419
1,427
3,947
72,968
9,019
25,353
183
2,766
74,999
1,500
104,801 112,780

6. Investment Income

6. Investment Income
Year to March 2025 Year to March 2024
Income from listed investments
Bank interest receivable		 General
Funds (£)
98,835
13,090
111,925		 Restricted
Funds (£)		 March 2025
Total (£)
115,379
13,090
128,469		 General
Funds (£)
90,921
418
91,339		 Restricted
Funds (£)		 March 2024
Total (£)
106,089
418
16,544 15,168
- -
16,544 15,168 106,507

54 Annual Report and Accounts 2024-25

Education Support

7. Net outgoing resources for the year are stated after charging

Depreciation
Auditor’s remuneration:
Audit fees (excluding VAT)		 Year to March 2025 (£) Year to March 2024 (£)
16,498
22,900
14,112
25,120
8. Employee information
Employee Costs
Wages and salaries
Social security costs
Pension costs
Redundancy payments within year		 Year to March 2025 (£) Year to March 2024 (£)
1,431,211
148,421
133,024
22,193
1,546,330
160,541
137,256
15,695
1,859,822 1,734,849
The average number of employees during the period was:
Fundraising
Paid for Services
Financial Support
Information and on-line services
Counselling and Mental Health services
Communications, Policy and Research
Administration
Total		 Year to March 2025 (£) Year to March 2024 (£)
1
6
2
2
9
5
5
1
6
2
2
9
5
6
31 30
Key management personnel aggregate pay (including NI and pension) Year to March 2025 (£) Year to March 2024 (£)
396,008
414,299
During the year key management personnel comprised of:
cCEOcDirector of Finance and OperationscDirector of Communications and Public AfairscDirector of Programmes
Employee information
The number of employees earning in excess of £60,000
per annum (including taxable benefits) was: Year to March 2025 (£) Year to March 2024 (£)
£120,001 to £130,000 1 1
£90,001 to £100,000 1 1
£80,000 to £90,000 - -
£70,000 to £80,000 2 2
£60,000 to £70,000 1 1
9. Trustees
Year to March 2025 (£) Year to March 2024 (£)
Trustees provide their services without remuneration
Total expenses reimbursed to the trustees (including amounts paid on behalf of trustees)
for travel, accommodation and subsistence 52 1,327
Number of trustees claiming expenses during the year 1 3

55 Annual Report and Accounts 2024-25

Education Support

10. Tangible (TFA) and intangible fixed assets (IFA)

Group & Charity
Cost
At 1 April 2024
Additions
Disposals
At 31 March 2025
Accumulated depreciation
At 1 April 2024
Charge for the year
Disposals
At 31 March 2025
Net book value
At 31 March 2025
At 31 March 2024		 TFA TFA
Furniture,
equipment,
fixtures &
fittings (£)
204,303
-
(8,610)
195,693
202,434
482
(7,223)
195,693
-
1,869		 TFA IFA
Software
(£)
65,236
Leasehold
property
including
refurbishment (£)		 Total
(£)
1,314,276 1,518,579
- -
- (8,610)
1,314,276 1,509,969 65,236
65,236
218,945 421,379
13,630 14,112
- (7,223)
232,575 428,268 65,236
1,081,701 1,081,701 -
1,095,331 1,097,200 -

11. Fixed asset investments

11. Fixed asset investments
Summary
Listed investments (a)
Unlisted investment (b)
Investment Property (c)		 March 25
Group (£)		 March 25
Charity (£)
3,585,464
102
-
3,585,566		 March 24
Group (£)		 March 24
Charity (£)
3,422,760
102
510,000
3,585,464 3,422,760
- -
- 510,000
3,585,464 3,932,760 3,932,862

(a) Listed Investments Group & Charity

Unrestricted Unrestricted Total Total
At 1 April 2024
Additions
Disposals
Realised gain/(loss)
Unrealised gain/(loss)
Cash held by broker
At 31 March 2025
Historical cost		 Fixed
Interest (£)
909,773
631,831
(283,949)
-
(64,031)
1,193,624
1,193,624		 Equities
(£)
699,113
104,878
(212,606)
(129,525)
179,716
641,576
641,576		 Overseas
Equities (£)		 Alternative
Investments (£)
484,544
-
(79,303)
-
(3,732)
401,509
401,509		 Year to March
2025 (£)		 Year to March
2024 (£)
2,947,764
682,803
(544,943)
(11,938)
194,555
1,174,811 3,268,241
74,192 810,901
(107,947) (683,805)
- (129,525)
33,827 145,780
1,174,883 3,411,592 3,268,241
154,519
173,872
1,174,883 3,585,464 3,422,760
3,196,763 2,938,934

