/il Foundations WhatWork5 Ccntre forchildren PJ Families REPORT AND FINANCIAL STATEMENTS For the year ended 31 March 2024 Company number: 12136703 Charity number: 1188350 foundations.org.uk /il Contents Th18tees' Report...................................................................... Background......................................... Vision and ]ni&8ion............................... . . Public benefit............................................................. . Our guidins principles............................................................................ Our approach........................................ . . . Our five priorityareas......................................................................................... Our impact....................................... Supp)rtins parenting .................................................. Strengthcning famityDetwork8..................................................................................................10 Dome8tie abuse........................... .. .11 Relationshipsforcare experieneed children.............................................................................. 13 Serviee and practice models.. Practice Guide8.......................................................... ....... .. CTO$S￿￿ttIng work........... .... .15 Publications.......................................................................... 17 Foundations, organisational devek)po]ent... .19 Values and Behaviours........................................................ .19 Evaluation Part￿e￿..................................................................... .20 FiDancial Rcyiew............................................... ..22 Funding................. ..22 Basis of preparation of tbe financial statements............................................................................ Income & expenditUTe.................................................... ..22 Reserve&........................................... Risks and uneertainties.......................... .23 Structure, Governance and mar￿geme￿t....................................................................... .......... ..... /il TnL8tees..........................................................................................................................................25 Staff ...................................................................................................................... .26 Pay and remuneration..................................... ..26 Auditors..........................................................................................................................................26 Ststernent of Truste&s' Rosponsibilities.............................................................................................27 Reference andAdministrative Detai]s...............................................................................................29 Trustees..........................................................................................................................................29 Bankers........................................................................................................................,................. 30 Solieitors.......................... Auditors......................................................................................................................................... 30 Independent Auditors. Report t0TheTn￿IeeS of Foundation8.............................. .. . .31 Financial 5tatements..........................................................................................................................36 Statement of Financial Activities (Including Ineome and Expenditure account) for theyear Ended 31 March 2024....................................................................................................................36 BolAnce Sheet a8 at 31 Marcb 2024.................................................. .37 Statement of Cash Flows fortheyear ended 31 March 2024.........................................................38 Notesto the Financial Statements fortheyear ended 31 March 2024..........................................39 /il Trustees, Report For the year ended ￿ March 2024 The t￿￿tees, who are also directors of FoundatiorLq - What Work8 Centre for Children & Families (hereafter Foundations) for the purposes of company law. present their report and the audited financial statements for the year ended 31 March 2024. The financial statements comply Mryth the Current statutory requirements, the Memorandum and Articlts of Association and the Statement of Recommended Practice (SORP) - Accounting and Reporting by Charities: SORP applicable to eharities preparing their accounts in a¢wrdance with FRS 102. Background Foundatio￿$ was established through a merger between the Farly Intervention Foundation (EIF) and What Works for Children's Social Care (WWCSC) during the 2022123 financial year. The EIF was established as an independent clwity in 20I2 to champion earty intervention to improve outcomes for vulnernble children. followed ID 2019 by WWCSC, whose remit was to provide a rigoro￿4 evidence base supporting gixbd practiee in children's social care. Both organisations were part of the What Works Network and Slwed the objective of improving policy making and practice through the use of evidence and were larsely funded by the Department for FAlucation (DfE). Vision and mission Our ￿$10n is that vulnerable Children bave the foundational relationships they to thrive in life. Our mi88ion is generating aud championing actionable evidence that improves services to support family relationships. Objectives TheArticles of A8soeiation of Foundatio￿ state that the charity exists for: The promotion of education and r¢%ear¢h for the pub]ic benefit Includi￿ but Thot limited to, researching, evaluating and disseminating praetiee, policies, resources. arAd prograu)mes intended to promote best practice and better outLX)mes ill the care of children and young people acr1￿ the UK and beyond. 