REPORT OF THE TRUSTEES AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31ST MARCH 2025 for FAMILIES AGAINST VIOLENCE
CHARITY NO 1166240
Families Against Violence Registered Charity No 1166240
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CONTENTS
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Reference and Administrative Information
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Report of the Trustees
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Independent Examiner’s Report
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Receipts and Payments Account
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Statement of Assets and Liabilities
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Notes to the Financial Statement
REFERENCE AND ADMINISTRATIVE INFORMATION
Charity No. 1166240 - Constituted as a Foundation Charitable Incorporated Organisation Trustees who served in the year ended 31st March 2025 and to the date of this report :
Linford Sweeney (Chair): Full year Ahmed Yassin: Full year Barrington Reeves: Full year Alexandra Dixon: Full year
Chief Executive: Ja mes Gregory
Principal Office & Registered Address
St Wilfrid’s Enterprise Centre
Birchvale Close, Hulme
Manchester
M15 5BJ
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Bankers
National Westminster Bank
19 Market Street Manchester M1 1WR
Website www.fav-uk.org
Independent Examiner Jennifer Daniel FCCA DChA Slade & Cooper Limited Beehive Mill, Jersey Street Manchester, M4 6JG
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Trustees Report for the Year Ending 31st March 2025 FAMILIES AGAINST VIOLENCE: DRIVING CHANGE
Our founder
“Every child deserves somebody to turn to. They all deserve encouragement and guidance: the kind of example set by positive role models. Families Against Violence empowers men to be just that. We provide support to young, disadvantaged people so that even the most vulnerable can develop self-confidence and self-esteem.”
James Gregory – Founder & Chief Executive
Background
Fathers Against Violence (“FAV”) was established in March 2011 by James Gregory following the death of his son due to gang related violence. The organisation subsequently registered as a Charitable Incorporated Organisation on 29th March 2016 with the name, Families Against Violence (“FAM”).
Objects
The Objects of the charity as per its constitution are: -
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Providing support and guidance to local young people and their families so that they become more effective members of the community;
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Addressing and reducing gang and gun culture in the community by using a preventative and early intervention model.
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Bringing young people together with the aim of promoting social inclusion that will build their self-esteem, raise their aspirations and encourage them to take greater responsibility for their actions and decisions.
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Making the work of the charity accessible to all members of the community across Greater Manchester for the public benefit.
Mission
FAM’s mission is to limit and prevent the damage, disruption and marginalisation of inner-city communities as a result of exposure to gang culture by: -
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Delivering sports activities to young children in order to raise aspirations and provide tailored support toward positive engagement with education, statutory services and community cohesion initiatives;
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Promoting the positive influence of father figures and male role models with the aim of reducing violence and criminal activity via a bespoke Mentoring Programme
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Providing specialist support services for young people at risk of exposure to gang culture enabling them to make informed choices about their future;
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Providing training to local young people to become sports coaches, supporting them through that process and giving them opportunities to practice the acquired skills; and
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Challenging discriminatory policy and practice and informing public perception about issues affecting inner city communities, particularly those of predominantly BME population.
Our Services and Activities
We run seven (7) 2-hour sessions per week and, in addition, run a Under 21 football team (CUKI FC) that competes in the Manchester Amateur Sunday League.
Mondays – After School Club for 6- to 11-year-olds at Moss Side Leisure Centre
Mondays – Fitness, Employability & Lifeskills for 18- to 21-year-olds at Platt Lane Sports Complex
Wednesdays - After School Club for 12- to 16-year-olds at Moss Side Leisure Centre Thursdays - Fitness, Employability & Lifeskills for 18- to 21-year-olds at Platt Lane Sports Complex
Fridays – Organised Football Session for 16- to 25-year-olds at Platt Lane Sports Complex
Saturdays – Soccer School for 6- to 11-year-olds at Platt Lane Sports Complex
Saturdays – Soccer School for 12- to 16-year-olds at Platt Lane Sports Complex Sundays – CUKI FC U21 matches at various locations in Greater Manchester.
