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2025-03-31-accounts

Supporting our community to raise happy, healthy, and independent children - working with families towards improved wellbeing, confident parenting and cooperative relationships with schools and other services.

Annual Report & Accounts 2024-25

redhenproject.org Registered Charity No. 1183845

Welcome

We are delighted to share with you The Red Hen Project’s Annual Report and Accounts for 2024–25. It’s more than a set of numbers - it’s a reflection of the lives changed, the relationships built, and the community strengthened.

This year has been one of growth, resilience, and deepened connection. As we celebrated the end of our 25th anniversary year, we reflected not only on the journey we’ve taken with families across North Cambridge, but also on the evolving challenges they face - and the strength they show in overcoming them.

At the heart of everything we do is our exceptional staff team. Their compassion, expertise, and unwavering commitment have been the driving force behind our impact. Whether working intensively with families, running community groups, or developing and fundraising for new initiatives, they bring warmth, skill, and dedication to every interaction. We are deeply proud of the culture we’ve built - one rooted in trust, dignity, and hope.

Together, we supported over 840 individuals, expanded our reach, deepened our partnerships, and invested in new ways to meet emerging needs. Our team, alongside our incredible volunteers, has worked tirelessly to provide compassionate, emotional and practical support, helping children and families move from crisis to confidence. From intensive family casework to soft play sessions and parenting support groups to our active families after-school group, every initiative has been shaped by the voices and experiences of the families we serve.

This year, we concluded our 2022–25 strategic plan, which guided us through a period of expansion, innovation, and increased impact. Building on its success, we undertook a collaborative process to develop our new strategic plan for 2025–28, shaped by the voices of families, staff, trustees, and partners. This new strategy sets out a bold and responsive vision for the future, ensuring we remain rooted in community while adapting to meet growing and complex needs.

We are incredibly grateful to our funders, donors, volunteers, and partner organisations. Your belief in our mission has enabled us to respond flexibly and creatively, ensuring no family feels alone in their journey. Our financial position remains stable, with diversified income and prudent reserves. We’ve continued to strengthen our governance, invest in fundraising and communications, and plan strategically for the future.

Thank you for walking alongside us as we build a brighter future for children and families in Cambridge. Your support makes everything we do possible.

With warm thanks

Lesley Ford Chair of Trustees

Sarah Crick Chief Executive Officer

About Red Hen

Contents

Legal Status/Registration

Charity Registration Number: 1183845 (previously 1072190, formed 1998)

Registered Address: North East Cambridge Charity Hub, Byron House, Cambridge Business Park Cowley Road, Cambridge, CB4 0WZ

Structure and Governance

The charity was founded in May 2019, and is governed by a constitution adopted when it became a Charitable Incorporated Organisation (CIO) on 1[st] April 2020.

Trustees

Lesley Ford (Chair) Sara Garnham (Vice Chair) Sophie Evans Bobby Ford Miranda Gomperts Liezel Hanley Christopher Parsons Helen Skaer

CEO

Sarah Crick

Independent Examiner

Lisa King − Burdett King Accountancy Ltd 8 The Hamiltons, Newmarket, CB8 0NF

Bankers

Lloyds Bank, 3 Sidney Street, Cambridge, CB2 3HQ

Our 2024-25 Impact Report 1
Our Vision, Mission and Values 8
Our Short & Long-Term Outcomes 9
Our Achievements & Highlights 10
Our Work & Reach
Our Team 11
Our Partners & Referral Pathways 13
Key Projects & New Developments 15
Our Strategy 20
Our Thanks 21
Governance 24
Financial Review 25
Financial Statements 30
Families’ Voices 47

Metro Bank, Unit 1 Christ's Lane, Cambridge CB2 3BZ

Other Relevant Information Independent External Evaluation

“Without Red Hen I'd probably either be rocking in a corner following a breakdown and not on Strategic Plan 2025-28 talking terms with either of the schools my children ~~attend, or on a one-w~~ ay ticket to the moon right now. Honestly the work they do is amazing and more so the passion they have for the job they do makes it all the more wholesome. I cannot thank them enough for the help I've had from them and continue to have they are just an amazing bunch, and no judgment, and if they don't know something, they go out of their way to find the answers for you.”

RED HEN PROJECT . 2024-25 IMPACT REPORT more than 840 individuals have accessed support from Red Hen SIAILEI . RED HEN PROJECT 100% eco les Red we have intensively supported foron average 152 children in 63 months families 66 Always there when needed Amazing organisation Non-judgmental Welcoming Trustworthy ' Asking for help isn't easy. l always thought people would think I was a terrible mother. but the best decision I made . was admitting that I was struggling. I would urge any parent who feels like giving up to do the same. '.￿ Good listeners Empowering Helpful Supportive Thankyou to Red Hen. for helping us become us 8gain. - The Red Hen Pmject is doing incredible work to -.support many families. Caring Inclusive Encouraging -< A place to belong 99

CHILDREN are more confident. happier in school and have better wellbeing Average of Child Baseline and Endline • Baseline Endllne IIiAYJdl leadin children having increased emotional resilience. improved school attendance. engagement with education. and better mental health PARENTS/CARERS have better wellbeing. increased parenting confidence. improved understanding of additional needs of their child(ren). and better practical skills (money. work. etc) PARENTS REPORTIMPROVEMENTIN yg?/ aeeess fr• resources that theiy family needs to 9et by ¢•nfldene• In payentlng gen•ral confldence and w¢llbelm9 Of parents who re¢elved 1-2-1 support report they understand better how to address Iheir ¢hildYen's needs leadin better engagement with community activities- including as volunteers. increased sense of community fr better mental health

FAMILIES feel less isolated. are better linked to right services and confident to ask for help. have improved relationships. a¢cess more opportunities and have better access to resources , Cambridge City FC Jo." ort 'findiTr9 it easier to to people like teacheys. doctors. nurses. about my ¢hildren's needs ' lead. lo In families haviTrg fewer crises. receive the right support- including to meet additional needs. and family life is better 91/ re 'famlly11 ort e Is bther. report 'feeliTrg more able to find and et SUPPOrt for them an my family, COMMUNITIES see increased volunteering. parents acting as positive role models. fr better relationships within the community gr/ ?0/ parents say they now know feel Ihey Can play a part In good parentlll9 tips they helping make this community ¢4n Share wilh oth¢Y5 a beltey pl￿¢ for ¢hildren t6/ Id feel more confidenl to help Payenls weiit lo become out in th¢iY ¢ommuTrity Family Amb4554do leajin wider range of services & activities in the community being used. families becoming socially and politically active. reduction i anti-social and risk-taking behaviour

COMMISSIONERS & SERVICE PROVIDERS have better coordinated services around families. and better relationships between services and families r/ t)/ of farnilies Yeport they find it easier lo talk lo professiona15 aboulthier ehildren'5 need Of famllles report they feel more able to Cope if thing5 go wrong in lead 9 1, . reduction in need for higher cost crisis services. savings to the public purse. fr increased social capital ?r/ of families Yep•rt their relationship wlth iheirfhild's school Is improving REFERRERS report significant improvements. particularly i services being rnorejoined up. • Ba8ellne • Endllne Our strong collaboratio with referrers helps build the foundations children need for lifelong success

1666 4.-- visits to our weekly dropins 13 FROM GUIDANCE TO GROWTH: The ripple effect of our new parenting groups 111.lp of parents Teported feeling more confident in their parenting skills and knowledge We engaged in conversations over 8 weekly sessions on key topics such as communication. neurodivergence. parenting styles. and much more. )) *) includi￿9 Par•mts took part famlly m•mb•Ys in ourm•w directly parenling group b•n•fitt•d ¢hildreD