2. For the public knefft to &dvance any other purNm recogn￿￿ ￿ clwitable in EnglaDd and Wales by such meaTh8 as the trusteesthink fft including, but not limited to. the provision of ￿allt funding to individua]s, ￿1￿MunitieS and other groups working in the /il Public benefit In shaping our objectives and planning our activities for the year, the Trustees bave given consideration to the duti￿ set out in section 17 (5} of the Charities Act 2011 to have due regard to public benefit and to the Charity commi￿10n Guidance on public benefit, including their guidani in PB2 (Public Benefit: Running a Charity). In partieular, the Trustees have considered how the pl&nned ActiTrities will contribute to the overall aims and objectives that they have set. The Trustees believe that the sections specifically on 'Objectives' and'OuT impact, in this report relate in detail the benefit that the charity provides to the public. Our guiding principles We have identified five principles that will underpin how we work to deliver our strategy. They guide us in all that we do: i. We wlll actfvelypur8ue a preventatlve and early Int¢rv¢ntlon approach In our Work Support must be available to familie8 at the earliest opportunity: families often say they receive help too late. We know that the more entrenched problems become. the more difficu]t they are to deal with. It is crucial that local sy8tems and serviecs pick up early signs that famili&8 are faeing problems, struggling to cope, or are at risk. There are a range of early Inter￿ntIOn programmes that have been shown to be effective in building family relationships and strengths and redueing risk, which have good evidenee of improving outeom&8 fr>r Children. In all our priority areas we will seek to identify the most efftctive early interventio￿5 that ean be provid￿. 2. We will use robust and transparent evidence standards to generate and ehampion rigorous evidence TheTe is a lack of hi8bsuaiity evidence available to 8UPPOrt de¢i8ion and plicymaking in providin8 effective support for children and families. We will use robust and transparent evidence standards to synthesise and generate high quality evidence about what work8. Working with local leaders and national policymakers, we will detern]ine and eommunieate what the findings mean for th￿Se tgkins decisioDS With and for children and families. 3. We will sttk chang¢ so that children and families have more power in how services work Services should be accountable for the experienee8 of the Children and families they support. Yet, these experiences are often not captured or acted on. We have an important role to play in bringing about this change. Fir5L our r&wearch and policy work will advance tbe use of child and family experience ]neasure8 acro&8 services. Second, our rigorous impact evaluations will mean we promote approaches more likety to work for children and families. Third, we will directly include the Trvice5 of children) young people and farnilies in areas of our work We will work with our /il Experts by Experience Panel and indllde people with direct experience on our advisory srouFLs and boards. 4. We will ensure our work actively promotes equality. diversity. indusion, and equity There are substantia] raeial disparities in early intelvention and children's wcial care that cannot be explained by deprivation alone. Differences in representation of minoritised ethnic groups are present across the children's soeial eare system. These differences indicate that sorne STOUPS don't receive the 8UPPOrt they need. r&qulting in tM)orer outcomes, wbile others are more likely to hpAve a higher level of intervention. A laek of data limits the researcb that can be done. but we will consider what can be learnt about racial disparity in every study we carry out. We speak up for families who experience racial discrimination and we evidence about what works to call foT change. Our goal is to be a leader in all aspects of equality. diversity, in¢lusion, and equity (EDIE). 