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2025-12-31-accounts

Company registration number: CE019969 Charity registration number: 1186903

SFAC

(A company limited by guarantee) Annual Report and Financial Statements for the Year Ended 31 December 2025

GRC Accountants Limited 166 Banks Road West Kirby Wirral Merseyside CH48 0RH

SFAC

Contents

Reference and Administrative Details 1
Strategic Report 2
Trustees' Report 3 to 16
Independent Examiner's Report 17
Statement of Financial Activities 18 to 19
Balance Sheet 20
Notes to the Financial Statements 21 to 29

SFAC

Reference and Administrative Details

Charity Registration Number 1186903 Company Registration Number CE019969 Registered Office SFAC c/o Bridge Community Church Rider Street Leeds LS9 7BQ Independent Examiner GRC Accountants Limited 166 Banks Road West Kirby Wirral Merseyside CH48 0RH

Page 1

SFAC Stratcgic Report for the Year Ended 31 December 2025 The trusttts, who are directors for the purposes of ¢otnpany law, present their Straiegic report for the year ended 31 December 2025, in compliance with s414C of the Coinpanies Act 2006. The strate ic report was approved by the trustees of the charity on . and signed on its behalf by.. rNi tee stley Page 2

SFAC

Trustees' Report

The trustees, who are directors for the purposes of company law, present the annual report together with the financial statements of the charitable company for the year ended 31 December 2025.

Trustees and officers

The trustees and officers serving during the year and since the year end were as follows:

Trustees: Jane Booth Enzo Martinelli (resigned 31 July 2025) Mr Nigel Priestley John Woodhouse Neena Kamal (resigned 31 March 2025) Mr Idris Muyiwa Robin Spencer (resigned 30 September 2025)

Statement of trustees' responsibilities

The trustees (who are also the directors of SFAC for the purposes of company law) are responsible for preparing the trustees' report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice), including FRS 102 "The Financial Reporting Standard applicable in the UK and Republic of Ireland".

Company law requires the trustees to prepare financial statements for each financial year. Under company law the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including its income and expenditure, of the charitable company for that period. In preparing these financial statements, the trustees are required to:

The trustees are responsible for keeping proper accounting records that can disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

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

Name:

SFAC (Strengthening Families and Children. Formerly known as Strengthening Families for Abandoned Children).

Charity Number : 1186903

Page 3

SFAC

Trustees' Report

Address: C/o Bridge Community Church, Rider Street, Leeds, LS9 7BQ

CEO Review

2025 was a year of growth and continued impact in the care and protection of children. In the year we:

And 75% of all our projects were subsidised either partially or fully - enabling our work to be accessible to all organisations.

Our work in 2025 included reviewing football club community trusts...highlighting strengths and areas for development, with improvements to systems, policies and practice enacted

We have provided ongoing support to organisations in Sierra Leone, Kenya, Eswatini, Uganda, Lesotho, and Morocco as they develop new care services and become involved in national system change. For example in Morocco, Fape, are piloting for the government a child protection unit with our support and expand their foster care programme.

Our work in Indonesia continues to see more children returning home, the care planning system being implemented with the government recognising the practice and seeking to roll this out nationally, and discussions taking place around foster care, family support (mother and baby support centres) and community living programmes. Whilst in Thailand we supported an organisation review of its children’s homes practice and begin to reflect on future foster care plans and in Sri Lanka a review of a case management system was completed to support national reunification work.

In India we continue to see the growth and impact of the protective behaviours programme being used to support young people affected by sexual abuse and trafficking, whilst over eight organisations received training in the foundation course to implement into their programmes and services. The protective behaviours programme is a therapeutic course training people in trauma-informed, psychology, neuroscience and very practical ways for people to feel and be safe.

Our work with Vennture in the UK was mentioned and praised in reviews of their reducing parental conflict toolkit which SFAC supported them create using protective behaviours. And, we continued ongoing support in Paraguay and Brazil with discussions around judicial practice, foster care programmes and kinship.

Globally too SFAC was involved in numerous workshops around topics including foster care, care planning, the importance of social work as well as advocacy and awareness work with Homecoming in the UK, and internationally at Rising Tides conference in USA, CAFO in Nigeria and various online forums and events.

Our protective behaviours foundation training maintains popularity with a number of organisations trained across various countries this year, with follow up calls supporting implementation of those ideas in Zambia, Eswatini, Iraq, Kenya, India and UK. This brought SFAC in front of a wider audience to spread good practice ideas.

This is due to the incredible support of our donors. We have managed to increase regular donations, an amazing achievement shared with our donors who continue to support us and are part of SFAC and its achievements.

We are also very grateful to three legacy donations. It is always a mixed emotion; sadness at the loss and grief for family and friends, and, amazement that SFAC was chosen to benefit with a donation in memory. We aim to always truly represent this legacy by using it in projects that will have a lasting impact.

And, our impact continues to be significant.

