FAMinternational FAMINTERNATIONAL (A Charitable Incorporated Organisationl REPORT AND FINANCIAL STATEMENTS Year endlng Aprll 2025 Charity Number: 1176909
FAMinternational REPORT OF THE TRUSTEES For the year ended 5th April 2025 Reference and Administrative details Charity nurnber= 1176909 Regislered off ice= 4 Livingstone Road. Christchurch BH23 1 HL Bankers.. Uoyds Bank, Independent Examiner of Accounts.. Sue Winlle FMAAT 27 Bascott Road Bournemouth BH11 8RJ Directors and Trustees The trustees and officers serving during the year and since the year end were as follows'.- The Board of Trustees Trinity Park Catherine Butlin John Butlin Key management personnel Mr John Butlin and Catherine Butlin REPORT OF THE TRUSTEES For the year ended 51h April 2025 Th& trustees a pleased lo present their report and the financial slalements of the charity for the year ended 5Tr April 2025 The financial slalements comply with the Charities Act 2011 and Accounting and Reporting by Charities.. Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard for Smaller Entities.
FAMinternational Structure, Governan¢e and Management Governing Document Famintemational is a charitable incorporated organisation reglstered on 30 January 2018 and is a charity registered rith the Charity Commission. Appointment of Trustees Truste Can be appointed at any time during the year. New Trustees would be appointed if il was felt by the existing Board that the new appointee would add value lo strategic thinking and leadership. 11 would not normally be expected to appoint more than two new trustees al any one time because of induction and training. Trust88 Inductlon and Tralnlng The indu¢tion process fora new Trustee is as follows. A Trustee will meet with the new Trustee to explain all aspects of the Charity and lo provide all relevant infom81ion warding it. The Trustees wll write lo the new Trustee wth a copy of the Memorandum of Association goveming the Ch8rity and 8 Copy of the last sd of ccounls and Annual Review. The Trusl*s will also provide all 8ssislance and information necessary forlhe new Trustee lo become familiar with the activities of the Charity. Organisation The board of Trustees, which Can have LJP to 8 members, administers the Charity. The board fomally meets once per year. To facilitate effective operations, the key manager meets knAth Individual Trustees regularfy throughout the year lusually rllonthlyl and has delegated authority, wthin terms of delegation approved by the Trust for operational matter5 The Charity will work with other related parties and co-operate rith other organisations where and when it is deemed to be of mutual benefit and in developing and supporting the various projects. None of our Trustees receive MUneration or other benefit f rom their work with the Charity. REPORT OF THE TRUSTEES For the year ended 5" April 2025 The charity has established links with FAMadagascar, a charity based in Madagascar working closely with them to achieve their aims. Risk Management The trustees have a risk management strategy which comprises.. - All potential risks being categorised against high, medium or low potential levels of impact rith appropriate st8 to mitigatè thè risks baing discussad and racord8d.
FAMinternational Beforè any volunteers ar8 takèn abroad a thorough risk assèssmènt is conductèd including arèas of activity, travelling, medical facilities, food and accommodation. Volunteer Services The charity relies on voluntary help and during the year the charity benefited from 40 hours of services provxJ&J by volunteers and 1000 hoLJrs of Trustee time, most of this provided by John and Cath Butlin, who voluntarily manage and work forthe charity in a part-time capacity. The TrLJStees thank all volunteers forthe contribLJtion to th8 charity's activitias. REPORT OF THE TRUSTEES For the year ended 5th April 2025 RESERVES POLICY The trustees aim to maintain unrestricled resetves at a level sufficient to cover operating costs for at least 3 months. Unreslriclod rgseNes as of 5th April 2025 amounlgd lo around 6 months operating costs. Our purposes and activities FAMintemalional' s purposes are..