5. We wlll work w4th partners to enact ehange We wi]] only ever be able to deliver a part of the ehange we seek We wi]] make careful de¢isi0Th8 bout the role we might play and where we need to work in parthership to achieve our aims. We will work with other8 where we know that we ean bring about greater impact by working in collaboration. We will seek partners aer0&8 our vmrk including research. communications, dissemination and supportins eviaen¢e we - publishing open cal]s to reacb a diverse range of potential partners. Our approach We want to see a soeiety where vul[￿rable children bave the foundational relationships they need to thrive in life. This means worknD8 to eDsure that family 8UPPOrt serviw strengthen family relationships. maintain family relationsbiw for children in care where it i8 safe to do so, or build positive tn￿lIng relati0ts8hip8 for children for whom it i8 not s)o&qible to bave family relationsbip8. We make a difference througb: Generatlng and champlonlng hl8h*uallty, artlonable evidence about what works. We are working to identify new and promising approathes in early intervention and children's social eare and to develop a pipeline of inteTvention8 and appn)aches that can be evaluated for impact. We are worknn8 with others to understand the demand for evidence. the biggest gaps. and what children and famili&8 lleed the most. Infiueneing policy and practice to use evAdence to drivt better decision making. We are worknng tr) infiuenee government policy to fund and/or promote the approaches proven to improve outcomes and sbift spe[￿lD8 away from those that do not. We are shinins A light on the evidence available. to help natiorol policymakers increase the number of deci8ions b&sed on evidence. At a local level. we are working to InCre￿e capability. opportunity, and ulotivatioll for evidence ￿ by prOvid￿g too]s and /il guidance for eomn)i&sioner8 and service leaders, to support more effective servi￿$ and practiee. Increasing demand for evidence abo￿ what works to improve family relationships. We are working to increase demand frir eviden￿ on how to improve the fami]y environment, making the case for: Increasing the prioritisation of, and investment effective preventative and early intervention approaches at natio1￿] and local levels. b. The researcb community building evidence on racial disparity and Using finding8 to eall for change. c. A national foeus on bow children and their famili￿ experience 8ervi¢e$ and can have moTe power in bow services work We draw on diffcrent approaches and capabilities to bring about the changes we want to see, working acro&s the research and impact cycle of evidcnce, evaluotion, national influencins. local delivery and communications to: Conduct evidence ￿these8 which summarise what is kno￿ in ar￿￿ which support our Strategy and can help us achieve our impact Generate evidence about which interventions improve child outcomes, through evaluations that examine whether, bow, and why they work Develop a case-by-case approacb to nation8J influencing in our priority areas, with the aim of influencing national policy development. funding decisions and local delivery Work with local leaders to support deeision-making on howto increase the availability of Services that have eviden￿ of improving ¢hild outeomes Champion activities that have been shown to improve child outcomes. and tbe use of evidence and evaluation to improve better decision-making. Our five priority areas We have five priority areas that were sekcted using criteriA ineluding the 8eale of the problem, the level of policy interest, the rnatwity of the cwrent evidence b&se and the potential for aehieving impact. They are reviewed regularly to ensure we are tacklins the most imwjrtant issues that Trnprove the farnity environment to achieve positive outcomes for vulnerable children. Supportin8 Parenting- Understanding and driving use of the b&st appn)aches to support parents and parenting in famili&8 where children are at risk of poor outcom￿, including those with the most significant family level risk factors (c.g.. parental mental health, parental substanee ab￿, parental conflict. neglect. low parenting eapability/eApaeity eto) to improve child outcom(£ within the family Strengthenlng Famlty Network8 - Understanding and ¢friving ￿Se of howbest to ensure that children wbo are experiencing risk at home ¢an either live safely in their family /il environment or as close to a family environment as p)ssible. where alternative care is required, how to 8UPWrt those earers and how to return Children home safely. Don￿StiC Abu8e- Understanding the intrnntions that improve outeomes for ¢hildTen who are in families at risk of or experiencing domestic abwe and using this to influence national policy. Relationships for Care Experienced thildren - Understanding and driving use of how to build relationships for cbildren in care (and care leavers). to ensure that they are able to navigate the world suCcessfi￿Y and prevent the ￿CleS of intergenerational eare. Service and Prartiee Models- Understanding the effectiveness of different ways of organising the multiple ageDcies that work together to belp support a child and their family, and driving take-up of the most effective approaches. Each area has its own set of impact goals and a ￿rtfoliO of work. which are set out below. Additional areas of work are described in the Practice ￿ and Cros8•cuttingwork sections that follow. Our impaet We have set ambitiou8 long-terni goals in each of our priority areas and have already made Significant progress towards these. Notsbly, we have: Secured commitments within the National Kinship C￿e Strategy to increase acce8S to Family Group ConferenciDS and the evaluation of expanded fmancial allowances Raised awarene￿ of the urgent need to understand what wor>3 to support ¢hildren affected by domestie abuse, and secured the bw in of key 8takebolders to our ambitious 5-year plan to address this problem Launched our flagship Changemakers programme, working