56 Annual Report and Accounts 2024-25

Education Support

11. Fixed asset investments (continued)

(b) Unlisted investments
100% interest in TBF Holdings Limited (i)
Incorporated in the United Kingdom,
Company Number 4328710
100% interest in TBF Trading (No. 2) Limited (ii)
Incorporated in the United Kingdom,
Company Number 4162015		 Group at
31 March
2025 (£)		 Charity at
31 March
2025 (£)
£
100
2
102		 Group at
31 March
2024 (£)		 Charity at
31 March
2024 (£)
£
100
2
£ £
- -
- -
- - 102

(i) Education Support Partnership owns the entire share capital of TBF Holdings Limited, a company limited by shares and incorporated in England and Wales. TBF Holdings Limited was dormant during the year and the previous period.

(ii) Education Support Partnership owns the entire share capital of TBF Trading (No. 2) Limited, a company limited by shares and incorporated in England and Wales. The company was dormant during the year and the previous period.

(c) Investment Property
Market value at 1st April 2024
Unrealised gain on valuation
Market value at 31st March 2025		 at 31 March
2025 (£)		 at 31 March
2024 (£)
599,000
(89,000)
510,000
(510,000)
- 510,000

In May 2024 the property was sold for £510,000.

57 Annual Report and Accounts 2024-25

Education Support

12. Debtors

Trade debtors
Prepayments and accrued income
Legacy debtor
Other debtors
Welfare loans		 March 25
Group (£)		 March 25
Charity (£)
150,379
565,618
93,932
28,898
17,274
856,101		 March 24
Group (£)		 March 24
Charity (£)
254,599
346,260
110,609
47,821
31,618
150,379 254,599
565,618 346,260
93,932 110,609
28,900 47,823
17,274 31,618
856,103 790,909 790,907

Legacy debtor relates to legacy income which was notified and Education Support was entitled to before 31 March 2025 and had been accrued as required by FRS 102.

13. Creditors: amounts falling due within one year

Amount due to subsidiary undertakings
Trade creditors
Taxation and social security costs
Pensions including pension fund deficit contribution plan
Accruals and deferred income including holiday pay
Other creditors		 March 25
Group (£)		 March 25
Charity (£)
100
103,977
72,254
272
852,419
10,293
1,039,315		 March 24
Group (£)		 March 24
Charity (£)
100
146,766
85,924
37,280
694,294
22,654
- -
103,977 146,766
72,254 85,924
272 37,280
852,419 694,294
10,293 22,654
1,039,215 986,918 987,018

13a. Deferred Income

Deferred Income b/f
Released in year
Deferred to next year
Deferred income c/f		 March 25 (£) March 24 (£)
484,835 424,958
7,268,577 5,703,546
(7,249,500) (5,643,669)
503,912 484,835

Deferred income relates to paid for services that are expected to be delivered over several months. Employee Assistance Programmes are delivered over 12 month period from the start of the contract. Headspace/ Yourspace and training and development service deferrals based on the duration of the individual contracts.

14. Pension Provision

14. Pension Provision
Pensions including pension fund deficit contribution plan March 25
Group (£)		 March 25
Charity (£)
190,000
190,000		 March 24
Group (£)		 March 24
Charity (£)
-
190,000 -
190,000 - -

58 Annual Report and Accounts 2024-25

Education Support

15. Pension Scheme

The company participates in the scheme, a multi-employer scheme which provides benefits to some 638 non-associated participating employers. The scheme is a defined benefit scheme in the UK. It is not possible for the company to obtain sufficient information to enable it to account for the scheme as a defined benefit scheme. Therefore it accounts for the scheme as a defined contribution scheme.