FAMILY OUTCOMES STAR The Star helps parents identify strengths. address challenges. and plan progress across ten key areas. 9 10 Emertive parenting 5EOfiThln$olI.2.1s￿pv0rt Endrtl.2.lJvpprrt 3. 4￿lePt￿l￿1P phy5Kal he•Rh I t• *4ork A one point change on the star scale is deemed statistically significant keegiDg YQ bwndJtie54 Emma reached out to Red Hen for support with her son's behaviour, something she found difficult to undersiand and manage on her own. After a home visil, she expressed interest in joining our 'Suppoiting Childien" progr8mme. From January to April, Emma fully immersed herself in the course. She actively participated In group discussions. openly Shared her experiences, and offered encouragement to fellow parents. Emma particularly valued learning more about herself and her children, and she worked collaboratively with others to develop practical parenting strategies tailored to their unique challenges. Through evaluations. feedback, and questionnaires. Efflma shared that she now tiles to priorilise self-care, feels more patient wlth her children, and is coping much better 88 a pareni. She has noticed a positive Change in her son's behaviour and feels more confident and capable In managing difficult situations. Most importantly. Emma's relationship with her son has grown stronger, and she feels empowered in her parenting journey. Inspired to give back. Ernma has become a Red Hen Family Ambassador. representing the charity and her community al various events. She now volunteers at several Red Hen groups and aclivities. supportlng other familles and sharlng her experiences. Recognising her empathy and leadership. we invited Emma lo become a Parent Peer Supporter for the subsequent 'Supporting Children" programmes. She embraced this role. providing invaluable support to other parents, including one with a visual impairment, helping them to engage and benefii from the course fully. Since completing the programme, Emma is looking lo the future with renewed confidence. She is upskilling heiself. volunteering regularly. and has completed a first aid course as she prepares to return to work. JY Emma's journey is a testament to the transformative power of community support and the difference we can make, not just for individltals, but for families and the wider communily.

.1 feel The Red Hen Project are always there to provide support. Imy Farniiy WorKerl has been excellent, Kind and caring. She never shows Judgment | and helps the best way she can. l always Know she is there to help. vi 4 "Before I discovered Red Hen, I was completely isolated. I didn't go out, we didn't go to the parK and I had very poor mental health. l just wasn't in a good place the Red Hen has supported me for about two years now and there has been such a signiflcant change l attend 2-3 groups a weeK I have support and someone to turn to when thin95 go &. wrong or I'm having a bad day, my Kids have so rnany opportunities and are out almost every day outside of school. I can't thank the Red Hen enough for the support I have received.. 'We have been living in Cambridge for the last 3 years, and we didn't Know anyone. When I read about a workshop wlth Red Hen and Slgned up, things changed. I felt less alone and more included. I saw that there is Kindne55 In this City, and I got the courage to be rnore open as well. I started to be confldent and started to get to Kr]ow people around m This helped me with my everyda life confldence, and as a result, it reflected on my chil ren as well. The feel more confldent and happier as well. by seein9 heir mum confldent, and they feel happier by taKing part in all the events that Red Hen runs. A130, rny children feel safer as when we taKe part In Red Hen's project, there are always some of the people they have met, and they find them ve Kind, and they want to visit the Red Hen s people and events again.. 'Me and my children have had many difflcult challenges In our lives, from relationship5 to schoo15, but we have faced them and corne out stronger thanks to Red Hen's support, and with the amazing attlvities and rneet-ups these guy5 do, you never feel alone.

The Red Hen Project - Annual Report & Accounts 2024-25

Our Vision and Mission

Our vision is a welcoming community where families are empowered to raise happy, healthy and independent children who, in turn, grow up to live life to the full.

To achieve this vision, we support children up to the age of 12, their families and communities in Cambridge, focusing our attention on those who are experiencing challenges in their lives. We work with families towards improved wellbeing, confident parenting and cooperative relationships with schools and other services.

Our Values

• We are respectful and do not judge • We value our local community • We are committed for the long term • We are kind and trustworthy

• We value our local community

For children and their When we deal with other families, this means we: organisations, this means we:

For our staff and volunteers, this means we:

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The Red Hen Project - Annual Report & Accounts 2024-25

Our Short- and Long-Term Outcomes

Children

affected by poor wellbeing and struggling to engage with learning and school, are happier , more confident and have better wellbeing .

This, in turn, creates increased emotional resilience, better mental health, improved school attendance and engagement with education

Families

affected by poverty, stressed family relationships, isolation, and poor access to opportunities have improved family relationships , feel less isolated , access more opportunities and resources and are better linked to and able to seek help .

This, in turn, leads to fewer crises and families receiving the right support - including meeting additional needs. Family life is better.

Parents/carers

who are struggling with the additional needs of their children, parenting challenges, poor wellbeing, and poor access to services have increased parenting confidence and a better understanding of the additional needs of their child(ren), better wellbeing and practical skills (work, money etc).

This, in turn, creates an increased sense of community and engagement with it and improves mental health.

Communities

affected by low income, inequality and socio-economic challenges see parents acting as positive role models , an increase in volunteering and better relationships within the community.

This, in turn, creates an increase in engagement , families becoming socially and politically active and a reduction in anti-social and risk-taking behaviour.

Services and infrastructure

with high demand for costly crisis support, and who are overstretched and struggle to engage some families, see better co-ordinated services around families and relationships between families and services.

This, in turn, leads to increased social capital and savings to the public purse by prevention of crises.

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The Red Hen Project - Annual Report & Accounts 2024-25

Achievements and Highlights

Our Work and Reach

To achieve our mission, we deliver:

We have reached over 840 individuals during this year, creating positive impact across our community, when and where it was needed most.

This year, we saw a continued rise in the complexity of challenges facing families - but also a growing willingness to seek help earlier. Families came to us with a mix of emotional, financial, and practical needs, often shaped by long-term pressures and gaps in public services. What stood out in 2024–25 was the depth of trust placed in Red Hen, and the way our support helped families move from crisis to confidence.

Our experienced team worked intensively with 63 families for on average 6.5 months, supporting 152 children through tailored casework that prioritised relationships, consistency, and dignity.

This long-term approach allowed us to respond flexibly to each family’s situation, helping them build resilience and navigate systems that often feel overwhelming.

To strengthen our response to increasingly complex family needs, we invested in bespoke specialist training for our delivery team, with a focus on neurodivergence and trauma-informed practice. We also embedded regular clinical supervision to support staff wellbeing and reflective practice. These steps have enhanced the team’s confidence and capability, ensuring families receive thoughtful, informed and compassionate support.

Extending our reach to families who may not yet need, or may not be ready for, intensive casework,

Wrapped around this core casework, our outreach programme continued to play an increasingly vital role. From weekly drop-ins to parenting groups and school holiday activities, we created spaces where families built confidence, reduced isolation, and strengthened family and community connections.

outreach activities enabled us to connect with a wider range of families, offering early support and building trust. They also provided a crucial bridge for families who have completed one-to-one support, giving them ongoing access to advice, connection, and practical help. Whether it’s support with parenting, navigating services, or accessing essentials like food and fuel, our outreach work helps families stay resilient and connected long after their initial engagement with Red Hen.

What’s clear is that our model - rooted in trust, time, and community - is making a tangible difference.

Families know they can return when they need to, and that Red Hen will be there with practical and emotional help, delivered with warmth and expertise.

1,666 visits were made to our weekly drop-ins across North Cambridge, offering more than 4,000 hours of open-access support in safe, non-judgmental environments where we reduce isolation and build resilience.

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The Red Hen Project - Annual Report & Accounts 2024-25

Our Team

Our team continued to be the driving force behind everything we do - bringing compassion, expertise and unwavering commitment to families we support.

Welcoming New Family Workers

In 2024–25, we were thrilled to welcome two new family workers to the Red Hen team. Bec and Hilary’s arrival has brought fresh energy, experience, and capacity to our service at a time when demand for support continues to grow. With their help, we’ve been able to reduce waiting times, take on more referrals, and offer more consistent, tailored support to families facing complex challenges. Their skills and dedication have already made a meaningful impact, and their integration into the team has strengthened our ability to deliver high-quality, relationship-based support across the community.

Supporting Development with Bespoke Training

This year, we invested in bespoke training for our Delivery Team through a partnership with The Atrium Clinic. Over nearly seven days, Dr Sara Ireland provided tailored sessions focused on supporting families where children or parents are neurodivergent. The training deepened our understanding of ADHD and Autism and equipped the team with practical tools and strategies. It’s already transforming how we work - boosting confidence, empathy, and outcomes. Many staff members described it as the most impactful training they’ve ever received, and we’re excited to build on this foundation in the year ahead.