WAth 4 local areas to embed eiiderAce.based parentitig support Our progress towards the overarehing irnpact goals in each priority area is set out below, ￿On% with a summary of our plan8 for the next finaneial year. Supporting parenting By 2028, our overarching. long-terni impact goal is to 8ee: A 50% inerease in tbe availability of evidellce-ba￿ parentin8 SUPPOrt In 2023-2024: We officially launch￿ the Changernakers progrdmme, with the Youth Endowment Fund. as part of the Family Hub approach. This progrdrnme seeks to fulld and develop local evidence leadership to overcome the implementation barriers tbat prevent evidence-b&8ed prnctices becomin8 embedded locally. Oyer the next two years. the Changernakers programme will partner with four pilot areas (YorK merto￿ Stockport and Wirral). Funding will be U￿t0 recruit ￿¢al Eviden￿ l£aders. who /il will be responsible for supporting local areas to introduce 8md sustsin evidence-b8sed parenting Support to improve outcom&s for the community. We have a]so commissioned ground-bTeaking systematic reviews on parenting interventions for families with multiple and Complex needs of pre-adolescent children (average age of o-io) and on parenting interventions for parents and carets of disabled children, or ehildren with severe rnental illness. These reviews are being carried out by teams of leading international academics and researchers. The findings will be turned into practical recornmendatiotts for local system leader8 in our first two ParentlJl8 Practice Guides. Alongside this work to increase the availability of evidence-based support. we are working to fill critieal evidenee gaps sueh &8 how b&8t to work with fathers in famili&8 were there are safeguarding concerns. In Mareh 2023. we launched a Randomised Controlled Trial (Rcf) of 1&4FE Omproving Safeguarding through Audited Father-Eng8gement), which is a training and development intervention for 80cial workers, desisned to improve skills. prnetiee, and engagement with fathers. Our delivery partner is The Fatherhry)d Institute, which developed the intervention with CASCADE (Centre for Children's Social Care Research and Development. Cardiff University), and the evaluator is Ipsos UL The evaluation will assess how effective ISAFE is and will include a total of 48 teams, with approximately io social workers in each team. The final rep)rt i8 expected to be published by the end of 2024. In September 2023, we launched a feasibility study of the Southwark Father Group intervention, which aims to 3UPPOrt fathers of children with a Soci￿ wDrker, encourage closer fatheT*child relationships and improve outcomes for thildren. The prograrnme offers weekty group sessions, which consist of theck-ins and psychoeducation. The programme was developed for families in early help and child protection. The delivery partner is Lnndon Borough of Southwark and the evaluator is the Anna Freud Centre. The project is due to be cornpleted in Febn￿ry 2025. In 2024-2025: We will publish a Practice Guide on parenting interventions for families witb multiple and Complex needs of pre-adolesceDt children lavera8e a8e of o-io) and work with the DfE and local authorities to support the implementation of recommendations. We will commi￿lOn a systematic reNryew on parentin8 interventions for fami]ies of pre-adolescent cbildren with mu]tiple and complex needs (average age of 11-19) to underpin a ￿rther Parenting Practice Guide to supwirt leaders Bnd commissioners in local authorities to design and comrnission serbryc&s OD the b&sis of robust evidence. We will eontinue to build the evidence base on parenting support, lauDchiDg an evaluation of a parenting intervention(8) to 8UPPOrt fami]ies and cbildren where there are complex nee(b. such as safeguanling issues. /il Strengthening family networks By 2028, our overarching. long-tenn impaet goals are to see that: l eligible families have aew to a Family Group conferell￿ before they go to court. The evidence base on how best to support kithip carers is strengthened by f￿￿ngS frorn at least one high quality impact s￿aY. In 2023-2024: In June 2023. we published the findings of the first large-scale R￿ on Family Group Conferencin8 (FGC) at the pre-proceedings stage in Englanll The evaluation found to be cost effective, with children in referred families signifieant]y le￿ likely to go into care, We have worked ¢lo8ely with the DfE to ewure this trial infOrn￿ wtrlicy and have succe&8fidly infiuenced the department to commit to driving up we. The reeent National Kinship Care Strate&y referenced our work and induded the followin8 commiknents: We will atso eolloborote with Foundations and the sector to work towords everyfvmily being offered oeeess to high quality Family Group Corferences atpre-proeeedings stage and we will seek to monitor the success of this. We will also explore using legislation to mandate the use ofFomily Group Conferences at pre-proceedings in thefyture. olongside encouragin9 their use earlier in the system. We are working closely with the DtE to tske thL8e eommitrnents forward and have made a serie8 of policy recommendations, of which the majority have been accepted. We have also commissioned work to develop options for routinely Collecting data on acc￿ to FGCS across Ensland. This work is being led by Coram in partnership wlth other key seetor partners and 18 