Page 4

SFAC

Trustees' Report

In 2025 we embarked on doing more to review how our work has had an effect long-term. The ‘Where’ Page on our website is the start of us demonstrating how SFAC’s work has ongoing impact. We heard about projects in Tajikistan where foster care legislation is based on SFAC work completed in 2015! We celebrated with our friends at Casa Viva (Costa Rica) that they now have had 1000 children in their foster care programme. We received news from LifeVision in Egypt how they have initiated their programme of kinship and foster care using SFAC tools and resources. And, we heard about how protective behaviours had been ‘transformative’ in the ongoing work of an organisation in Lesotho. These are just a small handful of examples of how SFAC impact has made a significant difference to the quality of practice, as well as enabling more family care services to exist and thrive.

SFAC’s contribution to global care was recognised at the UK government launch of the Global Charter for Care Reform, a UK sponsored initiative to support implementation of the United Nations Conventions on the Rights of the Child. SFAC’s patron and CEO were invited to attend as our project in Paraguay was selected as an example of care reform - a country that when we started had significant numbers of children in children’s homes, no foster care programme, fragmented services, and was not a recognised cabinet level department in government. Now it has over 800 foster care families, is building 100 children’s centres (inspired by the government visit to the UK hosted by SFAC), is reforming its workforce with training and is using SFAC’s continuum of services model (based on Every Child Matters UK government model) in its legislation.

It is a remarkable feature that SFAC has had such influence in Paraguay and across so many organisations and countries.

Our work continues to grow with expansions seen in safeguarding and standards of practice reviews and supporting organisations develop foster care programmes. Protective behaviours courses remain popular offering practical therapeutic trauma informed and much more strategies and techniques. Whilst our work across national systems, child protection, judiciary and family support programmes remains strong. In 2025 we conducted:

With the increasing demand SFAC saw us use both employed and consultancy staff and I was pleased to bring Isaac Agyei into the SFAC fold.

Strategically SFAC has now entered year one of its new five year business and strategy plan. The aim is for SFAC to:grow to a turnover of £200,000 and full time equivalent staff of five people across the world (doubling our income and staff team) and impacting more organisations to improve their care and protection of children.

Chair of Trustees Review

The Annual Report confirms that despite all the challenges that face organisations working for change in the face of global uncertainty, cost of living pressures, international development budget cuts and a general downturn in the donating patterns of individuals, SFAC has had another remarkable year.

Page 5

SFAC

Trustees' Report

The pressures impact SFAC directly but also indirectly as those that commission our services are themselves stretched in capacity and financial resource. This impacts their ability to sustain changes in services as well as commission training and consultation services from SFAC. It is therefore heartening to see SFAC maintain high levels of subsidy to ensure accessibility. With that comes increasing tensions of SFAC needing more funding. Financial sustainability remains SFAC’s core need but this year, thanks to many generous donations, we have continued to flourish and for that all trustees are thankful. Without our donors our team can achieve very little. With our donors they can achieve remarkable results and improve the lives of children around the world. It was a delight for the SFAC to hear witness of this in our last trustee meeting.

The Report bears testimony to the outstanding work of the team: Dan Hope, Dr Caitlin Lance Hope, Mick Pease, Isabel Khumalo, Leah Denes and Joseph Luganda. This team has been added to by social work trainer, Isaac Agyei. As Chair of Trustees delight in the skills and diverse experience and knowledge available to meet the opportunities that have come the way of SFAC.

No charity can survive without a robust, supportive and committed Trustee Board. Every member has continued to play a crucial role this year. I'm delighted that the Board has been strengthened by the addition of Lilian Wheeler. Their skills enable SFAC to meet its responsibilities and ensure SFAC fulfils our objectives to alleviate hardship, promote family and child services in communities and ensure more children can experience the implementation of their rights under the United Nations Convention on the Rights of the Child.

For trustees this is in the public good and fulfills our charitable duties under the charity commission which all SFAC trustees have regard and knowledge of at all times.

As trustees we continue to support, review and challenge, where necessary, our CEO to deliver against our strategic goals, implement our vision, mission and values.

2025 also saw SFAC embark on our new five year strategy and this is summarised below:

Our Practice Strategy 2026-31:

SFAC seeks to continue to be a leading organisation in the global reform of children’s care and protection.

History:

The world in 2002 was dominated by children’s homes, with minimal use of foster care and kinship care; countries and organisations lacking clear systems and structures to determine which child needs what help when, and children remaining in care until 18.

The world in 2026 is changing - we have the Global Charter for Care Reform, we have the UNGA (2019) resolution calling for national change, and we are seeing more and more organisations and countries begin transformation.

SFAC has been at the forefront of this; as an advocate calling for change, to working with pioneering organisations delivering foster care for the first time (and often the first time in their country), to working with governments and judiciaries to support moves to national systems promoting family care. Our work in Paraguay, Brazil, Cambodia, and Uganda is often used as an example of care reform. But we are just at the beginning.

Globally over 1 billion children are identified as being at risk of significant harm; children’s homes remain the predominant alternative care model, national systems for care and protecting children are in their infancy, and organisations are calling for assistance. SFAC seeks to respond to that and continue in the journey began in 2002.