FAMinternational 11 Th@ prevention or rèlief of povèrty orfinancial hardship by providing or assisting in the provision of educatDry training, healthcare projects and all the necessary support designed to enable individuals to generate a sustainable income and be self-suflicient. 21 The advancement of education of children and adults in such ways as the charity Iruslees think fit, includir¥J by awarding sponsorship, maintenance allowances or grants lo enable them to access education and by the provision of educational materials and reso urces. 31 The relief of sickness and the presetvalion of health by providing or assisting in the provision of equipmen( facilities, services and access lo medical tatMent. 41 The relief and care of children and young people without families and those whose families are unable lo propedy care for them by promoting the provision of high quality foster care forsuch children and by supportirvJ foster carers themselves by way of training, support and practical advice in matters relating lo the care and upbringing of children and young people. This purpose to be furthered in cooperation and partnership with the relevant local and national authorities in the country where working. REPORT OF THE TRUSTEES For th8 year ended 5" April 2025 HIGHLIGHTS OF ACTIVITIES IN THE YEAR 5 April 24-5 April 25 Between April 2024 and April 2025, FAMadagascar achieved remarkable progSS in strengthening Madagascar's child protection system, advancing family-based care models, and promoting systemic refonn. Guided by its mission to ensure that every child grows up in a safe, loving, aiid supportive
FAMinternational family environment, FAM continued to lead the national movement toward deinstitutionalization and the development of trusted family-based alternatives to residential care. Expanding Reach and Impact During this period, FAMadagascar supported more than 100 children through its various progrdms acr08g the country. Of these, amund 50 children benefited directly from gatekeeping and farnily reintegration initiatives, implemented in partnership with the child protection center Akany Avoko, which FAM supported in developin¥ Life CaTe Plans and Life Project Plans for each child. These tools ensure that every child has an individualized pathway toward family reintegration, education, and sustainable well-being. Across Madagascar, it Is estimated that over 5.000 children still live in residential institutions. many of whoin could safely be reintegrated into families with proper support and coordination. FAMadagascar's ongoing gatckccping and fostcr carc pilot prograrns aivn to scrvc as practical rnodcls for reducing this number and strengthening family-based solutions nationally. Strengthening Systems Through Partnership and Advocacy One of FAMadagascaT'S' key PTiOrities remains advocating for systcmic TefoTm within the national child protection framework. Thr()ughoul 2024-2025, FAM worked closely with the Government of
FAMinternational Madagascar, particularly the Ministry of Justice and the Ministry of Population. Social Protection, and Promotion of Women, to advance discussions on- Establishing fomul gatekeeping mechanisms at court and conllnunity levels, to prevent unnecessary institutional placements. Developing a legal and regulatory frnewOrk for foster care, introducing the concept of "trusted familics" as an offieially rccognizcd fonn of family-bascd carc. All pilot progrnms implemented under the Gatekeeping and Foster Care Systems are carried out in alignment with govemmental priorities and serve as demonstration models for the national refonn of the child protection system. Building Strategic Partnerships and Global Engagement FAMadagascaT continues to benefit from strong collaborations with international and local partners, including the Martin James Foundation, Hope and Homes for Children. Child's i Foundation, and Akany A voko. New partnerships were also strengthened with the Embassy the French Embassy iii Madagascar, supporting family-based care pilot project and advocacy. On the intemational stage. FAM remains an active member of Transfonn Alliance Africa (TAA) and other networks driving the deinstitutionalization moveinenl across the contineni. In 2024, FAM'S Country Director took part in a Training of Trdiners program in Uganda, gathering 20 African experts to enhance their capacities in trdnsitioning children from institutional to family-based care. This expertise continues to shape FAM'S national training programs and community engagement strategies. The Continuation of the "Trusted Families" Initiative
FAMinternational One of the most significant milestones of the year was the continuation of the Twsted Families Initiative, supported by the Martin James Foundation. This innovalive program promotes safe, nurturing, and culturally rooted fdmily-based Care for children who cannot main with their biological families. It represents a crucial step toward suslainable family strengthening and deinstilutionalizalion in Madagascar, ensuring that every child has the opportunity lo gmw within a loving and supportive environment. Looking Ahead: A Shared Vision for Reform and Reintegration FAMadagascar remains steadfast in its vision of a Madagascar where every child groivs up in a family, not an institution. Our long-tem] strategy focuses on: Sealing up gatekeeping and foster care pilots across regJions. Advocating for family-based care within national legislation. Strengthening community resilience through cducation, livclihoods, and parcnting support. Building capacity among social workers and government actor5 to sustain refotin efforts. By combining local leadership, evidence-based practice, and intemational Collaboration, FAMadagascar continues to lead the movement for child protection syslem refonn ensuring that no child is left behind and that ihe family remains the heart of care in Madagascar. l. Strengthening Famlly Relntegration with Practical Support (2024-2025) At the core of FAMadagasear's mission is the belief that every Malagasy child deserves lo grow up in a lovingfamilj.. rather than institulion. To make this a reality, FAMadagascar actively identifies