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The Red Hen Project - Annual Report & Accounts 2024-25

Introducing a New Role

Volunteers Driving Impac t

This year, we introduced a new Community Family Worker role, which Maria has stepped into with warmth, skill, and dedication. The role was created in response to the growing number of families seeking early support outside of traditional referral routes. By being embedded in community spaces - including at schools and local events - Maria is building relationships with families in a more informal, accessible way. This approach allows us to identify emerging needs earlier, offer timely advice and signposting, and provide a softer entry point into more intensive support where needed. The role is already proving invaluable in strengthening our outreach, reducing barriers to help, and ensuring families feel seen, supported, and connected from the very beginning.

Volunteers have played an increasingly vital role in our group delivery work this year, bringing a wide range of skills, experience and perspectives that enrich every session. Their contributions have been deeply aligned with Red Hen’s values of compassion, respect and empowerment. Their presence not only strengthens our capacity but also enhances the quality of engagement and connection within our groups.

We now have ten members of staff, eight of whom are involved directly in service delivery yearround. We have four family workers and two project workers. Many of our team work part-time hours, giving us a full-time equivalent (FTE) of 7.5.

Intentional Conversations: Evolving Our Support Systems

This year, we rolled out a new team supervision format based on the Health and Safety Executive’s Management Standards approach, designed to help organisations proactively manage work-related stress. Each team member has a regular individual support meeting focused on six key areas known to influence wellbeing at work. This process has enabled more open and intentional conversations about staff development and support needs, beyond day-to-day casework, tasks and projects. By separating operational discussions from wellbeing-focused dialogue, we’re fostering a more holistic and responsive supervision culture.

Strengthening Our Voice and Investing in Growth and Engagement

To support the delivery of our strategic plan, we have invested in dedicated fundraising and communications capacity. This new resource is helping us strengthen our profile, engage more effectively with supporters, and secure the funding needed to grow and sustain our work. It marks an important step in building long-term resilience and amplifying the voice of our community.

Our external evaluation re-confirmed our team goes above and beyond to ensure every child and family is met with dignity, kindness and practical support, helping them move forward with confidence and hope.

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The Red Hen Project - Annual Report & Accounts 2024-25

Our Partners and Referral Pathways

Our partnerships remain central to how we reach and support families. Our partnerships remain central to how we reach and support families. They allow us to offer more diverse, responsive and creative support — shaped by shared values and a commitment to community.

Schools continue to be a vital referral route and a key part of our collaborative approach. Despite ongoing pressures on school budgets and staffing, our close working relationships with school staff have enabled us to identify and support families early, easing some of the burden on teachers, SENCOs and safeguarding leads.

Wheels of Change: Pedals with Purpose

Working alongside Antonio Mariconda and The Liberation Cycle has opened up new possibilities for families in our community. By refurbishing and donating bikes, the charity has enabled over 45 Red Hen families to access safe, sustainable transport — helping with school runs, appointments, and simply enjoying time outdoors. Antonio’s hands-on involvement, from attending events to offering practical cycling advice, has made this more than a donation programme; it’s a relationship built on trust, empowerment and shared values. The impact is already visible in increased confidence, independence and connection among families — and we’re excited to continue building on this work together.

Crafting Confidence Through Community Sewing

Our partnership with Sew Positive brought fresh energy to our work supporting parents’ well-being. Through an 8-week sewing course, parents gained creative skills, built confidence, and found meaningful social connection. The collaboration allowed us to offer something new - a space where creativity and mental health support came together. Several participants have since joined ongoing groups, showing how the partnership has extended its impact beyond the course itself.

At the same time, we’ve continued to diversify our referral pathways to ensure families who may not feel able to approach their school can still access support. Our partnership with Hundred Houses Society has matured into a well-established route, with strong outcomes for families. We’ve also deepened our collaboration with local health services, working with two GP surgeries to support families referred through social prescribing and primary care teams.

We remain deeply grateful to Cambridge Aid and Cambridge Community Nursing Trust, whose support has enabled us to respond quickly to families facing acute financial hardship.

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The Red Hen Project - Annual Report & Accounts 2024-25

Partnering for Play: Brick by Brick

This year, we were delighted to begin a new collaboration with Play Included to bring their ‘Brick by Brick’ LEGO-based therapeutic clubs to CB4 schools. Funding from local legal firm Stobbs (IP) Ltd, including £500 worth of LEGO for Red Hen and the two participating schools, The Grove and Orchard Park. Red Hen played a key role in connecting stakeholders, shaping delivery plans, and supporting logistics. Staff from Red Hen and partner schools completed specialist e-learning training developed by psychologists, specialist consultants, and the LEGO Foundation. The first club launched in February at The Grove, with sessions running through the summer term. Through this creative intervention, we engaged new families and increased participation in our wider programmes.

More than 70 partner organisations strengthen our impact, extend our reach, and help us build a more connected and resilient community. Having a strong culture open to collaborating allows us to access additional resources and specialist help and advice. Together we share our experience and best practices, and work collectively to create solutions to issues facing our community.

Sharing Goals with Cambridge City FC

Our partnership with the club has opened up exciting opportunities for children in CB4. Together this year, we’ve delivered the fourth and fifth holiday coaching sessions led by the club’s U15 and U16 teams, giving over 30 children each time a chance to build skills, confidence and connection in a safe, supportive environment. For the young players, it’s been a chance to develop leadership and coaching experience. Supported by the club’s coaches, parents and the Supporters Trust, this collaboration is a brilliant example of how local organisations can come together to create meaningful, community-driven impact - both on and off the pitch.

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The Red Hen Project - Annual Report & Accounts 2024-25

Key Projects and New Developments

Wild and Active:

Inclusive Spaces for Family Connection

This year saw the launch of our first afterschool group. Created specifically for families to be active together, it has been developed to be inclusive, responsive and engaging — with activities that support regulation, connection and fun. Its design has been informed by learning from our bespoke neurodivergence training. Wild in the Park runs outside in local green spaces from Easter through to the end of October. During the winter months, we move inside and switch to Active Together . The sessions have become a key part of our offer, giving families space to move, play and build relationships.

New Space, Shared Purpose, Big Impact

This year, we moved into the new Charity Hub in Byron House on Cambridge Business Park. A previously empty office space is now being used on a meanwhile basis to support local charities. The opportunity came through collaboration with The Crown Estate and Support Cambridgeshire (CCVS), with support from Savills, who together recognised the mutual benefit of creating a shared space for community organisations. The move has given us a professional and accessible base, while keeping us closely connected to others working with shared values. Already, it’s helping strengthen partnerships, improve visibility, and support the delivery of our growing programme.

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The Red Hen Project - Annual Report & Accounts 2024-25

Expanding Our School Holiday Activities

Developing our Parenting Strategy: A New Approach

This year marked a significant shift in how we deliver our parenting support. Building on feedback from families and staff, and the neurodivergent training we received from The Atrium Clinic, we co-designed a new parenting course tailored specifically to the needs and experiences of the families we work with. The course focuses on building confidence, understanding children’s behaviour - particularly in the context of neurodivergence - and creating space for peer support and shared learning. By embedding this group work into our wider model of support, we’re offering families more accessible, preventative help, while also strengthening community connections and reducing isolation. Early feedback has been overwhelmingly positive, with parents reporting increased confidence, understanding of their child’s needs, stronger relationships with their children, and a greater sense of belonging.

Recognising the pressure that school holidays place on many families - from increased costs to reduced access to support - we’ve expanded our programme of activities during these periods. With support from Cambridge City Council and other funders, we’ve been able to offer a wider range of inclusive, free activities that provide safe, enriching experiences for children and opportunities for families to connect. These sessions help reduce isolation, support wellbeing, and ensure children continue to access positive experiences outside of term time. They also offer a vital continuity of support for families who may otherwise feel the absence of school-based structures and services during the holidays.