Over the 2024/25 year we estimate that we have had a total of some 9,000 engagements with children and young people, featuring many hundred distinct individuals. None of this would have course been possible without the efforts of our sessional coaches & classroom leaders (20 in the year) and volunteers (45+ in the year), backed by the organisations who have provided financial and in-kind support for our activities. We are also indebted to management and staff at the local sports facilities we use for their support, advice and patience.
These facilities are referenced in the narrative of this Report. MACC, the organisation that supports the voluntary community and social enterprise sector in Manchester, has provided advice and guidance throughout the year.
Structure, Governance and Management
FAM is a Foundation CIO. The charity is managed on a day-to-day basis by Ja mes
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Gregory, Chief Executive, alongside our independent Trustees with experience and key skills in areas such as Finance, Marketing, HR and Law. The Chair, a renowned Black History researcher, educator and writer has over 20 years voluntary sector experience working closely in partnership with statutory, private and voluntary sector agencies. Our other long-standing Trustee is Ahmed Yassin, an acknowledged local community leader with much experience in youth work. He is also an award-winning football coach.
The Trustees met regularly throughout the year.
Risk Management
The Trustees still consider that a significant risk facing the Charity is the potential inability to raise sufficient funds to maintain and develop its principal services of sport activities and mentoring to young people. Good performance with our funded project and the submission of timely and comprehensive monitoring and evaluation reports will mitigate this risk to some extent. In addition, the Charity has also been awarded funding that allows us, as part of a partnership, to hire a professional fundraiser for two days per month.
Our priority fundraising goal last year was to secure multiyear funding, and we succeeded through a three year Reaching Communities grant. This was to support our core costs, including the salary of a Chief Executive.
The increased level of activity that the Charity had built-up over the last year has highlighted the importance of administrative, project management and financial controls. A successful AB Charitable Trust grant was acquired and has supported our core team in the past 12 months. The Trustees have also examined other operational and business risks and can confirm that suitable measures have been taken to mitigate any significant risks.
Introduction
Families Against Violence is pleased to present its Trustees’ Annual Report for the financial year 2024/25. The year was marked by continued growth in demand, significant progress in programme delivery, and further development of the charity’s governance, safeguarding and financial systems.
Our work remained focused on supporting children and young people affected by poverty, exclusion, poor emotional wellbeing, exploitation and the risk of involvement in violence. We continued to provide trusted, community-led support across Moss Side, Hulme, Rusholme, Longsight and neighbouring areas of Manchester.
’ The charity s success continues to be based on its lived-experience leadership, strong
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relationships with local families and its ability to respond quickly when young people and communities experience crisis. Support from the National Lottery Community Fund, The Phoenix Way, Manchester City Council, MCRactive and other funders enabled us to maintain regular mentoring, sport, wellbeing and leadership activities during a period when demand for local youth provision continued to increase.
Programme Delivery and Impact
Throughout 2024/25, Families Against Violence delivered more than 40 hours of youth provision each week. Activities included football and multi-sport sessions, group and individual mentoring, health and wellbeing workshops, girls-only provision, leadership development, volunteering opportunities and holiday programmes.
More than 700 children and young people engaged with the charity during the year, with regular monthly attendance exceeding 500. Many of those supported were previously isolated from organised activities, positive role models or trusted adults. A significant proportion were experiencing behavioural difficulties, poor school attendance, family pressures, anxiety, bereavement or exposure to violence.
Our monitoring demonstrated that:
65% of young people reported fewer incidents of negative behaviour.
75% reported increased confidence to take part in new and positive activities.
More than 30 young people progressed into volunteering and co-delivery roles.
Youth Ambassadors continued to contribute to programme planning, peer mentoring and organisational consultation.
Demand for holiday provision remained exceptionally high, with some HAF programmes receiving twice the number of applications that could be accommodated.
These outcomes reflect the importance of consistent relationships. Young people frequently begin their engagement through sport but remain because they trust the mentors, feel safe and recognise that their views are taken seriously.