FAMinternational children placed in residential care who have living relatives capable ofcare, and then works intensively with those families to reunite an41.suslain them. Before reintegration, FAMadagascar conducts thorough home visits and interviews with children and their relatives to evaluate caregivers capacity and needs (economic, psychosocidl, health, educdtion). Based on this, thc tcam dcvclops a Lfi e Care PlaFZ a pcrsonalizcd madmap for support. • Daily material support for 70 families: We provide essepztial resources such as food packages, school rnaterials, hygiene products, and access to health services for families preparing to reunite with their children. Psyehosoeial support for around 80 families: Trnined social workers offer ongoing counseling to families to strengthen relationshlps, help children adjust after reintegration, and prevent breakdowns in care. Often children are placed in institutions simply because their families lack b&5iC SUPPOrts not because families do not care. By addressing the root cause5 ofseparatiopt, FAMadagascar helps prevent unncecssary separation and cnsurcs that rcunification is safe and lasting. 2. Advancing DeinstitutionalRzatRon WRth Evidence-Based Systems FAMadagascar is pioneering a shift away from residential institutional care which research shows limits children's emotional and social development toward family-cenlered care. Concrete actions tsken: Gatekeeping services which helps to avoid more than 50 children ending up in institutions: FAMadagascar e8tabli8hed thefir.gt specialist gatekeeping.servEce in madagSCUr. Thiq meanq that
FAMinternational when a child is brought before a judge or social services for abandonment or neglect, FAM'S trained team conducts structured assessments to delerniine Éhe best care paihwaj, ensuring placement in an institution is only considered when absolutely ne¢essary. Promoting alternatives: Our team supports families at risk of separation by providing parenling guidance, econoniic support, and re]érrals to communitv services, so instituiional placement becomes the la.ft i'e.gort rather than the defauli. Concrete partnerships & support: 3. Deep Government Engagement for Sustainable Reform FAMadagascar works hand in hand wilh government authorities to ensure that child Protection refom]s are nationally gupported, sustainable, and aligned with international standards. Over the period April 2024 to April 2025, this collaboraiion deepened significantly through renewed agreements, joint advocacy, and techTJical partnetships aimed at transforming Madagascar's child protc¢tion fr¢Work. Concrete partnerships & achievements: Renewal of formal agreements: during this period, FAMadagascar renewed its collaboration agreement with the Ministry of Justice, allowing the organization to continue operating gatekeeping services in partnership with judges in the Children's Department. This renewal fom]alizes FAM'S role in supporting case assessments, family tracing, and decision-making to ensure that institutional placements are used only as a last resort. Strengthening the foster care system.. The renewed partllehlp also covers the implementation and expansion of the foster care model, known as the "Trusted Family" Syst which offers safe, ternporary or long-tcrni fdmily cnvironmcnts for children who ¢dnnot irnmcdiatcly r¢tuni to thcir biological families. • Ongoing legal and polic}, advocacy: FAMadagascar continues to support the Ministry of Justice and the Ministry responsible for Social Protection in advancing the national child protection refomi io
FAMinternational agenda, particularly the development of the Decree on Foster Care and Gatekeeping that has been under technical consultation since 2018. This legal instrument will provide an official framewo recognizing trusted fainily care a5 d forn]al alternative to institutionalization. Advocating for deinstitutionalization: In line with its long-tenn advocacy, FAMadagascar aciively engages government counleTparts to promote the national transition away from instituiional care. Through policy dialogues, workshops, and technical guidance, FAM encourages the government to prioritize family-based care within all future strategies and budgetary planning. Capacity building: FAMadagascar provides hand.s-on tvaining forjudges, Social Service workers, and local authorities to implement gatekeeping processes effectively. This includes assessment tools and case management practices Used in child care decision-making. 4. Expanding Family-Based Care Models with Measurable Support FAMadagascar continues to scale up structured, family-based care that offers stability, pr(>tection, arnl emotional support beyond what institutions can provide. Specific initiatives: Temporary 15 foster care assessment and 13 approvals: FAMadagascar assesses families willing to provide foster care checking housing conditions, caregiijer readiness, bac'kground clearances, and ongoing.fupporl requireme?ILf before approving them to h05t children. • Support to foster families: Once approved, foster families receive regular home visits, psychosocial guidance, andprachcal supplies to help children adapt and thtive in their new homes. This multi-layered approach helps ensure that families whether biological parents or foster caregivers have the resources ond mpport nehvorky they need.
