## **ACFA Trustee Annual Report** ## **April 2025 – March 2026** ## **Trustees at period ending 31/03/2026** Alice Tibbert – Trustee and Chair Karen Bowers – Trustee and Vice Chair Jon Shoesmith - Trustee and Secretary Dr Robert France – Trustee and Treasurer Frances Begley – Trustee Katherine Tanko - Trustee Michael Harris – Trustee William Cotterill – Trustee Tamra Mannin – Trustee (appointed 25.06.2025) Rebecca Brown – Trustee (appointed 25.06.2025) ## **Registered Address** St Pauls Advice Centre 1st Floor, Junction 3 Library Baptist Mills Court, Bristol, BS5 0FJ ## **Bank Account** ## **Natwest Bank** 36 St Andrew Square, Edinburgh, United Kingdom, EH2 2YB ## **Co-Operative Bank** PO Box 101, 1 Balloon Street, Manchester M60 4EP ## **Independent Examiner** M J Bowles, MJIB Accounting Ltd ## **Overview** **ACFA: The Advice Network** is the membership network and strategic infrastructure body for the advice sector across the West of England. We work in partnership to combat poverty and promote social justice by strengthening the quality, sustainability and influence of free, independent advice services. Through workforce development, collaboration, policy engagement and system leadership, we help ensure that individuals and communities can access the support they need while bringing the voice and insight of the advice sector into regional decision-making. ## **Chair's Introduction** This has been a year of significant progress for ACFA: The Advice Network and for the advice sector across the West of England. Over the past year, we have continued to strengthen our role as the membership network and strategic infrastructure body for the sector, bringing organisations together to share learning, build capacity and amplify a collective voice on behalf of the communities we serve. Our membership has grown from 18 to 32 organisations, reflecting a growing commitment to collaboration, quality and mutual support across the region. The need for free, independent advice has never been greater. Communities continue to face the impacts of poverty, debt, housing insecurity, welfare changes and wider social and economic pressures. Advice services play a vital role in helping people navigate these challenges, access their rights and improve their wellbeing. Increasingly, there is also recognition that advice services contribute to wider outcomes, including prevention, community resilience and reducing health inequalities. Alongside supporting our members, ACFA has continued to strengthen its strategic influence. Through our engagement with health partners, local authorities, the West of England Combined Authority, the VCSE sector and wider regional partnerships, we have helped ensure that the experiences of advice services and the people they support are reflected in policy discussions and system development. We are increasingly recognised as a trusted source of intelligence and insight, helping bridge the gap between frontline experience and strategic decision-making. This year has also seen ACFA strengthen its own foundations. We have expanded our delivery capacity, increased opportunities for workforce development and peer learning, and improved our financial resilience. These investments place us in a stronger position to support the sector both now and in the years ahead. While challenges remain, there is much to be optimistic about. As public services continue to evolve and new approaches to neighbourhood health, prevention and community wellbeing emerge, there are significant opportunities for advice services to play an even greater role in improving outcomes for local people. I would like to thank our members, partners, funders, delivery team and fellow trustees for their ongoing commitment and support. Together, we are helping to build a stronger, more connected and more influential advice sector that is better able to meet the needs of our communities. Alice Tibbert Chair of Trustees, ACFA: The Advice Network ## **Governing Document** ACFA: The Advice Network is a Charitable Incorporated Organisation. It was established on 19.12.2019 under a constitution which established the objects, powers and governance of the charity. ## **Trustee Induction** Trustees who are currently in post are already familiar with the practical work of the charity having been working for a member organisation. They therefore possess familiarity with the advice sector locally and/or nationally. Additionally, all new trustees are provided with a copy of the constitution of the CIO, a strategic plan and previous minutes of trustee meetings. All trustees are encouraged to attend training related to the obligations and responsibilities of charity trustees. ## **Organisational Structure** ACFA: The Advice Network has a trustee board (as of 31.03.2026) of 10 members who meet quarterly and are responsible for the strategic direction and policy of the charity. ACFA’s delivery team operates through a small, highly experienced team working on a part-time basis. Reflecting the collaborative nature of the organisation, team members are engaged through a combination of hosted arrangements with member organisations and specialist freelance support. This model enables ACFA to draw upon expertise from across the sector while maintaining flexibility, value for money and strong connections to frontline delivery. It also reflects ACFA’s commitment to distributed leadership, partnership working and shared ownership