The scheme is subject to the funding legislation outlined in the Pensions Act 2004 which came into force on 30 December 2005. This, together with documents issued by the Pensions Regulator and Technical Actuarial Standards issued by the Financial Reporting Council, set out the framework for funding defined benefit occupational pension schemes in the UK.

The scheme is classified as a 'last-man standing arrangement'. Therefore the company is potentially liable for other participating employers' obligations if those employers are unable to meet their share of the scheme deficit following withdrawal from the scheme. Participating employers are legally required to meet their share of the scheme deficit on an annuity purchase basis on withdrawal from the scheme.

A full actuarial valuation for the scheme was carried out at 30 September 2020. This valuation showed assets of £800.3m, liabilities of £831.9m and a deficit of £31.6m. To eliminate this funding shortfall, the Trustee has asked the participating employers to pay additional contributions to the scheme as follows:

Deficit contributions

From 1 April 2022 to 31 January 2025: £3,312,000 per annum (payable monthly)

Unless a concession has been agreed with the Trustee the term to 31 January 2025 applies.

Note that the scheme’s previous valuation was carried out with an effective date of 30 September 2017. This valuation showed assets of £794.9m, liabilities of £926.4m and a deficit of £131.5m. To eliminate this funding shortfall, the Trustee asked the participating employers to pay additional contributions to the scheme as follows:

Deficit contributions

From 1 April 2019 to 30 September 2025: £11,243,000 per annum (payable monthly and increasing by 3% each on 1st April)

The recovery plan contributions are allocated to each participating employer in line with their estimated share of the Series 1 and Series 2 scheme liabilities.

Where the scheme is in deficit and where the company has agreed to a deficit funding arrangement the company recognises a liability for this obligation. The amount recognised is the net present value of the deficit reduction contributions payable under the agreement that relates to the deficit. The present value is calculated using the discount rate detailed in these disclosures. The unwinding of the discount rate is recognised as a finance cost.

Present values of provision

Present value of provision 31 March 2025 (£) 31 March 2024 (£)
21,838		 31 March 2023 (£)
46,751
0
Reconciliation of opening and closing provisions
Provision at start of period
Unwinding of the discount factor (interest expense)
Deficit contribution paid
Remeasurements - impact of any change in assumptions
Remeasurements - amendments to the contribution schedule
Provision at end of period		 Period Ending
31 March 2025 (£)		 Period Ending
31 March 2024 (£)
46,751
1,788
(26,717)
16
-
21,838
(21,838)
-
- 21,838

Income and Expenditure Impact

Interest expense
Remeasurements – impact of any change in assumptions
Remeasurements – amendments to the contribution schedule
Contributions paid in respect of future service*
Costs recognised in income and expenditure account		 Period Ending
31 March 2025 (£)		 Period Ending
31 March 2024 (£)
1,788
16
-
*
-
-
-
*
* *

During the year, the pension was paid off in full with no further contributions required. The members left the scheme on 31 March 2025. In the closing down of the pension scheme, there will be a S75 debt on withdrawal which is included in the accounts (please see Note 14).

*includes defined contribution schemes and future service contributions (i.e. excluding any deficit reduction payments) to defined benefit schemes which are treated as defined contribution schemes. To be completed by the company.

59 Annual Report and Accounts 2024-25

Education Support

Assumptions
31 March 2025 31 March 2024 31 March 2023
% per annum % per annum % per annum
Rate of discount 0.00 5.31 5.25

The discount rates shown above are the equivalent single discount rates which, when used to discount the future recovery plan contributions due, would give the same results as using a full AA corporate bond yield curve to discount the same recovery plan contributions.

The following schedule details the deficit contributions agreed between the company and the scheme at each year end period:

Deficit contributions schedule

Year ending 31 March 2025 31 March 2024 31 March 2023
% per annum % per annum % per annum
Year 1 - 22,264 26,717
Year 2 - - 22,264
Year 3 - - -
Year 4 - - -
Year 5 - - -
Year 6 - - -
Year 7 - - -
Year 8 - - -
Year 9 - - -
Year 10 - - -

The company must recognise a liability measured as the present value of the contributions payable that arise from the deficit recovery agreement and the resulting expense in the income and expenditure account i.e. the unwinding of the discount rate as a finance cost in the period in which it arises.

It is these contributions that have been used to derive the company's balance sheet liability.