FAMinternational 99 5. The "Trusted Families Initiative with Concrete Outcomes The Trnsted Farniilies Initialive is one of FAMadagascar's flagship programs. Supported by partners such as the Martin James Foundation, French Embassy in Madagascar and international donors, thi5 program lums community members into recognifed carEgi)JEr.s for ¢hildren who cnOt remain with their birth families. li allowed 13 trusted families able to take care for children in danger or victim of abuse situation. How the program Ivorks: • Identification and training: FAMadagascar identifies family who express interest in caring for children and Conducts comprehepLgive training in Child development, trauma-infomied care, and family strengthening, etc. Therefore, in 2024-2025, FAmadagascar conducted not less than 7 training sessions foT those foster families identified. Monitoring and evaluation: Each placement is monitored regularly by professional social workers to ensure that standards of care are met and that child well-being and safety are maintained. Community building: Trusted families a connected with each other in peer.Yupport networkg, sharing experiences and strengthening local capacity. Famadagascar did il through workshop. This initidtivc is not just about placing children in homes; it is about biiilding a community movement Ihal valuesfamily cap'e and invests in long-lerm proleclion and slabilitv for children. CONCLUSION 12
FAMINTERNATIONAL STATEMENT OF FINANCIAL ACTIVITIES (including income and expenditure account) FOR THE YEAR ENDED 5TH APRIL 2025
| Notes INCOME Donations and legacies 2 TOTAL INCOMING RESOURCES EXPENDITURE Expenditure on Charitable activities: Charitable Activities Supportive Costs 3 TOTAL EXPENDITURE 5 NET INCOME / (EXPENDITURE) AND NET MOVEMENT IN FUNDS FOR THE YEAR RECONCILIATION OF FUNDS Funds Brought Forward from Prior Year Current Year Funds Total Funds Carried Forward 5 |
Unrestricted Funds £ 13,411 13,411 21,125 1,711 22,836 (9,425) Unrestricted (b/fwd) 7,465 (9,425) (1,960) |
Restricted Funds £ 80,000 80,000 42,399 0 42,399 37,601 Restricted (b/fwd) 2,284 37,601 39,885 |
2025YE Total £ 93,411 93,411 63,524 1,711 65,235 28,176 Total 9,749 28,176 37,925 |
2024YE Total £ 56,070 |
|---|---|---|---|---|
| 56,070 | ||||
| 61,817 6,549 |
||||
| 68,366 | ||||
| (12,296) | ||||
| BS Funds Total 37,925 |
||||
| - |
The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derives from continuing activities.