What we will do:

SFAC will seek to be agile and responsive, available when organisations need and seek our assistance wherever in the world.

Page 6

SFAC

Trustees' Report

SFAC will continue to build excellence into other organisations practice through the delivery of high quality training, advice, mentoring and resources.

We will develop and deliver more training workshops, consultation services and resources for organisations including:

Our Objectives:

SFAC’s aim over the next five years is to:

Our Aim:

We want to see a world in five years time where:

Page 7

SFAC

Trustees' Report

Our Services:

To achieve this we will provide:

Our Strategic Business Priorities for 2026-31:

To achieve our practice aims SFAC aims to:

Trustees will continue to monitor, review and amend the plans for 2026-31 in response to global and national issues to ensure SFAC’s survival and ability to thrive.

Review of 2020-2025 Strategic Plan

Our previous strategic and business plan was successfully implemented. It saw SFAC develop from a one-person organisation with £50,000 a year average turnover in 2018 to an organisation that is now averaging £100-120,000 a year average, employs 2.5 full time equivalents, has diversified its staff team and board membership, has tripled organisations SFAC works with, expanded into multi-disciplinary training and support, created a SFAC brand with a website and social media presence whilst maintaining above average engagement in its newsletter. During this time SFAC has negotiated the COVID-19 crisis, ongoing cost of living crisis and other international events.

2026 Plan:

Targets for 2026 are:

Page 8

SFAC

Trustees' Report

Governance:

Constitution

SFAC is governed by a Charitable Incorporated Organisation that is formed by its constitution approved on 19th November 2019. Approval for transfer of assets and liabilities was given by the Charity Commission from SFAC 1095091 (an unincorporated charity of the same name) on 12th December 2019.

Our constitution sets our objectives as follows:

The Objects of the CIO are, for the public benefit, to promote and develop fostering projects for children throughout the world, including but not limited to:-

4.1. the provision of family and child support services within local communities;

4.2. the provision of financial assistance to children’s homes and older children with education fees and/or vocational training;

4.3. any other activity that is charitable by law that would aid the relief of hardship and poverty to children and develop their skills, capacities and capabilities and enable them to participate in society as mature and responsible individuals.

SFAC interprets this into our vision and mission below:

Our Vision is for children all over the world to grow up in an environment where they: can be and feel safe, have a sense of belonging and the best chance to thrive.

Our Mission is working with organisations and practitioners to equip them with the knowledge, skills and resources they need to provide the highest quality care and protection of children.

Page 9

SFAC

Trustees' Report

Trustees

2025 saw three changes to the trustee board. Enzo Martinelli, Neena Kamal and Robin Spencer resigned their posts and Lilian Wheeler joined. The board is now 5 people strong and covers a number of areas of skills and experience.

Nigel Priestley, chair, is a lawyer with national recognition for his work in kinship care, adoption and guardianship cases. Nigel also has lived experience as a kinship carer and adoptive parent. John Woodhouse has a social work background and now runs two organisations (Dialogue and Safeguarding Network) that provides consultancy and training to organisations in the UK. Jane Booth has significant experience in senior management in social work local authorities, Cafcass, and inspection services. She also completes serious case reviews. Lilian Wheeler is a social worker who runs a children’s home in Cornwall. Lilian is also from Kenya and brings both perspectives into her role. Idris Muyiwe is an accountant and SFAC treasurer. He is from Nigeria and has experience working there and in Europe with national and international charities.

Our board has the following responsibilities designated to people:

Overall the board would like to add one or two more people and will be seeking new board members in 2026.

Page 10

SFAC

Trustees' Report

The trustee board has met on a quarterly basis and continues to have one meeting in person as a minimum - this took place in Leeds in December. The meeting involved remote attendance from organisations SFAC has worked with over the last years, as well as contractors SFAC use joining the call to talk to trustees about their work.

Regular communication between the chair of trustees and CEO takes place once a fortnight and includes an in person meeting once a quarter. The chair of trustees also has regular individual meetings with trustees and the CEO also holds regular meetings with the treasurer (Idris Muyiwe), Jane Booth re: safeguarding, and, with all other trustees as required.

Trustees were all recruited following interviews and safeguarding checks being completed. They all receive information about their role including copies of the ‘Essential Trustee Guide’ from the Charity Commission. In addition they have access to the SFAC Trustee Hub (intranet) where they can access all policies and procedures.

Staffing

SFAC continues to employ one full time member of staff: Dan Hope CEO and social work trainer.

SFAC also employs Mick Pease (two days a week) and Dr Caitlin Lance Hope (one day a week). In addition we use social work contractors: Joseph Luganda (based in Uganda), Leah Denes (based in Australia) and Isaac Ageyi (based in Ghana).

Dan Hope, is a registered social worker and qualified practice educator of student social workers. Dan has experience working in children’s homes, child protection and alternative care, family courts and work overseas in Kenya and Uganda before working in SFAC as a volunteer since 2011 and full time since 2017, becoming CEO in November 2019.