Responding to Community Violence and Unrest
One of the most important aspects of our work during the year was supporting young people following incidents of serious violence and community tension.
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Following the fatal stabbing of a 17-year-old young man in Moss Side in April 2024, our mentors engaged directly with young people who were experiencing grief, anger, anxiety and fear. Staff created safe opportunities for them to discuss what had happened, understand their emotional responses and consider positive alternatives to retaliation or further co ct.
Our team worked with community champions, local families, PCSOs, police representatives and other grassroots organisations to gather insight and ensure that young people received consistent and accurate support. The charity’s trusted position enabled us to respond quickly, reduce tension and encourage constructive dialogue during an extremely difficult period.
These experiences reinforced the need for community organisations to be treated as essential partners in violence prevention. Young people often approach trusted mentors and community leaders before engaging with statutory services. Families Against Violence therefore plays an important role in identifying concerns early, sharing local intelligence appropriately and connecting young people with wider support.
Young People’s Participation and Leadership
Young people continued to shape the charity’s delivery and development throughout the year. Participation took place through monthly focus groups, regular informal conversations during sessions, six-monthly questionnaires and one-to-one mentoring discussions.
Youth Ambassadors helped identify emerging concerns, suggest workshop themes and improve the accessibility of activities. Young people also volunteered during holiday programmes, welcomed new attendees and supported younger members of the group.
Their feedback directly contributed to the expansion of girls-only sessions, increased emotional wellbeing support and the creation of clearer progression routes into volunteering and coaching. Several young people began working towards Playmaker, First Aid, safeguarding and introductory coaching qualifications.
Our case studies demonstrate this progression. Young people who initially joined with low confidence, behavioural difficulties or poor school engagement developed into volunteers, peer mentors and aspiring coaches. This movement from receiving support to helping others is one of the charity’s clearest indicators of sustained impact.
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Supporting Girls and Young Women
The charity expanded its targeted work with girls and young women during 2024/25 in response to rising participation and growing concerns about harassment, gender-based harm, social media pressures and emotional wellbeing.
Girls-only sessions provided safe spaces to discuss confidence, identity, relationships, boundaries and mental health. Activities combined mentoring and discussion with physical activity, creative expression and leadership development.
Young women reported that dedicated sessions allowed them to speak more openly than they felt able to in mixed environments. The charity will continue to develop this provision and improve access to trusted female mentors and role models.
Supporting Boys and Young Men
Our work with boys and young men increasingly focused on positive relationships, emotional literacy and preparation for adulthood. Mentors challenged the normalisation of violence, misogyny and harmful ideas about masculinity while helping young men develop healthier ways to manage pressure and conflict.
Sport remained an effective engagement tool, but s essions extended beyond physical activity. Mentors used conversations before, during and after activities to reinforce respect, accountability, teamwork and decision-making.
The charity also recognised that young people require broader pathways beyond football and music. We therefore began strengthening opportunities connected to volunteering, coaching, leadership, enterprise and employment preparation.
Holiday Activities and Food Provision
Holiday provision remained a key part of the charity’s offer. Programmes delivered sport, enrichment, wellbeing activities, nutritional education and healthy meals during periods when children and families were particularly vulnerable.
Demand remained significantly higher than available places, demonstrating both the need for provision and the continued pressures facing families. Young people benefited from safe daytime activities, trusted supervision and opportunities to build friendships while parents received information and signposting to local support.
The charity continued to raise concerns about the administrative and reporting burden
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associated with HAF delivery. Trustees recognised the importance of maintaining accurate records while ensuring that disproportionate reporting requirements did not reduce frontline capacity.
Manchester City Council also awarded Families Against Violence £3,000 to provide food for the weekly Youth Club. This support helped ensure that young people attending activities had a ccess to healthy food and reduced the financial pressure on families. The charity made representations for this support to continue.