of the organisation’s mission. The team comprises: - **Strategic Lead** : Providing strategic leadership for the organisation, representing the advice sector within key regional partnerships and policy forums, supporting organisational development, securing funding opportunities and strengthening relationships across health, local government, the VCSE sector and other strategic stakeholders. - **Membership and Training Coordinator** : Leading member engagement, coordinating the training programme, supporting workforce development and helping ensure that members can access high-quality learning, networking and peer support opportunities. - **Communications Officer** : Responsible for communications, newsletters, digital engagement and promoting the work of ACFA and its members, helping to raise the profile and influence of the advice sector across the West of England. Membership of the CIO is open to anyone who is interested in furthering its purposes. Membership is typically sought by advice giving agencies working in Bristol, North Somerset, South Gloucestershire and BANES, often referred to as the West of England. There are three categories of membership. Following feedback from members at the previous AGM, ACFA reviewed its membership structure during 2025/26 to provide greater clarity around expectations, quality standards and routes for engagement. The revised structure reflects the diversity of organisations involved in the advice, support and information sector while maintaining a strong emphasis on quality and shared values. The membership categories are now as follows: ## ● **Full Membership (Accredited)** For voluntary and community organisations with charitable aims from the West of England region, delivering free social welfare advice. Members must hold appropriate policies, agree to the ACFA Constitution and meet a recognised quality standard (e.g. AQS, SQM, Lexcel or equivalent). ## ● **Full Membership (Non-Accredited)** For voluntary and community organisations with charitable aims providing free social welfare advice, information or support, who are not yet accredited. Members must hold appropriate policies and agree to the ACFA Constitution. ## ● **Affiliate Membership** For statutory, private or educational organisations, housing associations, local authorities, and partner organisations supporting the delivery of advice services. This may include charities which deliver advice, but operate outside of the West on England region. Organisations must provide or support access to free advice services, hold appropriate policies and agree to the ACFA Constitution. ## **Risk Management** The Trustee Board has conducted a review of the major risks to which the charity is exposed. Where appropriate, systems or procedures have been established to mitigate these risks. Significant external risks to sustainability continue to be addressed through delivery of ACFA’s strategic plan and a focus on securing diverse and sustainable funding streams. Internal control risks are minimised through procedures for the authorisation of transactions and projects. ## **Charitable Objects** The charity’s purpose is set out in the objects of the organisation’s constitution: The promotion of the voluntary advice service sector in Bristol and the surrounding areas for the public benefit by: - Supporting advice service organisations - Encouraging closer working relationships amongst advice providers - Sharing information and providing training on technical and social policy issues - Representing the advice sector in local and national forums ## **The Focus of Our Work** ACFA: The Advice Network is the strategic infrastructure organisation for the advice sector across the West of England. We strengthen free, independent advice services through collaboration, workforce development, shared learning, policy influence and system leadership. By bringing organisations together and amplifying the voice of the sector, we help address poverty, inequality and the wider determinants of health, ensuring more people can access the support they need to thrive. ## **Activities and Main Achievements 2025/26 (Aligned to Strategic Pillars)** At a glance: **Sector Reach** Membership growth from 18 to **32** organisations **4** Client Facing Network sessions **3** Senior Leader forums **22** training sessions delivered **154** participants engaged through training and networks **Strategic Influence** Representation on BNSSG VCSE Alliance, Integrated Care Partnership and regional partnerships Contributed to regional discussions on social value, social impact, child poverty and workforce development Active engagement with health, local government and VCSE partners to address poverty, inequality and the wider determinants of health Advice sector represented at the House of Commons during Advice Week Engagement with West of England Combined Authority, BNSSG Integrated Care Board and local authorities Following the establishment of ACFA’s strategic priorities in 2024, this year focused on implementation, increasing capacity, and strengthening ACFA’s role as an infrastructure organisation for the advice sector. ## **1. One Voice for the Sector** ACFA strengthened its role as a collective voice for the advice sector across the West of England, ensuring that the experiences of advice providers and the communities they support are represented within regional decision-making. We maintained representation