Dr Caitlin Lance Hope is a registered and licensed chartered psychologist, and protective behaviours trainer. Caitlin has experience working with refugees in Australia, working in schools, and then in India with two organisations who provided a children’s home and another that worked with those who had been sexually trafficked and abused. Caitlin has been with SFAC since 2016.

Mick Pease is a qualified social worker but is no longer registered as such. He worked extensively in foster care and adoption, but also has experience of children’s homes in UK and Brazil. He is the founder of SFAC.

Leah Denes, contractor, is a qualified and licensed social worker in Australia and has experience of working in the UK as well as personal lived experience of this work. Leah is also a qualified protective behaviours trainer. Leah has worked in numerous roles in child protection, alternative care and family support services.

Joseph Luganda is a trainer as a qualified teacher and has qualified as a social worker in Uganda this year but has significant experience in the field having managed a foster care, child headed household and child protection programme in Uganda, advised the government in Uganda, worked with Ekisa Ministries on programmes of care with children who have disabilities, and is a consultant on numerous projects involving the care and protection of children in Uganda and Kenya.

Isaac Agyei is a qualified social worker who led a foster care project in Ghana for many years and previously worked in a children’s home.

SFAC also uses:

Isabel Khumalo is contracted by SFAC on a as needed basis to provide HR and Administrative support. Isabel is based in Zimbabwe.

SFAC also has Srilakshmi Viswanthan on a casual worker basis as our graphic designer based in Leeds.

All employees are offered a NEST pension with Mick Pease opting out due to age.

Page 11

SFAC

Trustees' Report

Contractors are paid upon invoice and SFAC has an agreement with Multiplier who service the payments and ensure all agreements are legal and comply with local laws of each contractor.

SFAC uses a pay scale designed independently and approved by trustees. SFAC uses a cost of living international comparison tool for those contracted overseas using the pay scale SFAC adopts.

SFAC uses Agency for Good since September 2025 to deliver our website and they are completing a SEO and website review for SFAC to be delivered in 2026.

SFAC did contract Sam Nybondo based in Zimbabwe until September 2025 when Sam moved to China and left her post with SFAC. We wish her well.

SFAC uses GRC Accountants for payroll and annual reports.

Volunteers

In addition to the staff team various volunteers support our work.

District Judge Ranjit Uppal coordinates all SFAC legal training and provides his time for free. Ranjit is supported in this by Nigel Priestley, our chair of trustees and practising lawyer in children’s care and protection. This year they were joined by Judges from Leeds division of the Family Court and lawyers Louise McCallum, Sara Anning and Philippa Wordsworth.

Tara Sullivan provides communications expertise to our team.

All volunteers undergo DBS checks, interview and abide by the volunteers handbook, code of conduct and complete SFAC safeguarding training and access to all policies and procedures.

Risk Register

SFAC maintains a risk register which is regularly reviewed by trustees. SFAC has a number of policies and procedures to manage various risks associated with safeguarding, health and safety, safe recruitment, travel, working with organisations, employment, fundraising, money laundering, communications and marketing, data protection, and privacy.

Our main risks and mitigation strategies are listed below and subject to ongoing trustee oversight with the CEO and form part of the 2026-31 business and strategic plan:

Page 12

SFAC Trustees, Report Current subsidyscheme IN place to prioritise smaller organisations and charge larger. Small fund currentlycreated to supwrt subsidies capped at ￿5,000 per year for 3 year& Exploring grants and joint bids to fund SFAC contributions Into projects. Financial Sustainability long-term and immediate cash flow. Fundraising. marketing and communications 5trategyto increase funding and flows of funds. Cash flow managed by monthly review& Financial risk rnanagement strategy In place including guidance for use of Teserves for cash flow managernent Organisations lackir)g resources to Implement new programmes Advocacy work wilh oiher chariiies and campaigns to promote international funding including Homecoming campaign. workwith Global Charter for Care Reform and other initiattves. Remewed regularlywith organisations and is part ofour agile, responsive approach towork at pace. needs and resources of local organ Isations Organisations lacki ng resources to fund SFAC 5ervice5 Fundraising. marketing and communications strategyto increase funding and flows of funds Financial mismanagement Use of Xero and electronic systems that mean all transactions and use transparent and recorded. Financial policy in place including delegated authoritie5. Oversight by trustees ofall bank accounts, credit card and other Page 13

SFAC Trustees, Report facilities. No cash usage in organisation. Reputational risk to SFAC due to an organisations poor practice Due diligence process with new organisations completed Involvirig CEO and trustee following guidance provided by charity commission and i n line with our Working with Organisations policy ar)d stated high risk appetite that recc¥Jnise5 SFAC works with organisations whose standards may be low and therefore require our services. Working with Organisations arKI Terms and Conditions set out PrC￿esS of SFAC stopping work wrth an organisation due to concerns around practice and safeguarding. SFAC staff ot trustees involved In abuse of a childfvulnerable adult Safe recruitment pr<￿esSeS In place for staff. contractors and trustees. Regular revie)hS of staff. contractor5 and trustees information lw11￿ and other agencies as appropriatel Ccxyes of conduct and safeguarding standards in pla￿. Minimal contact as SFAC is not a direct del Iver of services. Maintaining quality of 5ewice5 and ènsuring advi￿ Issafe. contextual and up to date. I nve5twent in staff traini ng and research Including access to academic reviews. current practi￿ training internationally_ Training prcMJrammes regularly reviewEd Ir￿luding ￿er reVIe￿d with partner organisations. (Jjality a&surance performance reviews and appraisals. SFAC completes due diligence on Money laundering and terrorism Page 14