Resilience in the Face of Adversity
During the year, Families Against Violence experienced a significant setback when the charity's minibus was deliberately destroyed in an act of arson. The vehicle had become an important asset to the organisation, enabling staff and volunteers to transport young people safely to activities, residential trips, sporting events and holiday programmes, while also removing barriers for families without a ccess to private or public transport.
The loss of the minibus had an immediate impact on our delivery. Several activities required alternative transport arrangements, increasing costs and placing additional pressure on staff and volunteers. Despite these challenges, the charity ensured that no young person missed out on planned opportunities. Through careful planning, support from volunteers and the commitment of partner organisations, we were able to continue delivering services with minimal disruption.
The incident was a stark reminder of the challenges faced by grassroots organisations working within communities affected by crime and deprivation. Rather than allowing this incident to deter our work, it strengthened our determination to remain visible and continue providing safe spaces and positive opportunities for young people.
The Board would like to place on record its sincere thanks to the staff, volunteers, partners and local community who rallied around the organisation following the incident. Their support demonstrated the strength of the relationships Families Against Violence has built over many years and reinforced the important role the charity plays within the communities it serves.
Safeguarding
Safeguarding remained central to the charity’s work. As participation and the complexity of referrals increased, Trustees recognised the need to strengthen systems, training and oversight.
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An independent safeguarding specialist was commissioned to review the charity’s policies and operational practice. The review commended the organisation’s existing culture of care and the quality of relationships between young people and mentors. It also identified opportunities to improve record keeping, escalation processes, supervision and refresher training.
The recommendations were accepted by Trustees and implemented through updated procedures, additional staff and volunteer training, clearer reporting routes and more regular safeguarding discussions at team and Board meetings.
No serious safeguarding incidents related to funded delivery were recorded during the year. However, staff and volunteers identified several lower-level concerns and referred them appropriately to the leadership team. One concern involved a young person who appeared tired and was regularly arriving at sessions hungry. Sensitive conversations identified that the family was experiencing food insecurity. The charity worked with the family and connected them with a local food bank.
In another case, staff noticed that two brothers attended football sessions on alternate evenings. It became clear that they were sharing one pair of football boots. The team contacted a local clothing provider and secured a second pair, enabling both boys to attend consistently.
These ca ses demonstrate how safeguarding is embedded within everyday relationships and how early intervention can prevent difficulties from escalating.
Organisational Development
The year highlighted the need to strengthen the charity’s internal capacity alongside frontline delivery. Growth in attendance, referrals and partnership activity placed additional pressure on administration, programme coordination and financial management.
The Project Coordinator continued to play an important role in organising delivery, supporting volunteers, collecting monitoring data and maintaining relationships with families and partners.
The charity also worked with LINK, which provided valuable in-kind support around strategic communications, organisational development and outreach. This support helped improve how Families Against Violence presented its work and communicated community insight.
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Trustees recognised gaps in the Board’s collective skills and agreed to recruit additional members with expertise in finance, safeguarding, governance and strategic development. The Board remained committed to ensuring that Trustees reflected the communities served while also bringing the professional skills required to govern a growing charity.
Partnerships and Influence
Families Against Violence continued to strengthen relationships with schools, community groups, police teams, youth justice services and voluntary organisations. The charity remained involved with the Peace Alliance, contributing local insight and sharing learning with organisations working to prevent violence and improve community safety. Partnerships with Manchester Metropolitan University, Odd Arts, Powerhouse, Claremont Youth Project, Hideaway, the Rio Ferdinand Foundation and other local organisations increased acce ss to specialist activities and referral pathways.
The charity also continued discussions with MCRactive and GLL regarding future opportunities connected to Moss Side Leisure Centre. Trustees believe that a permanent base would provide greater stability, improve accessibility and strengthen ’ the charity s long-term presence in the community.
The charity’s leadership continued to contribute to wider discussions on policing, racial inequality and youth violence. These opportunities ensured that the experiences of young people and grassroots organisations were represented beyond Manchester.
Monitoring, Evaluation and Learning
Families Against Violence continued to improve how it measures participation, outcomes and organisational learning. Attendance records, questionnaires, focus groups, mentoring notes, parent feedback and partner observations were used to understand progress.