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The Red Hen Project - Annual Report & Accounts 2024-25

Celebrating 25 Years: Family Fun Day

On Saturday 13th July, we marked the end of our 25th anniversary year with our biggest event to date - a joyful Family Fun Day attended by over 330 children and parents/carers we’ve supported over the years. The day was packed with activities that brought smiles to every corner of the park: from an inflatable obstacle course and bouncy castle to glitter tattoos, animal encounters, samba drumming, a silent disco, and a sizzling BBQ. The event was a powerful celebration of community, connection, and the journey we’ve shared with families over the past quarter-century. We’re incredibly grateful to Cambridge City Council and the many local businesses and volunteers who made the day possible - from sponsoring ice creams and food to lending equipment and helping with setup. The event was a true reflection of the spirit of Red Hen: inclusive, joyful, and rooted in community.

Soft Play at the New Community Centre

This year, we were proud to be invited to take over the running of the soft play sessions in North Cambridge. These sessions offer a safe, welcoming space for families with young children to play, connect, and access informal support. By embedding Red Hen staff into the sessions, we’ve been able to build relationships with families in a relaxed, non-judgemental environment - often reaching those who might not otherwise engage with services. Notably, we’ve seen a rise in participation from a more diverse range of families, including greater involvement from fathers and caregivers from a variety of cultural backgrounds. This has helped us strengthen community ties, identify emerging needs early, and ensure our support is accessible and inclusive for all living in CB4.

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The Red Hen Project - Annual Report & Accounts 2024-25

CB4Ward, Radical Thinking

This project is exploring new, more relational and radical ways of supporting families with children aged 3–11 who face multiple disadvantages. This was the second of a threeyear collaboration between four local charities - Blue Smile, CPSL Mind, Cambridge Acorn Project, and ourselves - facilitated by Fullscope and funded by Public Health. During the year, we’ve contributed to the development of a new model that places families in the lead, giving them greater agency over their support and decision-making. Our team has been at the forefront of shaping this work, which is influenced by the principles of Radical Help by Hilary Cottam, and we’re excited to be part of a growing movement rethinking how services can better respond to complex family needs.

Enhancing Insight Through Smarter Systems

As part of our commitment to continuous improvement, we have continued to develop our use of our new contact relationship management (CRM) system, which is improving our monitoring and evaluation processes. This is enabling us to collect data more efficiently, gain deeper insights into our impact, and strengthen safeguarding oversight. It is reducing administrative burden for staff, allowing more time to focus on direct support for families. This investment is a key step in ensuring our work remains responsive, evidence-based, and accountable.

Reaching Families at Christmas

Our Christmas outreach in 2024 was our most ambitious and successful yet, supporting 127 families with hampers, gifts, and Christmas dinner ingredients. Thanks to early planning, strong fundraising, and generous partners like The Cambridge Fruit Company, Cadence and MathWorks, deliveries were completed swiftly and warmly. Notably, we welcomed Yuliia, a Ukrainian volunteer, into a sessional project role to connect Ukrainian families with our support, resulting in 17 families receiving festive packages - bringing warmth, joy, and connection to hundreds of children and parents during the festive season.

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The Red Hen Project - Annual Report & Accounts 2024-25

Developing the Family Ambassador Role

This year, we’ve continued to grow and shape our Family Ambassador role - a peer-led initiative that empowers parents who have previously received Red Hen support to give back to their community. Our Ambassadors play a vital role in welcoming new families, sharing their lived experience, and helping others feel seen, heard, and understood. Their presence at groups and events helps break down barriers to engagement, builds trust, and strengthens the sense of community that sits at the heart of our work. As the role develops, we’re exploring new ways to support and train our Ambassadors, recognising the unique value they bring as advocates, connectors, and role models.

Red Hen Connect: Increasing Visibility and Accessibility

2024 saw the launch of Red Hen Connect, a new initiative designed to increase our visibility and accessibility within partner schools. Thanks to additional staff capacity and the evolving community focus of Maria’s role, we were able to offer three Red Hen Connect sessions per term to each referrer school. These two-hour sessions take place at the school gates, where our family workers meet parents informally to offer a listening ear, practical advice, and one-off support. The aim is to reach families who may not yet be aware of what Red Hen can offer. Red Hen Connect is now active in three of our partner schools, and feedback has been positive, with an increase in outreach support and engagement.

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The Red Hen Project - Annual Report & Accounts 2024-25

Our Strategy

Reviewing our last Strategic Plan

Over the past three years, we have made significant strides in delivering on the ambitions set out in our 2022–2025 strategic plan. We expanded our reach, introduced new referral pathways, and formalised our Family Ambassador programme to strengthen peer support. Our team grew in size and capability, enabling us to deepen our impact and respond to increasingly complex family needs.

We improved our monitoring and evaluation systems, developed a new theory of change, and began capturing richer stories of change. We also addressed gaps in core functions like finance and communications as well as focusing on a new home for the charity.

These achievements reflect our commitment to better outcomes for families, and a more resilient organisation - all in response to the increasing complexity of needs in our community. While challenges remain, we are proud of the resilience, innovation and community leadership that have defined this period. These achievements lay a strong foundation for our next phase of growth.

Introducing our New Strategic Plan 2025-26

Co-produced by staff and trustees in the early part of 2025, our new strategy is informed by information gathered from families, referrers and other stakeholders as well as the findings of our external evaluation that was being undertaken in parallel with this process. This evaluation reaffirmed that our work significantly improves:

Cambridge is a city of opportunity, but also of inequality. As the population grows and services face increasing pressure, our work becomes more vital. We are committed to:

Our five aims are to:

[grow our income & access to resources – ][to support our mission, we will have a stable and ] diverse funding base, our resources will support innovation

[invest in our leadership to enable our development - ][our board will be equipped and ] representative, and our leadership will have capacity, be resilient and community-informed

[define & evidence our ethos, values & systemic model of work ][- we will be recognised as ] leaders in family-led, systemic support

[pilot new services for families][ – we will expand our reach and refine our approach - ] successful pilots will be integrated or scaled

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The Red Hen Project - Annual Report & Accounts 2024-25

Our Thanks - funding and broader support

Our finance report highlights the contributions of our funders, fundraisers and donors, many of whom have requested anonymity. We extend our warmest thanks to them all.

Cambridge remains a city of huge contrasts, where significant wealth exists alongside deep-rooted inequality. In 2024–25, we continued to harness the generosity of individuals, local businesses, and community groups. By actively building relationships and telling the story of our impact, we’ve continued to broaden our supporter base and reduce our reliance on any single funding source. This growing diversity in income streams is helping us build a more resilient and sustainable foundation for the future, ensuring we can continue to respond flexibly to the evolving needs of families.

Particular thanks go to the following supporters:

Grant funding from Global Charities, The Simon Gibson Charitable Trust, The Sir Michael and Lady Marshall Grassroots Charity Fund (via Cambridgeshire Community Foundation), Cole Charitable Trust, the Eddington Community Fund (from the Clarion Housing Group) and the Souter Charitable Trust.

Cambridge City Council who provided grant support towards the cost of our drop-in groups, our poverty relief work, our summer trips and a new project where we run the soft play sessions in the new community centre. Their Active Communities team also supported us with the costs of instructors for our wellbeing and after-school groups. Public Health at Cambridgeshire County Council provided funding via Fullscope to support our work in the CB4Ward project.

We received generous donations from groups including the Chamifealion Trust, Fleur de Lys, Reach Community Solar Farm, the Rotary Clubs of Cambridge, and the Cambridge University Masonic Charitable Trust. The Perse Preparatory Parents Association selected us as a charity partner, and we were honoured to receive funds from the Cambridgeshire Crown Court Forfeitures Scheme.

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The Red Hen Project - Annual Report & Accounts 2024-25

Local faith groups Cambridge Vineyard Church, Histon Methodist Church, and the local Quaker group contributed to our work, and we were delighted to receive donations from Jesus, Trinity, and Girton Colleges.

Corporate and local business support came from organisations including Abcam, Aixtron, Amadeus, Big Bear Creative, Brand Unify, Cadence, Cambridge Dream, Co-op, Dassault Systèmes, Igentics, John Lewis, Lane Clarke & Peacock, Mills & Reeve, PEM, Redgate Software, TKMaxx, and Homesense.

Our own fundraising efforts were boosted by events and campaigns supported by organisations such as Accorde Choir, Alex Wood Care Home, Beam Group, Cambridge and Cambourne Stagecoach, Cambridge Future Tech, Cambridge Science Park, Cambridgeshire Law Society, Gog Magog Golf Club, Hawks’ and Ospreys’ Clubs, MathWorks, One Cambridge Square, Sanofi, Some Voices Choir, St Mary’s School, Take 5 Quintet, The Bradfield Centre, and Wilburton Baptist Church.