investigating what FGC data local authorities are CU￿entlY LY)llecting and what monitoring 8yStems they use in relation to FGCS. Tbe fiDdings will identify ways to track the extent to whieh eligible families are being offered a dw)ee to participate in an FGC and help Q8tablish a national view of provision which ean be used to improve family acce&8 to this imp)rtaDt service, We have also had (y)nsiderable infiuen¢e on poliey relating to kinship c¥Tr. In October 2023, we published findin88 from a survey of local authoriti&8 in England that sougbt to map the support available for kinship carers. Over 50% of local authorities in England responded to the surveyj which fouud sigtiificant variation. both acTO&S local authorities, and within them for different categoTi&8 of kinship earer. Subsequently. we eommissioned a systematic review of the e￿dence orA intsrventioDS to support kinship earers and the cbildren in their eATe. Agai￿ we worked ¢k￿lyWith the team preparing the Nationej l(iDsbip Care Strategy and secured Commitment to roll out four years of funding to provide expamd￿ financial allowances for kinship carers in 8 local authoritio8 in a way which enables robust impact evaluation. The Strategy ]so stated that the department would work with ￿ to evaluate this pilot. We have agreed on a quasi*xperimental design for this evaluation and ap￿illt an evaluation partner to conduct io /il this. The survey work found sisnificant regional variation in support provided for kirLship carers. This new project is an excellent opportunity to build the evidence base in an area that has strong government support but where we know praetice is poorly defined, variable and unevamated. In 2024-2025: Our programme of work to support the roll out of FGCS will continue throughout 2024-2025. We WAII work closely with the DfE on the recommendations they have accepted. We Mryll publish a report making the case for FGC use to local leaders early in 204, and its distr?bution will be supported by a comprehensive ￿mmUnicatiOnS strategy. The publication will provide 8uidan¢e to senior leaders in local authorities on the importance of implementing with fidelity to the original model and to encourage greater we of FGC8 at the pre-proeeedinss Stage. The FGC Data Monitoring projeet will also conclude in early 2024 and be ￿Sed to advise the DfE. A phased approach to routine national FCC data collection 18 likely to be mi)st viable. starting from voluntary data return through a standardi8ed 8urvey. which could then i￿rne embedded within the Children's Social Care Dashboard as both projects mature. A qualitative research project will begin in 20¥ lo understand families, per(*ptio￿ of being offered and receiving FGCS, with a particular focus on minoritised ethnic groups. This work will addres8 an identified gap in the evidence base and is likely to provide Ins￿ht into how to encourage referral uptake of FGCS. Our kinship care systematic reviewwill be published in 2024 shortty followed by the first Practice Guide (disc￿sed below). Comparing the survey findings with the findin&s from the systematic review will reveal whether support available for kin$htp families is based on evidence or is unevaluated and whether the types of support backed by evidenee are available in England. This ill infom an impact evaluation of a support programme for kinship carers. This evaluation will help us achieve our new impact goal to have a stronger evidence base on interventions to support kinship carers by 2028. Domestic abuse By 2028, our ovcrarching. long-terni impart goals are to sec: The identifieation of at least one intervention that works to support children affected by dornestic abuse. Awider progrdmme of e￿I￿ation with an additional 5 Tho8t bets" being evaluated for impa¢t. In 2083-2024: Over 2023-2024, we raised the profile of the scale and impact of domestic abwe on children, and, crucially, of the ladt of evidence OD what works to support those affecteiL It is a rnajor problem that we cannot yet say with confidence what work8 to supptsrt children affeeted by dom&stic abuse, or what work8 to prevent domestic abuse in the first place. There are no Servi￿ in the countywhich have yet been rigoTousty evaluated and proven to have an impaLt on children's outcomes. /il We have been making the case to government for sigThificantly more investment into impact evaluation to find out what works to suptKJrt children affected by domestic abuse, establishing a cross-government 8roup to consider the problem and ways foTh¥ar(L We have built broad consens￿8 amongthis group on the need to tsekle tbis lack of evidence and have been with developing a route map to significantly ?IIlPToving tbe situation. We have a]ready begun to tackle this eruciai evideDce gap and are deve)oping the pipeline of inte￿entionS that could be evaluated for impart and testing ewaluation metho(ts. We have started the process of conducting initial testing (pilot R￿s) of FOT Baws Sake, Wematter and Boullce Back 4 Kids. supportedby bjnding from the Cabinet offi￿ EvaluationAcLYlerator Fund. We are also laying the sroundwork for impart evaluation for Reytart and Breaking the Qcle. In addition, we are considering ways to transport Fathers for Change. a prowme with promising evidence currently being delivered in the US. tailoTin8 It for the UK contexL We published