Trustees recognised that growth had occasionally outpaced administrative capacity. The charity therefore began strengthening its data collection and reporting arrangements, including support from an external consultant and Manchester Metropolitan University.
The evaluation process will help the charity better understand which interventions create the strongest outcomes, where additional support is required and how young people’s experiences should influence future delivery.
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Learning was shared through staff discussions, Trustee reports and partner meetings. The charity remains committed to being transparent about both success and areas requiring improvement.
Financial Management
The Trustees continued to monitor income, expenditure and cashflow throughout the year. Regular finance updates were presented to the Board, and financial decisions were reviewed against agreed budgets and funding restrictions.
Families Against Violence worked closely with an independent bookkeeper, with quarterly meetings used to review reconciliations, project expenditure, payroll, grant balances and cashflow forecasts. The charity also retained an independent accountant to prepare annual accounts and provide external oversight and compliance support.
Payments were subject to dual authorisation by two unrelated authorised individuals. Trustees received regular financial information and reviewed significant expenditure before commitments were made.
The Board recognised that increasing demand had placed pressure on available resources. The charity had often prioritised urgent frontline need, safeguarding and continued delivery while income development took longer to secure. Trustees therefore agreed that future funding strategies must include a stronger focus on unrestricted income, core staffing and reserves.
Principal Risks
The Trustees continued to consider the charity’s ability to secure sufficient and sustainable funding as a principal risk. Demand for mentoring, sport, wellbeing and holiday provision increased while local youth services reduced.
Multi-year Reaching Communities funding provided important stability and enabled the charity to maintain core coordination and leadership. Phoenix funding and other grants also supported delivery, emergency response and organisational development.
However, the continued reliance on restricted project funding remains a concern. Trustees will prioritise diversified fundraising, corporate partnerships, commissioned work and applications for unrestricted support.
Safeguarding remains another significant risk because the charity works with increasing
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numbers of vulnerable young people. The independent review, strengthened training and improved monitoring have reduced this risk, but the Board will continue to monitor staff capacity, case complexity and volunteer supervision.
Community unrest and serious violence also create operational and emotional risks. Such incidents can lead to sudden increases in demand, place pressure on staff and affect the wellbeing of young people and volunteers. The charity will continue to strengthen partnership protocols, staff support and rapid-response planning.
Trustees also recognised governance capacity as a risk and therefore committed to recruiting new Trustees and completing regular skills reviews.
Public Bene t
The Trustees have had regard to the Charity Commission’s guidance on public benefit. Families Against Violence provides accessible activities and support for children and young people experiencing disadvantage, exclusion and heightened risk.
Activities are delivered for the benefit of young people and families across Manchester, with particular focus on communities experiencing poverty, racial inequality and reduced acce ss to services. Provision is free or heavily subsidised so that financial hardship does not prevent participation.
The charity’s work also benefits the wider public by reducing antisocial behaviour supporting community safety, improving relationships and creating positive volunteering and leadership opportunities.
Looking Forward
During 2025/26, Families Against Violence will build on the lessons of the past year while ensuring growth remains safe and sustainable.
Priorities will include expanding girls-only provision, strengthening work with boys and young men around positive relationships, developing more progression routes into volunteering and employment, and responding to the continued need for emotional wellbeing support.
The charity will also seek to secure longer-term funding for programme management, administration and delivery leadership. These roles are essential if Families Against Violence is to maintain quality, strengthen evaluation and respond safely to increased demand.
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Trustees will continue to improve governance, financial oversight and safeguarding while developing new partnerships and funding streams. The charity will also progress discussions regarding a permanent community base and increase young people’s involvement in strategic decision-making.
The Trustees are proud of the dedication shown by staff, coaches, mentors, volunteers and young people throughout 2024/25. Their commitment has enabled Families Against Violence to remain a trusted and stabilising presence in communities facing considerable pressure.