In the summer of 2024, we were proud to begin a two-year Charity of the Year partnership with Cambridge University Press & Assessment. This collaboration marks a significant milestone for The Red Hen Project, offering not only vital financial support but also opportunities for staff engagement, volunteering, and shared learning. The partnership reflects a shared commitment to community wellbeing and educational equity, and we are excited about the potential to amplify our impact through this meaningful relationship.

We’re incredibly grateful to our growing family of regular donors - a dedicated group whose ongoing generosity supports the heart of our work. Their commitment gives us the stability to plan ahead, grow our services, and reach more families. By becoming a regular donor, you’re not just giving - you’re joining a community that’s helping to build a brighter future for children across our city.

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The Red Hen Project - Annual Report & Accounts 2024-25

We also thank the organisations and individuals who have contributed their time, expertise and resources, often alongside financial support. Their belief in what we do and the help they give remain crucial to our survival

Special thanks to the following special friends

This breadth of support has not only strengthened our financial resilience but also expanded our reach and deepened our roots across the community.

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The Red Hen Project - Annual Report & Accounts 2024-25

Governance

Charitable Objects

The charitable objects of the charity, as set out in our new Constitution, are

To advance the education and development of children and their parents/carers in North Cambridge by providing support, activities and services designed to

Governance and Trustee Responsibilities

Powers and Delegations: The Board of Trustees holds all the charity's powers and authorities. It is ultimately responsible for the charity's overall control and strategic direction and protection of its assets. Day-to-day running of the charity is the responsibility of the CEO, Sarah Crick.

Trustee Appointments and Meetings: Trustees are appointed by the Board and are representative of our community, our families, and our partners. Trustees are re-elected annually at the AGM unless they choose not to stand for re-election. The names of Trustees who served during the year are listed on page 2. During 2024–25, the Board met four times. The quorum for full board meetings is two, or the number nearest to one-third of the total trustees, whichever is greater. The Board is supported by a series of board committees focused on finance, risk, HR and fundraising that meet quarterly as a minimum.

Trustee Recruitment and Diversity: The Red Hen Project is committed to ensuring that its Board of Trustees reflects the diversity and lived experience of the community it serves. Trustees are recruited through a combination of open calls, community referrals, and targeted outreach to ensure a broad range of skills, backgrounds, and perspectives. We actively seek trustees with lived experience of the challenges our families face, and we aim to maintain a balance of professional expertise and community insight. Diversity and inclusion are central to our governance approach, and we continue to review our recruitment practices to ensure they are equitable and accessible.

Induction and Training of Trustees: New Trustees attend an initial meeting where they are provided with a full report on the charity's activities and details of their roles and responsibilities as Trustees, including child protection and safeguarding training. Ongoing training is available as needed. Trustees are made aware that they are able to call additional meetings whenever they feel it is necessary to discuss important issues that arise.

Statement of responsibilities of the Trustees

Red Hen's Trustees are responsible for preparing the Trustees' Annual Report and the financial statements in accordance with applicable law and regulations. The Trustees review and agree financial statements for each financial year which give a true and fair view of the state of the affairs of the charity.

The Trustees are responsible for ensuring the employees of the charity maintain proper accounting records which disclose with reasonable accuracy at any time the financial position of the charity and to enable them to ensure that the financial statements comply with the Charity Commission's requirements.

The Trustees 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.

Statement of Public Benefit

The Trustees confirm that they have complied with the duty in the Charities Act 2011 to have due regard to the Charity Commission's general guidance on public benefit, 'Charities and Public Benefit'. That guidance addresses the need for all charities' aims to be demonstrably for the public benefit.

The Red Hen Project addresses its objectives by providing early intervention in the form of intensive family work, complemented by a range of outreach support designed to support children and families on their journey to independence. This report highlights the achievements of this work over the year.

We aim to help children and families experiencing challenges and disadvantages in our community. No person is excluded on the grounds of race, religion, gender, sexual orientation or social position.

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The Red Hen Project - Annual Report & Accounts 2024-25

2024-25 Financial Review

£285,494 Income - % Breakdown

----- Start of picture text -----
35
30
25
20
15
10
5
0
Grant funding Donations Other income Fundraising Gift aid
%
----- End of picture text -----

£314,653 Expenditure - % Breakdown

----- Start of picture text -----
Management One-off/Capability
& Admin Building
12% 4%
Running Costs
16%
Direct Service
Delivery
64%
Fundraising Costs
4%
----- End of picture text -----

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The Red Hen Project - Annual Report & Accounts 2024-25

Year-end position

Income £285,494
Expenditure (£314,653)
The in-year deficit was £29,159
With the 2023/24 carry forward, we ended the year with an overall balance to be
carried forward as of 31 March 2025 £173,653

We started the 2024-25 financial year with a deficit budget, planning to use unrestricted surplus funds to invest in our capacity following a strategic review that highlighted several under-resourced areas.

For the year ended 31 March 25, our financial performance was £48,675 better than we had planned.

This success is due to our investment in fundraising and raising awareness of the impact of our work, which led to us achieving £44,352 more income than budgeted, along with a modest underspend.

As part of the details provided within the financial statements, we have shown the balances brought forward as unrestricted and restricted. The movement between unrestricted and designated funds is in line with the designated funds policy.

Expenditure

This year’s expenditure was within the overall budget, and we ended the year with annual spend just below £5,000 less than planned.

We budgeted to spend nearly £70,000 more than the previous year due to unexpected increases in income in recent years. This included two large unsolicited donations received in the 2023-24 period. These additional funds, along with other project funding, enabled us to invest in several key areas:

Delivering to meet increased need

Investing in our staff

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The Red Hen Project - Annual Report & Accounts 2024-25

Income

As outlined above, during the year 2024-25, we raised £44,000 more than budgeted. This positive year-end position was mainly a result of an excellent year of fundraising activity, and to a lesser extent, securing more grant funding than expected. Our drive to diversify our income streams continues, and over 66% of funds raised were unrestricted.

----- Start of picture text -----
Income: Plan and Actual 2024-25
100,000
90,000
80,000
70,000
60,000
50,000
40,000
30,000
20,000
10,000
0
Grants Donations Fundraising Referrer Income Gift Aid Income Other Income
Budget £ Actual £
----- End of picture text -----

Referrer contributions

Our partner schools continue to face huge pressures on their budgets, but recognising the value of our work, they have continued contributing towards the costs of the service they receive.

We continued our new partnership with Hundred Houses Society, a social housing provider. Their new referral stream is now fully utilised, and they can offer a unique and valuable service to their tenant families in the CB4 postcode.

We secured funding from our local NHS Integrated Care Board to provide intensive family case work to several families referred through our two local GP surgeries. This enabled us to work on the social determinants of health, underlying issues that play an important role in the well-being of families.

Grant funders

We are grateful to have received a total of £94,000 in grants from several funders. Most of these are for project-based work, but we are particularly thankful for those funders who have been flexible in their approach, allowing us to respond to the needs of our community. These funders trust us to use funds in the best way possible and understand the importance of unrestricted funding and providing funds to help us cover our core costs. Details of the funders and the funds can be found in the notes to our financial statements.

Fundraising

We had a busy year of fundraising, generating over £44,000 from a wide range of activities, including the Cambridge Half Marathon, an informal triathlon organised by two of our trustees, and our successful involvement in The Big Give Christmas Campaign. Alongside our own events, we joined others fundraising on our behalf and received unexpected gifts from others undertaking activities independently. These ranged from bake sales to dance shows, choral choir concerts to a BBQ for tech founders. Great value was received from these activities, taking us into communities where we may have had little presence previously and, therefore, enabling us to reach new potential supporters.

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The Red Hen Project - Annual Report & Accounts 2024-25

Donations

This financial year, we received more than £33,000 from individual donors, and 50% of this was from supporters giving regularly. These funds have been crucial in allowing us to embark on numerous initiatives that have aided children and families in the community through this challenging time.

Over £15,000 was received from businesses, and close to £34,000 was received in donations from groups and organisations.