across key strategic partnerships, including the Integrated Care Board (ICB), Integrated Care Partnership (ICP), VCSE Alliance, West of England Combined Authority and West of England Civil Society, helping to bring insight from frontline services into discussions that shape policy, commissioning and service delivery. During the year ACFA represented the sector at a number of high-profile events and forums, including: - Advice Week at the House of Commons, where we highlighted the importance of workforce development and shared best practice from across the region. - Regional discussions relating to the Renters' Rights Act and its implications for communities and advice services. - The Citizens Advice AGM panel - VCSE Sector Forum and VCSE Liaison Partnership Events - West of England Speaks - Community Sector WECA Mayoral Hustings - BNSSG VCSE Alliance Leadership without Borders - Neighbourhood Health Development workshops - Housing Roundtable - 60 Years of Housing Matters - Citizens Advice South Gloucestershire’s new Advice Centre Launch - Presentation to Quartet Community Foundation Team ACFA also contributed to a number of regional policy and strategy discussions through the development of briefing papers, evidence submissions and stakeholder engagement. This included contributions to work led by the West of England Combined Authority (WECA), helping to ensure that the experiences of advice services and the communities they support were reflected in discussions relating to child poverty, skills, employment and economic inclusion. Through these relationships and partnerships, ACFA contributed to regional conversations on poverty, debt, welfare reform, housing insecurity, health inequalities and the wider determinants of health. We also played an active role in discussions relating to social value, social impact, workforce development and community wellbeing through our involvement in the West of England Civil Society partnership and wider system networks. By bringing together intelligence and insight from member organisations, ACFA acts as a bridge between frontline advice services and strategic decision-makers. This helps ensure that the voice of the advice sector, and the lived experience of the communities it supports, informs the development of policies, services and partnerships across the West of England. ## **2. Strategic Leadership and Advocacy** ACFA continued to strengthen its role as a strategic leader, convenor and trusted partner for the advice sector across the West of England. Acting as a trusted intermediary between the advice sector and wider systems, helping decision-makers better understand the challenges facing communities while ensuring that the expertise and experience of advice providers informed regional policy and service development. Working alongside member organisations, infrastructure partners, local authorities, health partners and regional stakeholders, ACFA helped create opportunities for collaboration, shared learning and collective action. This included supporting stronger connections between the advice sector and wider discussions relating to prevention, health inequalities, neighbourhood health and the wider determinants of health. Through its leadership role within regional networks and partnerships, ACFA has continued to champion the importance of high-quality advice services as a critical component of community wellbeing. Advice services play a vital role in addressing the root causes of poverty, improving financial resilience, reducing inequalities and supporting people to access the help they need before issues escalate into crisis. ACFA also continued to strengthen relationships across the advice, health, VCSE and public sectors, helping to position advice services as an important partner in delivering preventative, person-centred and community-based approaches to improving outcomes. Through our involvement in the West of England Civil Society partnership and other regional collaborations, ACFA contributed to discussions on social value, social impact and the role of the VCSE sector in creating healthier and more resilient communities. This work has helped strengthen recognition of advice services as a contributor not only to individual outcomes, but also to wider community wellbeing, prevention and social justice. By bringing organisations together around shared challenges and opportunities, ACFA has helped create stronger foundations for a more connected, resilient and influential advice sector. ## **3. Impactful Training and Peer Learning** ACFA continued to invest in the development of the advice workforce across the West of England, delivering a broad programme of training, peer learning and networking opportunities that responded directly to member needs. Since June 2025, ACFA has delivered 12 training sessions alongside additional partner-led learning opportunities. Topics included inclusion and accessibility, technical advice skills, leadership and organisational development, and partnership working. Alongside formal training, ACFA created opportunities for advisers, managers and leaders to learn from one another through member meetings, frontline worker forums and networking events. These spaces enabled the sharing of emerging issues, good practice and practical solutions, helping to strengthen relationships and collaboration across the advice sector. A dedicated networking event with Serco further supported