We are grateful to our funders, partners, families and supporters. Their contribution has enabled the charity to provide opportunities, safety and hope to hundreds of young people across Manchester.
Declaration
The Trustees declare that they have approved the Trustees’ Report above. Signed on behalf of the charity’s Trustees
Linford Sweeney
Date: 10th January 2026
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INDEPENDENT EXAMINER'S REPORT TO THE TRUSTEES OF FAMILIES AGAINST VIOLENCE
I report to the charity trustees on my examination of the accounts of the charity for the year ended 31[st] March 2025 which are set out on pages 16 to 22.
Responsibilities and basis of report
As the charity’s trustees you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 (‘the Act’).
I report in respect of my examination of the charity’s accounts carried out under section 145 of the Act and in carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act.
Independent examiner's statement
I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:
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accounting records were not kept in respect of the charity as required by section 130 of the Act; and
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the accounts do not accord with those records.
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.
Jennifer Daniel FCCA DChA Slade & Cooper Limited, Chartered Certified Accountants Beehive Mill, Jersey Street Manchester, M4 6JG
Date:
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Families Against Violence
Receipts and Payments Account for the year ended 31 March 2025
| Unrestricted funds Note £ Receipts Donations & Fundraising 386 Grants 52,376 Total receipts 52,762 Payments - - - 416 - Fixed Assets - Other Equipment - Administration 6,097 Event Catering - Match Fees - Insurance - General Expenses - Consulting Fees - Total payments 6,513 46,249 Transfer between funds - Net receipts/payments 46,249 Cash funds at the start of the year 14,091 Cash funds at the end of the year 60,340 Rent Transport Facility Hire Equipment Sessional Staff Net receipts/(payments) before transfers Salaries |
Restricted funds £ - 136,280 136,280 20,000 37,692 - 3,317 53,822 29,922 1,709 - 4,554 10,194 2,595 23,990 4,875 192,670 (56,390) - (56,390) 75,226 18,836 |
Total funds 2025 £ 386 188,656 189,042 20,000 37,692 - 3,733 53,822 29,922 1,709 6,097 4,554 10,194 2,595 23,990 4,875 199,183 (10,141) - (10,141) 89,317 79,176 |
Total funds 2024 £ 1,244 198,766 |
|---|---|---|---|
| 200,010 | |||
| 23,600 29,871 956 6,177 51,223 763 - 7,462 6,402 7,834 562 20,054 6,303 |
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| 161,207 | |||
| 38,803 - |
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| 38,803 50,514 |
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| 89,317 |
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Families Against Violence
Statement of balances as at 31 March 2025
| Unrestricted Restricted funds funds Note £ £ 14,091 75,226 46,249 (56,390) 60,340 18,836 Other assets Fund Fixed assets Unrestricted Total other assets Liabilities Fund Current Liabilities Unrestricted Total liabilities Linford Sweeney (Chair) Approved by the trustees on __ / __ / 2026 and signed on their behalf by: Cash funds Bank and cash balances at start of year Surplus / (deficit) shown on receipts and payments account Bank and cash balances at end of year |
Total funds 2025 £ 89,317 (10,141) 79,176 2025 27,873 27,873 2025 - - |
Total funds 2024 £ 50,514 38,803 |
|---|---|---|
| 89,317 | ||
| 2024 34,785 |
||
| 34,785 | ||
| 2024 - |
||
| - | ||
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Families Against Violence
Notes to the accounts for the year ended 31 March 2025
1 Basis of accounting
These accounts have been prepared on the Receipts & Payments basis in accordance with the Charities & Trustee Investment (Scotland) Act 2005 and the Charities Accounts (Scotland) Regulations 2006 (as amended).
2 Fund accounting
Unrestricted funds are available to spend on activities that further any of the purposes of charity.
Restricted funds are donations which the donor has specified are to be solely used for particular areas of the charity’s work or for specific projects being undertaken by the charity.
3 Trustee remuneration and expenses, and related party transactions
None of the trustees nor any persons connected with them received any remuneration during the year.