.

Grants for individuals

----- Start of picture text -----
Business/Corporates
Individual
19%
donations
20%
Regular donors
20%
Groups or other
organisations
41%
----- End of picture text -----

We continue to apply for and distribute funds to individual families experiencing hardship. We are particularly grateful to Cambridge Aid and Cambridge Community Nursing Trust, along with other niche funders.

Financial Governance

As the Charity has grown, so too has its financial and governance maturity. The Finance and Risk SubCommittee meets quarterly to oversee financial performance, strategic planning and risk management prior to the full board.

Reflecting the increasing complexity of our operations, our financial statements continue to evolve in detail and scope. The Charity prepares its accounts on an accrual basis, ensuring transparency and accuracy.

The Trustees maintain a risk register which is reviewed quarterly by the Finance and Risk Sub-Committee and annually by the full Board. Key risks identified include funding volatility, staff wellbeing, safeguarding and reputational risk. Mitigation strategies include diversified income streams, clinical supervision for staff, robust safeguarding protocols transparent communications. The charity’s reserves policy is designed to ensure continuity of service in the event of financial disruption. Trustees are confident that current systems and oversight provide a strong foundation for managing foreseeable risks.

Full accounts for the financial year ending 31 March 2025 are available for review.

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The Red Hen Project - Annual Report & Accounts 2024-25

Reserves

The purpose of The Red Hen Project’s Reserves Policy is to ensure the charity can continue operations through a short-term crisis and, if necessary, close ethically while meeting obligations to beneficiaries, staff and funders. The charity has recently undertaken significant work to better understand what steps would be needed, in what order, and at what cost. This resulted in a careful calculation of the funds needed, with due regard to the support cycles of our intensive support of families with vulnerabilities, and the seasonal variations of our outreach activities.

The Trustees have assessed the charity’s operating model, risk profile and support cycles, and concluded that:

This equates to our new free reserves range being between £90-120k, with £100k as a central working target.

This range is based on:

Designated funds

As at 31st March 2025, total reserves held were £173,653, of which £4,066 are restricted.

The charity is designating unrestricted funds that have been earmarked for several areas identified by the Trustees as exciting opportunities for future growth of the Charity's work and to meet the aims of the new strategy. These can be found in note 14 in the annual accounts. We plan for all these designated funds to be used by March 2026.

£6,500 has been set aside to extend the NHS project for an additional 12 months in order to continue supporting families referred to us by GPs and social prescribers in our two local surgeries, but also to maintain this route to support for those families who aren’t able to access support via their school.

£13,500 is designated to undertake the planning required to set up a pilot project exploring a family approach to Transitions to secondary school, a time of great challenge for many children and their families.

As we near the end of the 3-year Public Health-funded project called CB4Ward we are seeking funding to continue this innovative and impactful work. While we plan to secure some funding during FY25/26, the trustees have agreed to designate £17,000 of unrestricted funding to underwrite this project. These funds will be used on time for the leadership to develop our role as lead partner for the project and enable us to continue working with families over the year using this model.

Finally, trustees have decided, for the first time, to explore expanding our impact beyond the CB4 postcode, and are designating £32,500 to develop a pilot plan to offer our intensive family case work to the Abbey Ward. These funds will be used on time for the leadership to start to develop the pilot and enable us to start working with families in Abbey later in the financial year.

In addition to these projects, the trustees have agreed on a relocation fund of £5,000 to help us find a new home should we need to relocate in the coming year. The Red Hen Project staff team and equipment are currently located in the North East Cambridge Charity Hub, which occupies a ground-floor space in a building on the Cambridge Business Park. Importantly, this is only on a meanwhile basis, and we will need to vacate this space at some point in the future, although timescales are unknown.

This brings the total amount designated for 2025/26 to £74,500. Free reserves therefore remain at a total of £95,086, just above our range minimum. Our working target is £100,000.

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The Red Hen Project - Annual Report & Accounts 2024-25

FINANCIAL STATEMENTS FOR THE YEAR ENDED

31 MARCH 2025

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The Red Hen Project - Annual Report & Accounts 2024-25

STATEMENT OF TRUSTEES’ RESPONSIBILITIES

general applicable law and United Kingdom Accounting Standards (United Kingdom General Accepted Accounting Practice).

each financial year which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources of the charity for that period. In preparing these financial statements, the trustees are required to:

The trustees are responsible for keeping proper accounting records that 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 Charities Act 2011, the Charities (Accounts and Reports) Regulations 2015 and the provisions of the trust deed. They are also responsible for safekeeping the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Approved by order of the board of trustees on 18 November 2025 and signed on its behalf by:

Lesley Ford Chair of Trustees

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The Red Hen Project - Annual Report & Accounts 2024-25

INDEPENDENT EXAMINER’S REPORT TO THE TRUSTEES OF THE RED HEN PROJECT

I report to the trustees on my examination of the accounts of the charity for the year ended 31[ST] March 2025.

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 2011 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

qualified member of the Association of Chartered Certified Accountants.

with the examination which gives me cause to believe that in, any material respect:

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.

----- Start of picture text -----
Lisa King
----- End of picture text -----

Burdett King Accountancy Ltd

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The Red Hen Project - Annual Report & Accounts 2024-25

STATEMENT OF FINANCIAL ACTIVITIES for the year ended 31[st] March 2025

Notes
Unrestricted
Funds
£
Incoming resources
2
Donations
131,629
Grants & referrers’ contributions
3
53,802
Investments
1,177
Fundraising & other income
1,401
188,009
Resources expended
Raising funds
4
12,574
Charitable activities
5
Family case work
108,433
Community outreach activities
63,969
184,977
Net income/(expenditure) before
Investment gains/(losses)
3,032
Net gains/(losses) on investments
-
Net surplus/(defcit)
3,032
Extraordinary items
-
Transfers between funds
(28,693)
Other recognised gains/(losses)
-
Net movement in funds
(25,661)
Reconciliaton of funds:
Total funds brought forward
195,247
Total funds carried forward
169,586		 Restricted
2025
2024
Funds
Total Funds
Total Funds
£
£
£
9,549
141,178
185,508
87,524
141,326
150,532
-
1,177
991
412
1,813
-
97,485
285,494
337,031
-
12,574
520
73,074
181,507
144,801
56,602
120,571
104,726
129,676
314,653
250,047
(32,192)
(29,159)
86,984
-
-
-
(32,192)
(29,159)
86,984
-
-
-
28,693
-
-
-
-
-
(3,499)
(29,159)
86,984
7,565
202,812
115,828
4,066
173,653
202,812

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The Red Hen Project - Annual Report & Accounts 2024-25

BALANCE SHEET as at 31[st] March 2025

Notes
Unrestricted
Funds
£
Fixed assets
Tangible assets
10
652
Current assets
Debtors
11
4,968
Cash at bank and in hand
179,661
184,629
Creditors
Amounts falling due within one year
12
15,696
Net current assets/(liabilites)
168,933
Total assets less current liabilites
169,585
Creditors
Amounts falling due after one year
-
Total net assets/(liabilites)
169,585
Funds of the charity
14
Restricted funds
Unrestricted funds
TOTAL FUNDS		 Restricted
2025
2024
Funds
Total Funds
Total Funds
£
£
£
-
652
1,176
3,500
8,468
7,832
566
180,227
199,181
4,066
188,695
207,013
-
15,696
5,377
4,066
172,999
201,636
4,066
173,652
202,812
-
-
-
4,066
173,652
202,812
4,066
7,565
169,585
195,247
173,652
202,812

and were signed on its behalf by:

Lesley Ford Chair

34

The Red Hen Project - Annual Report & Accounts 2024-25

NOTES TO THE FINANCIAL STATEMENTS for the year ended 31[st] March 2025

1. ACCOUNTING POLICIES

Basis of preparation

therefore, initially recognised at historical cost or transaction value unless otherwise stated in the relevant policies and notes to these accounts.

The accounts have been prepared in accordance with:

Going Concern

organisation by the Board of Trustees, who have developed an appropriate operating plan and financial model which should reasonably expect to see the charity operate just above breakeven, in line with its charitable objectives.