cross-sector connections and opportunities for partnership working. Through the Thrive-funded Client-Facing Programme, delivered in partnership with Talking Money, ACFA supported the wellbeing and development of frontline workers. The programme delivered 10 training sessions reaching 99 participants, alongside two network events engaging a further 55 people. Topics included mental health and advice work, trauma-informed practice, responding to complex client needs, and staff wellbeing and resilience, helping organisations build confident, skilled and sustainable services. ## **4. Beneficial Change in the Sector** ACFA contributed to positive change across the advice sector by strengthening collaboration, improving service quality and creating opportunities for organisations to work together more effectively. Throughout the year, ACFA supported stronger connections between advice services, mental health provision and wider community support, recognising the important role advice plays in improving wellbeing and addressing the wider determinants of health. Through the Thrive-funded Client-Facing Programme, delivered in partnership with Talking Money, frontline workers developed skills in trauma-informed practice, mental health awareness and responding to complex client needs. ACFA also facilitated networking and partnership opportunities that strengthened referral pathways and increased understanding of services across the region. Through member meetings, forums and training events, organisations shared intelligence, exchanged good practice and developed collective responses to emerging challenges facing local communities. Together, these activities have helped create a more connected, resilient and collaborative advice sector, improving the quality of support available to people across the West of England. ## **5. Effective Shared Infrastructure** ACFA continued to strengthen the infrastructure that supports advice organisations across the West of England, investing in systems, capacity and communications to better serve members and the wider sector. ## **Development of Core Capacity** To strengthen organisational resilience and sustainability, ACFA introduced a new delivery model built around four specialist roles: - Communications Officer - Membership and Training Coordinator - IT and Operations Lead - Strategic Lead This structure enabled more focused delivery across communications, membership, operations and strategic development, creating stronger foundations for future growth and impact. ## **Membership Growth and Engagement** Membership increased from 18 organisations in April 2025 to 32 organisations by May 2026, significantly expanding ACFA's reach and strengthening opportunities for collaboration across the advice sector. Enhanced communications, including regular newsletters, jobs and training bulletins and wider distribution networks, improved the flow of information across the membership, helping organisations access opportunities, share learning and stay informed about issues affecting the sector. Through its shared infrastructure role, ACFA continues to provide practical support, coordination and connectivity, enabling organisations to benefit from collective knowledge, stronger networks and a more coordinated regional advice sector. ## **Plans for 2026/27** Looking ahead, ACFA will continue to strengthen its role as both a strategic infrastructure organisation and a catalyst for collaboration across the West of England. As health, local government and VCSE systems continue to evolve, we will work to ensure that advice services remain recognised as essential partners in tackling poverty, reducing inequalities and improving wellbeing. Key priorities for the coming year include: - Strengthening the sustainability and resilience of the advice sector through collaboration, peer support and shared learning. - Launching Advice 101, delivered by specialist advice agencies, the aim is to upskill those working in frontline roles who aren’t themselves advice specialists, including health and community teams. The project provides learning opportunities and understanding of how and when to refer into specialist advice. - Deepening partnerships with the West of England Combined Authority, local authorities, health partners and VCSE organisations to increase the impact and reach of advice services. - Building stronger links between advice, health and wellbeing services, recognising the important role advice plays in preventing crisis, reducing inequalities and improving health outcomes. - Developing ACFA's role as a source of intelligence, insight and evidence, helping to inform policy, practice and decision-making at local, regional and national levels. - Supporting collective action to address poverty, inequality and the wider determinants of health across the West of England. Alongside these priorities, ACFA will continue to facilitate the Client Facing Network and explore opportunities to develop additional shared infrastructure, resources and support that strengthen the capacity and effectiveness of member organisations. ## **Sources of Funds** ACFA’s funding has continued to come primarily from: - Quartet Community Foundation - Bristol City Council (Thrive programme) - Additional income is generated through membership and training fees. ## **Investment Policy** The charity maintains a prudent level of reserves and has not historically invested surplus cash. Trustees