severa] reports throughout the year, incluitillg a syslematic review of interventions for children experiencing domestic abuse on the dge of care and a rep)rt providing evidence on the knowledse and skills of the Early Hclp and Family Help workforce in relation to domestic abuse. In 2024-2025: In May 2024, we published our RFACH (Researching Effective Approaches for Children) 5-year pIAn. This is an ambitio￿ plan wbich. if supported, would enable to become the first country in the world to have identified a set of programmes whieb work to 8UPWJrt children affected by domestit ab￿e. We worked bard to secure stakeholder support in advaTh￿ of publication and will continue to seek support and funding for this plan, p&rtieularly in the up to the election and then the next spending re￿ew. We are confident that we ¢aD secure the support we need for this ambitlQUS PTO8ramrne of evidenee generation. Our work programme irA 2024125 will pave the way for this work. In particular: We will continue our work eondueting three pilot R￿S of For Baby's Sake, WeMAtter BounLe Back 4 Kids. a feasibility study of Restart, and early evaluation development work with Breaking the Cycle and Fathers for Change. We will be continuing work to identsfy the promising programmes delivering services to prevent domestic abuse and support child victims. building on the mapping that the Domestic Abwe Commissioner's Office are undeTtsking. We h&ve eommissioned an academic consortium led by University College London (UCL) to develop and operatioDa]ise outcome measureB for domestic abuse interventions and evaluation. We will seekto develop and build eonsensus around the evaluation methods which are the strong&8t and most appropriate in this and the outcome measures to use. /il Relationships for care cyperienced chlldren By 2028, our overarthing. long-term impact soa]s are to see: The identification of at least one intervention that work8 to BupNJrt relatioDsbips for children with care experience. Valid and reliable data on caTe leaver wellbeing being collected Dationally in En8lan(L serving as a call to action for policy makers. In 2023-Ik024: Over the Course of the year, we published several reports witbin this priority aTea. This included a rapid review on levds of school non-attendonL% of children with a social worker in the UK, and a feasibility study acro￿ 15 lo¢aJ authorities on how to robust]y evaluate the impact of the Staying Close programme. We have highlighted the need for sreater focus on irnproving care leavers, emotional wellbeing and published qualitative research in collaboration with the McPin Foundation exploring the wellbeing needs of care leavers including challenges faced when transitioning out of eare, relationships and other barriers. A8 part of our work to eentre experL8 by experienee, the r&qear¢h was conducted by four McPin peer researchers. individua]s with personal experience of leaving eare who were recruited. trained and supported by the Foundation to earry out qualitstivc research for this project. Building on this we also published a Tine followins a creative workshop with care- experienced young people, researchers and practitioneTS in May 2023. to voice their thoughts, feeling8 and re8pon8e8 to Some original ruearch. This research> published that same month, looked at the services available across local authorities. and the barrieTS and facilitators to accessing these Services. In 2024-2025: The work descnbed above h&s hel￿a mth the case for better national monitoring 8md data to track care leavers, emotional wellbeing. We ère taking fonvard work to develop a measure for care leavers, wellbeing whieh will eontribute to the development of a wider outcomes framework for our work. We plan tn use this to inforni the development of the DtE Children's Social Care D&8hboard. Further Work in this priority area for 2024-2025 is currently under development and ￿11 be focussed on generating evidence needed to inforni servicts in this area. We are aiming first to understand the evidence base on relationships for L*re experienced young people, as well as on interventions to support relation5hip5> and those with relationships a5 an outcome. We are exploring activities to fulld, including e￿dence 5yntb&si5, a programrne of bjnding and evaluation, and Mqder policy and infiuencing work. DISCU￿10￿3 with potential partners are already underway, and we have begun the process of identifying FK>tentia] interventions for evaIuation. such as social prescribing and It￿0VatiVe mode]5 of foster care matching. 13 /il Serrice and practice models By 2028, our overarching. long-terni impact goal is to see: The identifi￿tIOn of at least one rnulti agency/wbole system model that works to improve child outcomes. In 2023-2024: We conuui68ioned UCL and Newcastle University to conduct an Implementation and Process Evaluation (IPE) of Mu]ti-Agency safeguardi￿ Hubs (MASH) and other similar multi-agency integrated frOttt4￿r services within children's social care. This evaluatioll aims to understsnd and explain how and why MASH wntribute to better outcomes for Childre￿ young people and their families. We also began procwing the data collected for our Strentshening Families, Protecting Children (SFPC) evaluation. This is a long-terni, largtrscale impart and IPE of promising practice model$ in children'$ $o¢ial eare. The data