SFAC

Trustees' Report

Trustees have confidence the above are all manageable risks mitigated by policies and processes in place and regularly reviewed by trustees. Policies include safeguarding, working with organisations, finance, money laundering and anti-terrorism, health and safety, employment, travel, fundraising, marketing and communications, data protection and privacy. These are all reviewed by trustees and there is a regular formal review every two to three years of each policy. In 2026 safeguarding, employment, health and safety and travel are all due formal reviews.

Serious Incidents and Regulator breaches.

SFAC had no serious incidents or safeguarding concerns to report to the charity commission during the year.

Finances

SFAC finances in 2025 saw SFAC receive higher than normal income of £204,000 . This was mainly due to one-off donation of £100,000 as a legacy gift by an individual.

The significant legacy donation has been set aside to create a subsidy account at £20,000 a year for 5 years.

Expenditure is at £133,000 in 2025. This is slightly higher than usual as SFAC invested in training for staff in protective behaviours training qualifications, website reviews and had IT expenses to replace broken laptops. SFAC also attended two international conferences incurring full costs of travel and accommodation.

How we Manage Money Received.

All money received is held in three bank accounts. We have two accounts with Reliance Bank for day to day income and expenditure which is used as only one account details is ever given for public or organisational use. The other maintains the income and is only known to SFAC.

SFAC also has a WISE account to enable money to be paid into it from overseas and to support staff overseas (from UK) to spend money without need for cash.

SFAC holds a reserves account with Reliance Bank and a further account is with United Trust Bank to manage our subsidies account.

Donors can use CAF donation site which manages gift aid on our behalf.

Organisations can also pay fees via Stripe to our bank account or via WISE.

We no longer have a paypal account.

Page 15

SFAC Trustees, Report How We Spend Money Received (expeDdÉture) All monies Teceived from individuals and organisations is used for two main reasons.. To cover SFAC core costs (salary and Tunning Costs) To provid¢ subsidies to organisations who cannot otherwise a¢¢e$s our gervices We continue to work from home to reduce costs and Tegularly review our running costs to ¢n5ur¢ valu¢ for money. Our running Costs average ?OO/o of our total expenditure but these include costs linked to projects such as Inileage. training developrnent for staff, professioiial membership, license cost5 to deliver protcciive behaviours. insurances for staff and the organisation, 2ceountancy cost%, regulatory rnernberships. IT licenses that enable us to deliver online training and advice as well as store partner organisations infonnation and host a website. For SFAC our tsainers are our project costs as it is through ernploying or contra¢ting them that we provide services to otheT organisations. This constiiutes the rest of our costs. Reserves SFAC rnaintains a reserves policy. The reserves remain within 6-12 months of operational running Costs and are reviewed by the board of tru5te¢s a regular basis. Currently SFAC has 7 months rurtning ¢osis in reserves. Financial Risk Statement The trustees believe the charity Is in a managyeable flnancidl posilion and has no imminent risks or conceTns in terms of ils financial health with income projected to cover this year and finan¢ial strategies in place to cnact should future expected iD¢ome fail to maierialise. Blldgel forecasts are regularly reviewed by the CEO and b)ard to ensure that there are no unexpe¢ted issues regarding cashflow or sustainability. Long-tenn, the charity need5 to raise more Tt)oney to fulfil its business plan and strategic objectives and plans are in place to ettable this lo succeed. Our Future We aim to continue to strive for excellence in our governan¢e, training and delivery of services. Our aitn is to continue io impletnent our PTaciice and business strale8ies to enable SFAC to grow and maintain its place as a core part of the global care r¢fonn mov¢m¢nt. The annual ort was approved b). the trust¢¢s of the charity on .. .... and signed on its behalf by.. Page 16