continue to review options for appropriate and ethical investment of reserves. ## **Public Benefit** The Trustees have had due regard to the Charity Commission guidance on public benefit and confirm that all activities undertaken further the charity’s purposes for public benefit. ## **Financial Summary** ACFA strengthened its financial position during 2025/26, with total income rising to £58,834 compared with £42,973 the previous year. This increase was driven by higher grant funding, growth in membership income, and continued demand for training and professional development. Key funders included Bristol City Council, Quartet Community Foundation and the VSCE Alliance (via VOSCUR). Expenditure totalled £45,727 (£35,118 in 2024/25). The main areas of spend were training delivery, professional honoraria and member support, reflecting continued investment in service quality and sector expertise. Additional investment in website development and communications has improved accessibility and engagement. The organisation generated a surplus of £13,107, an increase from £7,855 in the previous year, indicating a stronger operating position. Total funds at year end stood at £37,235, with a portion designated for specific future commitments. During the year, ACFA strengthened its financial management by beginning the transition from cash-based to accruals accounting. This has improved budgeting, forecasting and oversight, and represents a significant step forward in governance and financial reporting. Following a review of financial commitments and risk, Trustees determined that a minimum free reserves level equivalent to four months of operating expenditure (£15,242) is appropriate. The current level of reserves exceeds this threshold, providing a prudent level of financial resilience while ensuring sufficient resources remain available to support future priorities and ongoing development. ## **ACFA: The Advice Network Registered Community Interest Organisation 1187070 Statement of Financial Activities to 31st March 2026** The following accounts have been prepared in accordance with the Statement of Recommended Practice (SORP) issued by the Charity Commission to comply with the Executive Committee's obligations as the trustees of the Charity for keeping accounting records ||||2026|2026|2025|2025| |---|---|---|---|---|---|---| ||||£|£|£|£| |**Income**||||||| |**Subscriptions & Donations**||||||| |Savings Interest|||192||141|| |Easy Fundraising|||100||18|| |Training Income|||2,109||1,190|| |Membership Fees|||4,821||1,324|| |Grants||Bristol City Council|40,000||20,000|| |||Quartet|10,000||20,000|| |||VOSCUR|0||300|| |Other Income|||1,250||0|| |**Total Income**||||**58,473 **||**42,973**| |**Expenditure**||||||| |**Direct Charity**||||||| |Policy Library Updates|||0||500|| |Website Design & Maintenance|||2,935||24|| |Training Expenses|||24,401||21,600|| |Meeting Costs|||1,017||230|| |Honorariums|||15,219||4,029|| |Overheads|Bristol Law Centre||0||3,768|| ||Housing Matters||0||4,565|| |Insurance|||395||380|| |Fees|||250||0|| |Adjustment|(Prior Year)||0||22|| |**Total Expenditure**||||**44,216**||**35,118**| |**Surplus/(Deficit)**||||**14,257**||**7,855**| |**Retained Funds B/fwd**||||**24,128**||**16,273**| |**Total Funds**||||**38,385**||**24,128**| |**Funded By:**||||||| |Current Accounts||Current Account||18,463|1,399|| |||Savings Account||17,921|20,729|| |||Transfer Between Funds||2,000|2,000|| |||(Rounding)||1|1|| |||||**38,385**||**24,128**| ## **Notes to the Accounts** 1. The accounts are prepared on a receipts and payments basis and no account has been taken of accrued/ prepaid income or expenditure ## **Independent Examiners Report to the Trustees of ACFA: The Advice Network** ## **Respective responsibilities of Trustees and Examiner** The charity's trustees are responsible for the preparation of the accounts. The charity's trustees consider that an audit is not required for this year under section 144 of the Charities Act 2011 (the charities act) and that an independent examination is needed. It is my responsibility to: - . examine the accounts under section 145 of the Charities Act . to follow the procedures laid down in the general Direction . given by the Charity Commission (under section 145(5)(b) of the . Charities Act) and . to state whether particular matters have come to my attention ## **Basis of Independent Examiners Statement** My examination was carried out in accordance with general directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with these records. It also includes consideration of any unusual items or disclosures in the accounts, and seeking explanations from the trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in in audit, and consequently no opinion is given as to whether the accounts present a 'true and fair' view and the report is limited to those matters set out in the statement below, ## **Independent Examiners Statement** In connection with my examination, no matter has come to my attention: 1. which gives me reasonable cause to believe that in, any material respect, the requirements to keep accounting records in accordance with section 130 of the Charities Act - to prepare accounts which accord with the accounting records and comply with the with the accounting requirements of the Charities Act have not been met; or 2. to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached. M J Bowles MJIB Accounting Ltd 12th June 2026