FAMINTERNATIONAL BALANCE SHEET FOR THE YEAR ENDED 5TH APRIL 2025
| Notes CURRENT ASSETS Debtors Cash at Bank TOTAL CURRENT ASSETS CURRENT LIABILITIES Amounts falling due within one year TOTAL CURRENT LIABILITIES NET ASSETS THE FUNDS OF THE CHARITY: Unrestricted funds 5 Restricted funds 5 TOTAL FUNDS Accounts Approved by the Trustees Signed on behalf of the Trustees Date : Signature Mrs Trinity Park (Treasurer) |
2025 2024 £ £ - - 37,925 9,749 37,925 9,749 - - - - 37,925 9,749 (1,960) 7,465 39,885 2,284 37,925 9,749 26 January2026 |
2024 £ - 9,749 |
|---|---|---|
| 9,749 - |
||
| - | ||
| 9,749 | ||
| 7,465 2,284 |
||
| 9,749 | ||
FAMINTERNATIONAL NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 5TH APRIL 2025
1. VOLUNTARY INCOME
| Donations and gifts - General Income Martin James - Restricted Income 2. ANALYSIS OF EXPENDITURE ON CHARITABLE ACTIVITIES Direct costs of projects5 /5.1 Support costs-3 3. ANALYSIS OF GOVERNANCE AND SUPPORT COSTS Bank Charges Admin, Postage, Sundries Total Support Costs |
2025 £ 13,411 80,000 93,411 2025 £ 63,524 1,711 65,235 474 1,236 1,711 |
2024 £ 14,930 41,140 |
|---|---|---|
| 56,070 | ||
| 2024 £ 61,817 6,549 |
||
| 68,366 | ||
4. TRUSTEE REMUNERATION
The trustees did not receive any emoluments or reimbursed expenses during the year.
5. MOVEMENTS ON FUNDS
| OP Balance Income Expenditure 06/04/2025 2025YE 2025YE £ £ £ (a) Unrestricted funds: 5.1 General reserve 7,465 13,411 (22,836) (b) Restricted funds: 5.1 Martin James Foundation 2,284 80,000 (42,399) Total Fund 9,749 93,411 (65,235) 5.1 (a) Other Projects: 5.1 (b) Martin James Foundation: A fund for initiating foster care and Ensuring Children Stay in Families (Gate Keeping). Family Preservation to prevent Child Abandonment. |
CL Balance 05/04/2025 £ (1,960) 39,885 |
|---|---|
| 37,925 | |
| (22,836) (42,399) |
30[th] January 2026
FamInterna�onal 4 Livingstone Road Christchurch BH23 1HL
INDEPENDENT EXAMINER’S REPORT ON THE ACCOUNTS
Report to trustees of FamInterna�onl, on accounts for the year ended 5[th] April 2025
Respec�ve responsibili�es of Trustees and examiner
The trustees consider that an audit is not required for this year (under sec�on 144(2) of the Chari�es Act 2011 (the Act)) and that an independent examina�on is needed.
It is my responsibility to:
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Examine the accounts (under sec�on 145 of the Act);
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To follow the procedures laid down in the General Direc�ons given by the Charity Commission (under sec�on 145(5)(b) of the Act), and
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To state whether par�cular ma4ers have come to my a4en�on.
Basis of independent examiner’s statement
My examina�on was carried out in accordance with General Direc�ons given by the Charity Commission. An examina�on includes a review of the accoun�ng records kept by the charity and a comparison of the accounts presented with those records. It also includes considera�on of any unusual items or disclosures in the accounts, and seeking explana�ons from you as trustees concerning any such ma4ers. The procedures undertaken do not provide all the evidence that would be required in an audit, and consequently no opinion is given as to whether the accounts present a ‘true and fair view’ and the report is limited to those ma4ers set out in the statement below.
Independent examiner’s statement
In the course of my examina�on, no ma4er has come to my a4en�on:
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Which gives me reasonable cause to believe that, in any material respect, the trustees have not met the requirements to ensure that:
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a. Proper accoun�ng records are kept (in accordance with sec�on 41 of the Act); and
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b. Accounts are prepared which agree with the accoun�ng records and comply with the accoun�ng requirements of the Act; or
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To which, in my opinion, a4en�on should be drawn in order to enable a proper understanding of the accounts to be reached.
Signed… SueW ……… Date… 30/1/2026…..
Sue Wintle ACIE Associa�on of Charity Independent Examiners 27 Basco4 Road Bournemouth Dorset BH11 8RJ