SFAC Independent Examiner's Report to the trnstees of SFAC ('the Company,) I report to the charity trustees on my examination of the a¢¢ount5 of the Company for the year ended 31 December 2025. Responslbllities And b*$is of report As the charity's trustees of the Company (and also its dir¢¢tors for th¢ purposes of company lawl you are responsible for the preparation of the accounts in accordan¢¢ with the requirements of the Companies A¢t 2006 {'the 2006 A¢t'). Havirtg saiigfied myself that (he accounts of the Company are not required to be audited under Part 16 of the 2006 Act and ar¢ eligible for independent examination. I report in respect of my examination of your charity's accounts as carried out under section 145 of ihe Chariiie5 Act 2011 {'the 2011 A¢t'). In carying out my examination I have followed the DI[￿tionS given by the Charity Commission under Section 145(5)(b) of the 2011 Act. Indep¢nd¢nt t￿mIller,9 $t#tement I have completed my examination. l ¢onfim thai no matters have come to my att¢nlion in ¢om)ection with the examination giving me ¢ause to believe.. accounting records were not kept in respect of SFAC as required by ￿¢tion 386 of the 2006 Act. or 2. the accounts do not accord wilh those re￿rds. or 3. the ac¢ounts do not comply with the a¢countin8 requiremenis of section 396 of the 2006 Act other than any requirement that the accounts give a 'true and fair view, whi¢h 15 not a matter considered as pgft of an independent examination,. or 4. the a¢¢ounts have not been prepared in accordance with the methods and principles of the Ststemeni of Re¢ommended pr￿tiCe for accounting and reporting by charities lappli¢able to charities preparin8 their accounts in a¢¢ordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)]. I have no concerns and have come a¢ross no other matters in connection with the examination to whi¢h Attention should be draMTr in thi5 Teport in order to enable a proper understsndin8 of the accounts to be reached. Gareth Cooper ACCA 166 Banks Road West Kirby Wirral M¢rsey5ide CH48 ORH Date:.... Page 17

SFAC

Statement of Financial Activities for the Year Ended 31 December 2025 (Including Income and Expenditure Account and Statement of Total Recognised Gains and Losses)

Note
Income and Endowments from:
Donations and legacies
3
Charitable activities
4
Investment income
5
Total income
Expenditure on:
Raising funds
Charitable activities
Other expenditure
6
Total expenditure
Net income
Net movement in funds
Reconciliation of funds
Total funds brought forward
Total funds carried forward
15
Note
Income and Endowments from:
Donations and legacies
3
Charitable activities
4
Investment income
5
Total income
Expenditure on:
Raising funds
Other expenditure
6
Total expenditure
Net expenditure
Net movement in funds
Reconciliation of funds
Total funds brought forward
Total funds carried forward
15		 Unrestricted
funds
£
151,316
38,747
1,094
191,157
(23,603)
(1,000)
(95,395)
(119,998)
71,159
71,159
77,436
148,595
Unrestricted
funds
£
50,074
60,360
1,181
111,615
(9,306)
(116,270)
(125,576)
(13,961)
(13,961)
91,397
77,436		 Restricted
funds
£
12,625
-
-
12,625
-
-
(12,625)
(12,625)
-
-
-
-
Restricted
funds
£
13,076
-
-
13,076
-
(13,076)
(13,076)
-
-
-
-		 Total
2025
£
163,941
38,747
1,094
203,782
(23,603)
(1,000)
(108,020)
(132,623)
71,159
71,159
77,436
148,595
Total
2024
£
63,150
60,360
1,181
124,691
(9,306)
(129,346)
(138,652)
(13,961)
(13,961)
91,397
77,436

The notes on pages 21 to 29 form an integral part of these financial statements. Page 18

SFAC

Statement of Financial Activities for the Year Ended 31 December 2025 (Including Income and Expenditure Account and Statement of Total Recognised Gains and Losses)

All of the charity's activities derive from continuing operations during the above two periods.

The notes on pages 21 to 29 form an integral part of these financial statements. Page 19

SFAC (Registration number: CE019969) Balance Sheet as at 31 December 2025 2025 2024 Note Current &ssets tkbiors C￿h at bank and in hand 12 13 2,862 143,995 79,516 79,516 146,857 Creditor5: Amounts falling due within one year 14 1,738 12.080) et assets 148.595 77,436 Funds uf the charity: I'nrestricted income funds Lnresiricted funds 148,595 77,436 Total funds 15 1411,595 77,436 For the financial year ending il December ?a?5 the charity was entitled to exemption from audit under se¢lion 477 of lh¢ Companies Act 2006 relating io small coinpanies. Directors, rcstM)nsibilities: The tnembers have not requircd the chariry to obtain an audit of its accounts for the year in question in a¢cordan¢e with section 476. and The directors acknowledge iheir responsibilities for complying with the ￿quirements of the A¢t with re5pe¢t to accountin8 records the pr¢paratioJi of accounts. The financial statements on pages 18 to 29 were appToved by the trustees, and authorised for issu¢ on d 5ign¢d on their behalf by.. rNigel ee ey The notes on pages 21 to 29 forn] an integral part of these finan¢ial statefftents. Page 20

SFAC

Notes to the Financial Statements for the Year Ended 31 December 2025

1 Charity status

The charity is limited by guarantee, incorporated in , and consequently does not have share capital. Each of the trustees is liable to contribute an amount not exceeding £Nil towards the assets of the charity in the event of liquidation.

The address of its registered office is: SFAC c/o Bridge Community Church Rider Street Leeds LS9 7BQ

2 Accounting policies

Summary of significant accounting policies and key accounting estimates

The principal accounting policies applied in the preparation of these financial statements are set out below. These policies have been consistently applied to all the years presented, unless otherwise stated.