To do this, they have considered whether there are any material uncertainties as to the charity’s ability to continue as a going concern.

which demonstrate that the cash reserves will continue to meet liabilities as they fall due.

community. The return on this investment and the overall financial performance is continuously monitored by both the Executive Leadership Team and the Board of Trustees. Cost reduction measures have been identified, should income be lower than anticipated.

Income

All income is recognised in the Statement of Financial Activities when:

by the FRS 102 SORP or FRS 102.

Grants and donations are only included in the Statement of Financial Activities when the general income recognition criteria are met. In the case of performance related grants, income has only been recognised to the extent that the charity has fulfilled the performance related conditions are met.

Gift Aid receivable is included in income when there is a valid declaration from the donor. Any Gift Aid amount recovered on a donation is considered to be part of that gift and is treated as an addition to the same fund as the initial donation unless the donor or the terms of the appeal have specified otherwise.

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The Red Hen Project - Annual Report & Accounts 2024-25

NOTES TO THE FINANCIAL STATEMENTS (continued) for the year ended 31[st] March 2025

1. ACCOUNTING POLICIES (continued)

Expenditure

third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably.

direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between activities on a basis consistent with the use of resources. Central staff costs are allocated based on time spent, and depreciation charges allocated on the portion of the asset’s use.

Raising Funds

Costs of raising funds are costs incurred in attracting voluntary income, and those incurred in trading activities that raise funds. Fundraising costs are those incurred in seeking voluntary contributions and do not include the costs of disseminating information in support of the charitable activities. Support costs are those costs incurred directly in support of expenditure on the objects of the CIO Governance costs are those incurred in connection with administration of the CIO and compliance with constitutional and statutory requirements.

Creditors and provisions for liabilities

Creditors which are measured at settlement amounts less any trade discounts. A liability is recognised at its historical value and then subsequently measured at the best estimate of the amount required to settle the obligation at the reporting date.

Tangible Fixed Assets

Assets used by the charity are capitalised if they have a useful economic life of more than one year and cost at least £1,000. Acquisitions are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.

the cost or valuation of assets less their residual values over their useful lives on the following bases:

proceeds (net of any cost of disposal) and the carrying value of the asset and is credited or charged to the Statement of Financial Activities as a surplus or deficit.

At each reporting period end date, the charity’s management shall review the carrying amounts of its tangible and intangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any).

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The Red Hen Project - Annual Report & Accounts 2024-25

NOTES TO THE FINANCIAL STATEMENTS (continued) for the year ended 31[st] March 2025

1. ACCOUNTING POLICIES (continued)

Taxation

The charity is exempt from tax on its charitable activities.

Fund Accounting

General, unrestricted funds are available for use at the discretion of the Trustees in furtherance of the general objectives of the charity.

raised by the charity for particular purposes. The aim and use of each restricted fund are fully disclosed in the notes to the Financial Statements.

Designated funds represent unrestricted funds that have been ringfenced at the discretion of the Trustees for a specific purpose, such as future investment in operations or assets.

2. ANALYSIS OF INCOME

Notes
Unrestricted
Funds
£
Donatons and legacies
Donations and gifts
80,095
Gift aid
13,377
Legacies
-
Community events and partnerships
38,157
Grants which are in substance, donations
-
131,629
Charitable actvites
Referrer’s contributions
43,802
Grants provided by Institutions
3
10,000
Secured grants for individual families
-
Other
1,401
55,203
Income from investments
Interest on cash balances
1,177
TOTAL INCOME
188,009		 Restricted
2025
2024
Funds
Total Funds
Total Funds
£
£
£
3,350
83,445
84,071
-
13,377
29,112
-
-
-
6,199
44,356
70,825
-
-
1,500
9,549
141,178
185,508
-
43,802
39,500
84,000
94,000
109,207
3,524
3,524
1,825
412
1,813
-
87,936
143,139
150,532
-
1,177
991
97,485
285,494
337,031

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The Red Hen Project - Annual Report & Accounts 2024-25

NOTES TO THE FINANCIAL STATEMENTS (continued) for the year ended 31[st] March 2025

3. ANALYSIS OF GRANTS FROM GOVERNMENT AND OTHER INSTITUTIONAL FUNDERS

include charitable foundations, statutory bodies, and corporate donors who have supported specific programmes and restricted activities during the year.

Public Bodies
Cambridge City Council
Community Grants
Cambridgeshire County Council
Public Health
Cambridgeshire County Council
Cultivate Grant
Cambridgeshire County Council
Fullscope – Public Health Collaboration
Cambs & P’boro ICS (NHS)
Cheshire Community Assura Grant
Charites & Trusts
Cambridgeshire Community Foundation
Warwick & Dominey Fund
Cambridgeshire Community Foundation
The Sir Michael & Lady Marshall
Grassroots Charity Fund
Green Hat
Cole Charitable Trust
The Simon Gibson Charitable Trust
Global Charities
School Family Work projects
Other
Tesco
Groundworks		 2025
£
32,500
-
-
1,000
12,000
-
2,500
-
2,000
10,000
34,000
-
94,000		 2024
£
22,354
18,333
15,000
1,000
-
2,520
10,000
1,000
-
39,000
1,000
110,207

4. RAISING FUNDS

Unrestricted
Funds
£
Seeking donations
11,226
Fundraising platform costs
1,348
12,574		 Restricted
2025
2024
Funds
Total Funds
Total Funds
£
£
£
-
11,226
-
-
1,348
520
-
12,574
520

38

The Red Hen Project - Annual Report & Accounts 2024-25

NOTES TO THE FINANCIAL STATEMENTS (continued) for the year ended 31[st] March 2025

5. CHARITABLE ACTIVITIES COSTS

CHARITABLE ACTIVITIES COSTS
Direct Cost Support Cost 2025
(note 6) (note 7) Total Funds
£ £ £
Family case work 138,576 42,931 181,507
Community outreach activities 63,663 56,908 120,571
202,239 99,840 302,079
Direct Cost Support Cost 2024
(note 6) (note 7) Total Funds
£ £ £
Family case work 90,515 43,178 113,693
Community outreach activities 58,598 57,236 115,834
149,113 100,414 249,527

6. DIRECT COSTS OF CHARITABLE ACTIVITIES

Family workers and consumables
Project workers and consumables
Costs of drop-in groups etc
Grants secured for individual families
Travel, and other expenses		 Family
Community
2025
2024
Work
Outreach
Direct Costs
Direct Costs
£
£
£
£
131,808
-
131,808
87,565
-
57,395
57,395
45,273
-
6,080
6,080
5,635
4,264
-
4,264
2,950
2,505
188
2,693
7,690
138,576
63,663
202,239
149,113

7. APPORTIONMENT OF SUPPORT COSTS

Management & administration staf costs
Consultancy & professional fees
Training & other staf costs
Ofce costs, including IT/Software
Insurance and other governance
Marketing, memberships & sundry expenses		 Family
Community
Work
Outreach
£
£
16,192
21,464
7,980
10,578
2,281
3,024
9,468
12,550
1,179
1,563
5,831
7,729
42,931
56,908		 2025
Support
Costs
£
37,656
18,558
5,305
22,018
2,742
13,560
99,840		 2024
Support
Costs
£
48,171
19,750
7,465
19,609
3,965
1,454
100,414

39

The Red Hen Project - Annual Report & Accounts 2024-25

NOTES TO THE FINANCIAL STATEMENTS (continued) for the year ended 31[st] March 2025

8. TRUSTEES’ REMUNERATION AND BENEFITS

During the years ended 31[st] March 2024 and 2025, the trustees did not receive any remuneration or expenses.