processing for the No Wrong DooT and Family Safeguarding impAct evaluations is on track for final analysis. For the Family Valued evaluation, tFAe DfE and the SFPC board approved FoundatiOr￿. proposal to terniinate the R￿ due to unexpected contextual obstacles that would have reduced the trial's rob￿tTreSS. lastly. we LY)tnmissioned Taiistock to onduct the cost benefit analysis of No Wrong Dwr and Family Safeguarding which will be eompleted in 2025. In 2024-2025: Our evaluation of SFPC will continue, and is due to conclude in 2027. TILe No Wrong Door IPE will be finalised and published this year. This year the IPE of MASH acro88 three local sit&8 will be conducted (including dats collection. data anatysis and reportin&). The Cro88-Governrnent Steering Group for MASH will be involved throughout the evaluation (three specific time points have beeD allocated for Steering Group input on progress of the evaluation and a Q&A swion eaeh time). An interitn findings report will be hared in September to coincide planning for reforni of the WorkingTogether policy which will be updated in 202& The final report is due in December 20¥. Practice Guides We have been commissionwj by the D￿ to Proth￿% four to six Practiiz Guid&8 in the next two yeaTS on the areas where there is sufficient higb*uality evidence available to develop recommendations for those leading kThl Ser41￿. This will involve: We will do rapid evidence scoping in ten practice areas, in Iy)Dsultstion with the National Practice Group. to inforni vknich topi(s have sufficient eviden￿ for a systematic review to be commissione(L /il Systematic Reviews: Synth&sising the bo8t a￿lIable evidence on a number of topi￿ - each guide will be based on a rigorous systematic review to understand what works for wbom and under wbat Circum*an￿. This wi]1 be followed by assessing if there is sufficient evidence to produce evidence-ba8ed recommendatiODS. Developing the proe¢s8: We will devElop a Proc￿ for turning eviden￿ statements into actionable recommendatio￿$ working with partners. academics. k￿al leaders, commi&8ioner8 and p¢x)plc with lived experience. Implementation: We will work with tfje81 Authorities, the DfE and the sector to promote and 8UPPOrt the use of Practi￿ Guide recommendations. In 2023-2024: We commissioned 8)rytematie reviews on: supporting kinship carers and the children iti their care parentins interventioDS for families with mukiple and complex need8 of pre-adolescent ehildren (average age of o-io) mentoring and befriending intervention8 for cbildren in or leaving care or'at-risk. parenting interventions for parents and carers of children with disabilities. or with severe mental illness. We have also carried out a qualitative study to under8taDd bow decisions about Servi￿ provision aTe made in local areas. This will support our under8tandin8 of how Praelice Guides can most effectively improve outeomes for children and famijies. In 2024-2025: In the first quarter of this year we will publish the first Practice Guide whieh will be on kinship eare. This will be followed by fiirther Practice Guides on parenting intenpentions for families with multiple and complex needs of pre-adolescent children (average age of o-io), mentoring and befriending interventions for children in or leaving care or'at-risk, in Q3 and Q4. We will be launching a new programme of work to support local authoritie4 and their partners to implement practice guide recommendations. We will also commission two systernatic reviews for subsequent Practice Guides on parenting interventions for families with multiple aDd complex needs of adolesceDt aged children (average age of 11-19) and interventions to support foster and adoptive carer8, and the children that they care for. Cross-cutting work We have a number of projects that cut acro&s our PriOTity arw. Thue projects aim to develop eapaeity and stsndards in the sector and enhance the impact of our work In 2023-2024: We provided a range of ad hoc advi￿ and work for the D￿ as needed. This included.. /il Workto support the developrnent of outcomes in the National Soeial Care Framework Work to support the development of measures in tILe Children's Social Care Dashboard linked to the outcomes in the Frarnework Advising the DfE on how evidence misbt be a￿led and drawn on to inforni the development of the Early Career Framework Supporting the Families Mrst For Children PathfindeTS. both in terms of advising on the evaluation and the work done by the pathfinaer sit&8 to undertake population needs a￿eSsMellt. In 2024-2025: Over the next year we continue to work on the following cr0&8-cutting proieets: General stakeholders and public affairs: Our crfy8S-cutting stskeholder and public affair8 work will be particularly critical in an election year. We will be maximising opportunities to infiuence both pre*lection policy development and to infiuenee a new government post-election. 