No (2024: no) trustees received travel and subsistence expenses during the year.
Aggregate donations with conditions from related parties were £Nil (2024: £Nil).
There are no donations from related parties which are outside the normal course of business and no restricted donations from related parties.
No trustee or other person related to the charity had any personal interest in any contract or transaction entered into by the charity, including guarantees, during the year.
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Families Against Violence
Notes to the accounts for the year ended 31 March 2025 (continued)
4 Analysis of movements in restricted funds
| Total Manchester Active Global Fund Natwest Main Grants Salford & District Legue Fee The Neighbourly Foundation |
Balance at 1 April 2024 £ 55,525 - - 19,701 - - - 75,226 |
Receipts £ 53,915 40,700 9,000 30,070 95 2,500 136,280 |
Payments £ (92,022) (40,700) (9,000) (48,353) (95) (2,500) (192,670) |
Transfers £ - - - - - - - - |
Balance at 31 March 2025 £ 17,418 - - 1,418 - - - |
|---|---|---|---|---|---|
| 18,836 |
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Families Against Violence
Notes to the accounts for the year ended 31 March 2025 (continued)
4 Analysis of movements in restricted funds (continued)
| Total Manchester Active Young Manchester AB Charities Main Grants Postcode Neighbourhood Lottery Sports Foundations Previous reporting period |
Balance at 1 April 2023 £ 42,630 3,334 - - - - 45,964 |
Receipts £ 73,805 - 10,000 47,246 20,000 2,000 153,051 |
Payments £ (60,910) (3,334) (10,000) (26,863) (20,000) (2,000) (123,107) |
Transfers £ - - - (682) - - (682) |
Balance at 31 March 2024 £ 55,525 - - 19,701 - - |
|---|---|---|---|---|---|
| 75,226 |
Name of fund Description, nature and purposes of the fund
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Families Against Violence
Notes to the accounts for the year ended 31 March 2025 (continued)
5 Analysis of movement in unrestricted funds
| General fund General fund Previous reporting period Grammar S William Hide Away MCFC Comm Delivery Moss Side Millenium Sported Foundation |
Balance at 1 April 2024 £ 14,091 - - - - - 14,091 Balance at 1 April 2023 £ 4,550 4,550 |
Receipts £ 52,762 551 9,975 4,800 7,050 2,000 52,762 Receipts £ 46,959 46,959 |
Payments £ (6,513) (551) (9,975) (4,800) (7,050) (2,000) (6,513) Payments £ (38,100) (38,100) |
Transfers £ - - - - - - - Transfers £ 682 682 |
As at 31 March 2025 £ 60,340 - - - - - |
|---|---|---|---|---|---|
| 60,340 | |||||
| As at 31 March 2024 £ 14,091 |
|||||
| 14,091 |
Name of fund Description, nature and purposes of the fund
General fund
Bank and cash balances available for general charitable activities.
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Families Against Violence
Notes to the accounts for the year ended 31 March 2025 (continued)
6 Analysis of fixed assets
Assets retained for charity own use
| Purchased in previous years Laptops PlayStation Music Equipment ThinkPad Samsung Galaxy iPad Desk Top Computers Gazebos Printer iPhone Mini Bus VEO Systems Purchased in 2022/23 Laptop Purchased in 2024/25 Mini Bus Laptop |
Net Book Value 385 600 249 160 95 699 239 318 122 1,205 28,275 2,036 34,383 402 |
Additions - - - - - - - - - - (28,275) - (28,275) - |
Depreciation (257) (400) (166) (107) (63) (466) (159) (212) (81) (803) - (1,357) (4,071) (80) |
Net Book Value 128 200 83 53 32 233 80 106 41 402 - 679 |
|---|---|---|---|---|
| 2,037 | ||||
| 322 | ||||
| 402 - - - 34,785 |
- 29,922 681 30,603 2,328 |
(80) (4,987) (102) (5,089) (9,240) |
322 | |
| 24,935 579 |
||||
| 25,514 | ||||
| 27,873 |
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