9. STAFF COSTS

The trustees delegate day to day operations to their CEO, Sarah Crick. No employees received remuneration in excess of £60,000 during the year

The average monthly number of employees during the year was as follows:

2025 2024
Governance / Administration 3 3
Charitable activities 6 6
9 9

10. TANGIBLE FIXED ASSETS

Ofce
Equipment
£
COST OR VALUATION
At 1 April 2024
1,586
Additions/Disposals
-
At 31 March 2025
1,586
DEPRECIATION AND IMPAIRMENTS
At 1 April 2024
411
Charge for year
524
At 31 March 2025
934
NET BOOK VALUE
At 31 March 2025
652
At 31 March 2024
1,175
DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR
2025
£
Amounts due from funders
1,000
Prepayments and accrued income
7,468
8,468		 Total
£
1,586
-
1,586
411
524
934
652
1,175
2024
£
7,500
332
7,832

11. DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

40

The Red Hen Project - Annual Report & Accounts 2024-25

NOTES TO THE FINANCIAL STATEMENTS (continued) for the year ended 31[st] March 2025

12. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR

Amounts due to suppliers
Amounts relating to contracts/performance-related grants
Taxation and social security
Other creditors and accruals		 2025
£
3,356
7,000
3,937
1,403
15,696		 2024
£
1,942
-
2,794
641
5,377

13. RELATED PARTY DISCLOSURES

There were no related party transactions during the year ended 31[st] March 2025, nor during the year ended 31[st] March 2024.

14. MOVEMENT IN FUNDS

At
Net
01.04.2024
movement
£
(Note 15) £
Unrestricted Funds
Core funds
190,247
3,032
Designated funds/Projects:
Abbey Ward Pilot
-
-
Transitions Pilot
-
-
CB4Ward Project
-
-
Continuation of NHS project
-
-
Ofce relocation provision
5,000
-
195,248
3,032
Restricted Funds
Back to School Appeal
93
(93)
Soft Play and Drop-in Groups
-
(7,640)
School Family Work Project
-
(119)
Budget Cooking Project
5,807
(2,184)
Parenting Course
-
(1,339)
Summer Trips
-
(8,596)
Individual Grants
-
(148)
Ley’s Extra Curricular Fund
412
(164)
NHS ICB
-
(4,400)
Mathworks Cosy Xmas Fund
39
(39)
Red Hen Crisis Fund
1,095
(899)
Poverty Relief Project
-
(6,451)
Stella’s Food Fund
119
(119)
7,565
(32,192)
Total Funds
202,812
(29,160)		 Fund
At
Transfers
31.03.2025
£
£
(98,193)
95,086
32,500
32,500
13,500
13,500
17,000
17,000
6,500
6,500
-
5,000
(28,693)
169,586
-
-
7,640
-
119
-
-
3,623
1,339
-
8,596
-
148
-
-
248
4,400
-
-
-
-
196
6,451
-
-
-
28,693
4,066
-
173,652

41

The Red Hen Project - Annual Report & Accounts 2024-25

NOTES TO THE FINANCIAL STATEMENTS (continued) for the year ended 31[st] March 2025

15. ANALYSIS OF NET MOVEMENT IN FUNDS

Income
Donations (including gift aid)
Grants
Fundraising events and partnerships
Referrer contributions
Other
Resources Expended
Direct costs of charitable activities
Raising funds
Management & admin staf costs
Consultancy & professional fees
Training & other staf costs
Ofce costs, including IT/software
Insurance and other governance
Marketing, memberships & sundry
Income less expenditure		 Core
Funds
£
92,786
10,000
38,158
43,802
2,577
187,323
80,365
12,055
31,114
18,558
5,305
21,796
2,742
13,041
184,977
2,346		 Back to
School
£
-
-
-
-
-
-
93
-
-
-
-
-
-
-
93
(93)		 Soft Play & School Family
Drop-ins
Work Project
£
£
-
-
12,500
35,000
-
-
-
-
412
-
12,912
35,000
18,974
35,119
-
-
1,578
-
-
-
-
-
-
-
-
-
-
-
20,552
35,119
(7,640)
(119)		 Cooking
Parenting
Summer
Individual
Project
Courses
Trips
Grants
£
£
£
£
-
-
255
57
-
2,500
5,000
3,524
500
-
-
-
-
-
-
-
-
-
-
-
500
2,500
5,255
3,581
2,676
3,733
11,741
3,729
-
-
519
-
-
-
1,073
-
-
-
-
-
-
-
-
-
8
105
-
-
-
-
-
-
-
-
518
-
2,684
3,838
13,851
3,729
(2,184)
(1,339)
(8,596)
(148)

42

The Red Hen Project - Annual Report & Accounts 2024-25

NOTES TO THE FINANCIAL STATEMENTS (continued) for the year ended 31[st] March 2025

ANALYSIS OF NET MOVEMENT IN FUNDS: Continued

Income
Donations (including gift aid)
Grants
Fundraising events and partnerships
Referrer contributions
Other
Resources Expended
Direct costs of charitable activities
Raising funds
Management & admin staf costs
Consultancy & professional fees
Training & other staf costs
Ofce costs, including IT/software
Insurance and other governance
Marketing, memberships & sundry
Income less expenditure		 Ley’s Extra
Curricular
£
-
-
-
-
-
-
164
-
-
-
-
-
-
-
164
(164)		 NHS
ICB
£
-
12,000
-
-
-
12,000
13,935
-
2,356
-
-
109
-
-
16,400
(4,400)		 Mathworks
Cosy Xmas
£
-
-
1
-
-
1
39
-
-
-
-
-
-
-
39
(39)		 Red Hen
Crisis Fund
£
-
-
696
-
-
696
1,596
-
-
-
-
-
-
-
1,596
(899)		 Poverty
Stella’s
Relief
Food Fund
£
£
3,038
-
17,000
-
5,000
1
-
-
-
-
25,038
1
29,954
120
-
-
1,535
-
-
-
-
-
-
-
-
-
-
-
31,489
120
(6,451)
(119)		 TOTAL
FUNDS
£
96,136
97,524
44,356
43,802
2,990
284,808
202,238
12,574
37,656
18,558
5,305
22,018
2,742
13,560
314,652
(29,845)

43

The Red Hen Project - Annual Report & Accounts 2024-25

Families’ Voices

“My family support worker has been so helpful, friendly and understanding. Not once have I felt judged. Felt like I could talk freely about what my boys and myself are going though and been though. The support and understanding she has showed to me has been amazing. Myself and my boys are so grateful.”

“We attended many summer events that were run by Red Hen. My children had lovely time and I enjoyed as well. We felt as part of a family and with all the respect and welcoming we were treated. We felt less lonely as we don’t have family near and many friends left for holidays. As we couldn’t afford to spend days out, with Red Hen’s days out we had something to look forward to and someone to count the summer days together with.”

“From the start of our time together, my Red Hen family worker was very professional, welcoming and friendly. It was clear that she had a genuine passion for what she does and this made it easy for me to be open and transparent with her about anything and everything.

She supported myself and my son through various challenges during our time together, and I feel very grateful to have had her time and knowledge throughout!

She accompanied me to meetings with my son's school and a GP appointment, which made all the difference for me. I always felt listened to by her, and she gave kind words and encouragement when needed. During our time with The Red Hen Project, me and my son attended various activities/events such as Wild at the Park, Holiday lunches and a trip to Wicksteed Park. These opportunities kept my son entertained and gave me the chance to speak with other adults. With these things being cost-free, I did not have to worry about financial strain, which was a relief. Red Hen was able to help me with signposting and pointed me in the right direction regarding various things.

I would like to give a massive thank you to The Red Hen Project team! You have made such a difference and have impacted our lives in such a positive way!”

“Due to health reasons this year I have not been able to do much at all with my children over the summer, and it’s been incredibly difficult. But a day out at Wicksteed Park was something I could do because I knew there would be help and support available if I needed it. My children sometimes struggle to play together due to the age gap and my eldest child being autistic. But going somewhere they can both enjoy themselves together helps to build their bond and give them positive memories of childhood despite the difficulties we face daily.”

“When you're completely stuck in a rut, very unhappy and generally pouring your heart out, to get an amazing family worker, who turned out to be our fairy godmother, pushing for all the help and making the environment a better place for us all was amazing! A huge Thank you to Red Hen on our family’s behalf.”

“I had a lot of support from Red Hen since my children were small. They have supported me as I was struggling with parenting and mental health problems. I have attended the groups that was provided by Red Hen, and I felt that I was supported and I could talk to the family workers and staff anytime I was struggling. My children are older now, but I know that if I need any advice, I could contact Red Hen and they are always supportive. Red Hen is an amazing organisation, and I have observed how their support has made a difference for not only us but a lot of other families around the area. I also made friends and felt less isolated by attending the groups and trips provide by them. Thank you, Red Hen.

44

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