Statement of Changes in Reserves

16a. Endowment Fund

Cutler Trust Balance as at
31 March 2024
(£)		 Income
(£)
Expenditure
(£)
1,520		 Gains/ (Losses)
on Investments
(£)
192		 Transfers
(£)		 Balance as at
31 March 2025
(£)
63,144
Balance as at
31 March 2024
(£)
62,952
62,952 (1,520)
Cutler Trust Balance as at
31 March 2023
(£)		 Income
(£)
Expenditure
(£)
1,394		 Gains/ (Losses)
on Investments
(£)
2,448		 Transfers
(£)
60,504 (1,394)

The Cutler Trust is a permanent endowment to promote the education of persons in need under 25 years of age, whose parents are or were teachers in the London area.

60 Annual Report and Accounts 2024-25

Education Support

16b. Restricted funds for the year to 31 March 2025

DFE programme
Welsh Government
programme
National Association of
Special Schools
NAHT Project
Wesleyan
Northern Ireland project
Edinburgh Council
AOC
Cutler Trust
TeachWell grant
G Hollows
Kent NAHT
NUT Development
Workers Fund
Widows Fund
Alan Naylor legacy
CSiS Grant
Recourse Funds		 Balance as at 31
March 2023 (£)		 Income (£)
538,659
600,957
-
-
-
5,732
-
337
965
384
326
459
389
531
-
11,633
1,160,372		 Expenditure (£) Gains/(Losses) on
Investments (£)
(536,156)
-
(612,240)
-
-
-
-
-
(1,267)
-
(37,086)
(8,631)
-
4
-
32
-
11
-
11
-
15
-
13
-
18
-
-
(246,610)
1,797
(1,441,990)
1,901		 Transfers (£) Balance as at 31
March 2024 (£)
6,173
104,872
50
4,768
28,233
4,934
(2,899)
10,450
7,373
16,794
6,687
5,678
7,982
6,779
9,246
4
-
3,670 (536,156) -
116,155 (612,240) -
50 - -
4,768 - -
29,500 (1,267) -
42,020 (37,086)
- (8,631)
10,450
5,512 - 1,520
15,797 - -
6,292 - -
5,341 - -
7,508 - -
6,377 - -
8,697 - -
4 - -
190,465 (246,610) 42,715
452,606 (1,441,990) 44,235 217,124

Restricted funds for the year to 31 March 2024

DFE programme
Welsh Government
programme
National Association of
Special Schools
Education Projects
NAHT Project
Wesleyan
Northern Ireland project
AOC
Cutler Trust
TeachWell grant
G Hollows
Kent NAHT
NUT Development Workers
Fund
Widows Fund
Alan Naylor legacy
CSiS Grant
Recourse Funds		 Balance as at 31
March 2023 (£)		 Income (£)
493,755
577,450
500
15,285
30,000
42,020
10,450
109
413
165
140
196
167
227
-
12,357
1,183,234		 Expenditure (£) Gains/(Losses) on
Investments (£)
(493,893)
-
(555,885)
-
(450)
-
-
-
(10,517)
-
(500)
-
-
46
-
409
-
143
-
138
-
194
-
164
-
225
-
-
(292,956)
22,872
(1,354,201)
24,191		 Transfers (£) Balance as at 31
March 2024 (£)
3,670
116,155
50
-
4,768
29,500
42,020
10,450
5,512
15,797
6,292
5,341
7,508
6,377
8,697
4
190,465
3,808 (493,893) -
94,590 (555,885) -
- (450) -
- - -
- (10,517) -
- (500) -
3,963 - 1,394
14,975 - -
5,984 - -
5,063 - -
7,118 - -
6,046 - -
8,245 - -
4 - -
448,192 (292,956) -
597,988 (1,354,201) 1,394 452,606

61 Annual Report and Accounts 2024-25

Education Support

16b. Restricted funds (continued)