Statement of compliance

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice (applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)) (issued in October 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

Basis of preparation

SFAC meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy notes.

Going concern

The trustees consider that there are no material uncertainties about the charity's ability to continue as a going concern nor any significant areas of uncertainty that affect the carrying value of assets held by the charity.

Exemption from preparing a cash flow statement

The charity opted to early adopt Bulletin 1 published on 2 February 2016 and have therefore not included a cash flow statement in these financial statements.

Income and endowments

All income is recognised once the charity has entitlement to the income, it is probable that the income will be received and the amount of the income receivable can be measured reliably.

Page 21

SFAC

Notes to the Financial Statements for the Year Ended 31 December 2025

Donations and legacies

Donations are recognised when the charity has been notified in writing of both the amount and settlement date. In the event that a donation is subject to conditions that require a level of performance by the charity before the charity is entitled to the funds, the income is deferred and not recognised until either those conditions are fully met, or the fulfilment of those conditions is wholly within the control of the charity and it is probable that these conditions will be fulfilled in the reporting period.

Grants receivable

Grants are recognised when the charity has an entitlement to the funds and any conditions linked to the grants have been met. Where performance conditions are attached to the grant and are yet to be met, the income is recognised as a liability and included on the balance sheet as deferred income to be released.

Investment income

Dividends are recognised once the dividend has been declared and notification has been received of the dividend due.

Expenditure

All expenditure is recognised once there is a legal or constructive obligation to that expenditure, it is probable settlement is required and the amount can be measured reliably. All costs are allocated to the applicable expenditure heading that aggregate similar costs to that category. Where costs cannot be directly attributed to particular headings they have been allocated on a basis consistent with the use of resources, with central staff costs allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset’s use. Other support costs are allocated based on the spread of staff costs.

Raising funds

These are costs incurred in attracting voluntary income, the management of investments and those incurred in trading activities that raise funds.

Charitable activities

Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them.

Grant provisions

Provisions for grants are made when the intention to make a grant has been communicated to the recipient but there is uncertainty about either the timing of the grant or the amount of grant payable.

Support costs

Support costs include central functions and have been allocated to activity cost categories on a basis consistent with the use of resources, for example, allocating property costs by floor areas, or per capita, staff costs by the time spent and other costs by their usage.

Taxation

The charity is considered to pass the tests set out in Paragraph 1 Schedule 6 of the Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes. Accordingly, the charity is potentially exempt from taxation in respect of income or capital gains received within categories covered by Chapter 3 Part 11 of the Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992, to the extent that such income or gains are applied exclusively to charitable purposes.

Page 22

SFAC

Notes to the Financial Statements for the Year Ended 31 December 2025

Trade debtors

Trade debtors are amounts due from customers for merchandise sold or services performed in the ordinary course of business.

Trade debtors are recognised initially at the transaction price. They are subsequently measured at amortised cost using the effective interest method, less provision for impairment. A provision for the impairment of trade debtors is established when there is objective evidence that the charity will not be able to collect all amounts due according to the original terms of the receivables.

Cash and cash equivalents

Cash and cash equivalents comprise cash on hand and call deposits, and other short-term highly liquid investments that are readily convertible to a known amount of cash and are subject to an insignificant risk of change in value.

Trade creditors

Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of business from suppliers. Accounts payable are classified as current liabilities if the charity does not have an unconditional right, at the end of the reporting period, to defer settlement of the creditor for at least twelve months after the reporting date. If there is an unconditional right to defer settlement for at least twelve months after the reporting date, they are presented as non-current liabilities.

Trade creditors are recognised initially at the transaction price and subsequently measured at amortised cost using the effective interest method.

Fund structure

Unrestricted income funds are general funds that are available for use at the trustees discretion in furtherance of the objectives of the charity.

Page 23

SFAC

Notes to the Financial Statements for the Year Ended 31 December 2025

3 Income from donations and legacies

Donations and legacies;
Donations from individuals
Gift aid reclaimed
Grants, including capital grants;
Grants from other charities
Total for 2025
Total for 2024		 Unrestricted
funds
General
£
135,276
2,286
13,754
151,316
50,074		 Restricted
funds
£
12,625
-
-
12,625
13,076		 Total
funds
£
147,901
2,286
13,754
163,941
63,150

4 Income from charitable activities

Total for 2025
Total for 2024
5
Investment income
Interest receivable and similar income;
Interest receivable on bank deposits
Total for 2025
Total for 2024		 Unrestricted
funds
General
£
38,747
38,747
60,360
Unrestricted
funds
General
£
1,094
1,094
1,181		 Total
funds
£
38,747
38,747
60,360
Total
funds
£
1,094
1,094
1,181

Page 24

SFAC

Notes to the Financial Statements for the Year Ended 31 December 2025

6 Other expenditure

Note
Staff costs
Wages and salaries
Independent examiner fees
Examination of the financial statements
Allocated support costs
7
Total for 2025
Total for 2024		 Unrestricted
funds
General
£
68,764
2,124
24,507
95,395
116,270		 Restricted
funds
£
10,357
-
2,268
12,625
13,076		 Total
funds
£
79,121
2,124
26,775
108,020
129,346