16c. Unrestricted funds

16c. Unrestricted funds
Unrestricted Funds:
Comprise of:
Designated Fund
Fixed Asset
Development Fund
Donation from Associated Charity
Grant Reserve
Additional S75 Fund
Infrastructure Reserve
Free Reserves		 Balance at 31
March 2024 (£)		 Transfers (£)
(42,715)
75,000
500,000
126,000
(743,715)
(42,715)		 Net movement
in funds excl
transfers (£)		 Balance
at 31 March
2025 (£)
5,347,377
1,083,086
132,264
492,396
183,000
126,000
23,962
3,306,669
4,808,853
1,097,198
135,986
183,000
75,287
3,317,382		 581,239
(14,112)
(78,722)
(7,604)
(51,325)
733,002
4,808,853 581,239 5,347,377

62 Annual Report and Accounts 2024-25

Education Support

17. Analysis of Group and Charity net assets between funds

2025
Fixed assets
Investments
Current assets
Current liabilities
S75 Pension Provision
Net assets at 31 March 2025		 General fund
(£)		 Endowment fund
(£)
-
63,144
-
-
-
63,144		 Restricted funds
(£)
-
217,124
-
-
-
217,124		 Designated funds
(£)		 Total funds
(£)
1,083,086
4,085,464
1,688,310
(1,039,215)
(190,000)
- 1,083,086
3,805,196 -
1,373,046 315,264
(1,039,215) -
(190,000) -
3,949,027 1,398,350 5,627,645
2024
Fixed assets
Investments
Current assets
Current liabilities
Long term liabilities
Net assets at 31 March 2024		 General fund
(£)		 Endowment fund
(£)
-
62,952
-
-
-
62,952		 Restricted funds
(£)
-
452,606
-
-
-
452,606		 Designated funds
(£)		 Total funds
(£)
1,097,198
3,932,760
1,281,371
(986,918)
0
- 1,097,198
3,417,202 -
962,385 318,986
(986,918) -
0 -
3,392,669 1,416,184 5,324,411

Analysis of Charity net assets between funds

2025
Fixed assets
Investments
Current assets
Current liabilities
S75 Pension Provision
Net assets at 31 March 2025		 General fund
(£)		 Endowment fund
(£)
-
63,144
-
-
-
63,144		 Restricted funds
(£)
-
217,124
-
-
-
217,124		 Designated funds
(£)		 Total funds
(£)
1,083,086
4,085,566
1,688,308
(1,039,315)
(190,000)
- 1,083,086
3,805,298 -
1,373,044 315,264
(1,039,315) -
(190,000) -
3,949,027 1,398,350 5,627,645
2024
Fixed assets
Investments
Current assets
Current liabilities
Long term liabilities
Net assets at 31 March 2024		 General fund
(£)		 Endowment fund
(£)
-
62,952
-
-
-
62,952		 Restricted funds
(£)
-
452,606
-
-
-
452,606		 Designated funds
(£)		 Total funds
(£)
1,097,198
3,932,862
1,281,369
(987,018)
0
- 1,097,198
3,417,304 -
962,383 318,986
(987,018) -
0 -
3,392,669 1,416,184 5,324,411

63 Annual Report and Accounts 2024-25

Education Support

18. Operating lease commitments

At 31 March 2025 the group had total future minimum lease commitments under non-cancellable operating leases as follows:

At 31 March 2025 the group had total future minimum lease commitments
under non-cancellable operating leases as follows:
Plant and Machinery March 25 (£) March 24 (£)
Maturing within one year (equipment) 5,200 5,200
Maturing between one and five years (equipment) 10,400 15,600

19. Related party transactions

There were no identified related party transactions in 2024/25 (2023/24: none)

The total donations received from trustees in 2024/25 amounted to £770 (£788 received from trustees in prior year)

20. Financial Instruments

20. Financial Instruments
March 25 (£) March 24 (£)
Financial asset measured at fair value 510,000
Financial assets measured at amortised cost 818,015 755,097
Financial liabilities measured at amortised cost 966,961 900,994

21. Contingent Liability

The charity is awaiting the outcome of a legal case against TPT the pension providers. As a S75 has been triggered by the charity, there could be additional liabilities associated with the outcome of this case. Any future liabilities cannot be estimated at this stage and the provision outlined in Note 14 reflects the known liability.

64 Annual Report and Accounts 2024-25

Education Support

The charity for everyone

Education Support 40A Drayton Park, London, N5 1EW +44 (0) 20 7697 2750 educationsupport.org.uk

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Registered Charity No. 1161436 © 2024 Education Support