7 Analysis of support costs

Support costs allocated to charitable activities

Basis of allocation
Computer software & maintenance
Subcontractor
Training
Travelling
Insurance
PSA
Bank charges
General expenses
Licenses and subscriptions
Total for 2025
Total for 2024		 Administration
costs
£
4,633
3,475
3,145
11,215
1,599
551
677
985
495
26,775
48,564		 Total
funds
£
4,633
3,475
3,145
11,215
1,599
551
677
985
495
26,775
48,564

8 Trustees remuneration and expenses

During the year the charity made the following transactions with trustees:

Mr Idris Muyiwa

£Nil (2024: £124) of expenses were reimbursed to Mr Idris Muyiwa during the year.

No trustees, nor any persons connected with them, have received any remuneration from the charity during the year.

No trustees have received any other benefits from the charity during the year.

Page 25

SFAC

Notes to the Financial Statements for the Year Ended 31 December 2025

9 Staff costs

The aggregate payroll costs were as follows:

The aggregate payroll costs were as follows:
Staff costs during the year were:
Wages and salaries
The monthly average number of persons (including senior management /
charity during the year expressed as full time equivalents was as follows:
No employee received emoluments of more than £60,000 during the year.
10 Independent examiner's remuneration
Examination of the financial statements		 2025
£
2024
£
79,121
78,658
leadership team) employed by the
2025
No
2024
No
4
4
2025
£
2024
£
2,124
2,124		 2024
£
78,658
2024
£
2,124

Page 26

SFAC

Notes to the Financial Statements for the Year Ended 31 December 2025

11 Taxation

The charity is a registered charity and is therefore exempt from taxation.

12 Debtors

12 Debtors
Trade debtors
13 Cash and cash equivalents
Cash at bank
Short-term deposits		 2025
£
93,502
50,493
143,995		 2025
£
2,862
2024
£
79,516
-
79,516

14 Creditors: amounts falling due within one year

Trade creditors
Other taxation and social security
Other creditors		 2025
£
119
1,405
(3,262)
(1,738)		 2024
£
21
1,098
961
2,080

15 Funds

15 Funds
Unrestricted funds
General
Restricted funds
Total funds		 Balance at 1
January 2025
£
77,436
-
77,436		 Incoming
resources
£
191,157
12,625
203,782		 Resources
expended
£
(119,998)
(12,625)
(132,623)		 Balance at 31
December
2025
£
148,595
-
148,595

Page 27

SFAC

Notes to the Financial Statements for the Year Ended 31 December 2025

Unrestricted funds
General
Restricted funds
Total funds		 Balance at 1
January 2024
£
91,397
-
91,397		 Incoming
resources
£
111,615
13,076
124,691		 Resources
expended
£
(125,576)
(13,076)
(138,652)		 Balance at 31
December
2024
£
77,436
-
77,436

16 Analysis of net assets between funds

Current assets
Current liabilities
Total net assets
Current assets
Current liabilities
Total net assets		 Unrestricted
funds
General
£
146,857
1,738
148,595
Unrestricted
funds
General
£
79,516
(2,080)
77,436		 Total funds at
31 December
2025
£
146,857
1,738
148,595
Total funds at
31 December
2024
£
79,516
(2,080)
77,436

Page 28

SFAC

Notes to the Financial Statements for the Year Ended 31 December 2025

17 Analysis of net funds
Cash at bank and in hand
Bank overdraft
Debt due within one year
Debt due after more than one year
Finance leases and hire purchase contracts
Current asset investments
Net funds
Cash at bank and in hand
Bank overdraft
Debt due within one year
Debt due after more than one year
Finance leases and hire purchase contracts
Current asset investments
Net funds		 At 1 January
2025
£
At 1 January
2024
£		 Cash flow
£
At 31 December
2025
£
64,479
143,995
-
-
64,479
143,995
-
-
-
-
-
-
-
-
64,479
143,995
Cash flow
£
At 31 December
2024
£
18,932
79,516
-
-
18,932
79,516
-
-
-
-
-
-
-
-
18,932
79,516		 Cash flow
£
At 31 December
2025
£
64,479
143,995
-
-
64,479
143,995
-
-
-
-
-
-
-
-
64,479
143,995
Cash flow
£
At 31 December
2024
£
18,932
79,516
-
-
18,932
79,516
-
-
-
-
-
-
-
-
18,932
79,516
79,516
-
-
-
-
79,516

18 Related party transactions

During the year the charity made the following related party transactions:

Dialogue Consultants Limited

(Dialogue Consultants Limited is a company in which John Woodhouse, a trustee of the charity, has a significant ownership interest)

During the year, the charity received £9595 from Dialogue Consultants Limited for safeguarding review services. At the balance sheet date the amount due from Dialogue Consultants Limited was £1,592 (2024 - £Nil).

The amount outstanding at the year end was paid in January 2026 in accordance with the terms of the outstanding invoice.

Page 29