8eekns to build cro&8-sovernment support for our policy goals and for the Wbat Works a8enda more broadly. The majority of our work wltb 8takeholders Mll be projeet/priority area specific. bowever we will also do cross-cutting work in this space to build relatiorK8hips and our ability to influence, including vrith parliamentarians. Kxperts by Expcrienee Panel.. We will establish an Experts by Experience panel to provide critical friend support to Foundations to eThsure that what we do and say achieves our intended impact, with the unique insight of their lived experience as representatives of our ultimate beneficiaries. Our panel will be fonned of young people ased 16-25 who are care experienced, or bad experience of FArty Help, Child in Need and Child PrOt￿lots pl￿￿, and parents and carers. including birth parents, kiThship care￿, foster carers. adopters, with experience of a range of ser¥ryces from early intervention onwards. Foundations, Toolkit.. We are redeveloping Foundatio￿8. web-based elearinghO￿e function to eneompass the former EIF GuidebooK WWCSC evidence store and practice guidog. We will eonfirni the content and scope of this function with the aim of rebuilding the website for launch in December 2024. Irish Guidebook. We are completing our programme &%swment for the Irisb Guidebook of interventions. EvAden¢e Standards: We are working to define OUT evidence standards for the benefit of OUT work across the organisation including synthesis a￿a evaluatioL This will a180 inform how we share message3 about research with OUT audience8. Impact m¢asurement: We will develop our approach to measuring progress against our impact goals, including capturing the views of a fdnge of key stakeholders. Me&8uring our impact will alb'o require us to develop a way of iracking the uptake of evidence-based programmos. We explore options for doing this. including a baseline measurement and onsoing mODitoring. 16 /il Building evaluation infrastrurture: Researeh Community Catalyst". We are co-funding a'ReseaTcb Community Catalyst. with Administrative Data Ro8eareh UK IADR UK). This work is funding a co￿ortIUM of leading aeAdemics and data ￿gerS in England. including the University of Cardiff. lancaster, SU￿eX and UCL. The work has three airns: To grow a eommunity of data UBers concerned with outcom&s for children at risk of poor out(YJmes To develop the capacity and capabilities of data user5 and new data users To provide stratesie direction on data for children at risk of pwr outcome8 National It￿itUte for Health and C￿e Research's (NIHR) Pre-Doctoral tA)cal Authority Fellowship (PIAF) Scheme: We are ctrfundins PIAFS with the NIHIL PIAFS support practitioners to undertake research in children'5 social care. Our funding is supporting one fellowship on the implementation of FGCS in Farly Help. PhD Programme.. In partnership with the F￿nOmiC and Social Research thuneil. we are fundins three PhD student8 at UCL to undertake research ID key priority areas of work - Famity Drug and Aleohol Courts, MASH and Virtual Schools. The work on MASH is of 8i8nificant interest to the DfE and are supplementing with this an JPE. to build a ricber picture of tbe implementation of MASH arrangements acro&8 the 8ector. Publications A8 part of the work dewibed above, Foundations and tbe legaey or8anisations, the EIF and WWCSC, rde&8ed 35 publications in the 2023-2024 financial year. including too]s, evidence reviews, feasibility studies, pilot evaluatioDS and impact evaluations. Prior to launcb as Foundatio￿8 (WWCSC publieations): i. Review of mental health serviees f rieneed 2. Researeh IArnin Communities lor of the emotional wellbein needs and ex rience8 of care leav an 4. Catch U Literac Prior to launch as Foundations (EIF publications): 5. Evaluatin s temic raettee within the Su 17 /il 14aLy publications published on Foundatio￿$ website: io. ii. th Published tbis financial year a8 Foundation8: 12. 13. 14. 15. 16. vin 17. 19. 20. 21. 22. 23. 24. 25. whi 26. ria 31. renti uc nfiict Tools: nflie 18 /il Foundations, organisational development While significant merger mile8tones were SucCe￿Y implemented in 2022-2023. ineluding the launch of a new vision, mission. strategy and braD¢I we continued a foeus on the implementation of our new strategy and developing p￿pIe in the 2023-2024 finan¢ial ye4r. People The people at Foundation8 make our stratesic vision p05sJI)le 80 we have invested time and resourc&8 in building a high-perfonnins team and providing excellent leadership. Our eulture 18 built on ae¢ountsbility, autonomy. and support. We defined excellent line management and rolled out training to all our line managers in Spring 2024. With a strong foc￿9 on feedback, our model of line management promotes continuous improvement and belps ￿ achieve high perforn7ance. Our expectation is that everyone at Foundations is higb perforniing* 80 we can improve the ]ive8 of Inerable children and families, and we bave therefore de-coupled pay and perforniance. We implemented a new pay framework that fairness and transparency at its heart, beeau8e we believe that everyone in the same role should be paid the same salary. This redu¢es pay inequalitie8 that typically emerse in perforn)ance-related pay models. To further support high perforniance, we introduced obi￿tIveS and Keyy Results IOKRS) to set Challenging. ambitious goals wtth measurable results, to keep our work on track. Our appToach means that we dedicate orsanisational enew where it'3 needed and are flexible and responsive to changing priorities. Values and Behaviours In developing our culture, in the newly merged Foundations, we defined the value8 and behaviours that unite our team and that we expect to see: We are transparent in our decisions and actiOD& We are ahvays Clear about the work we're doing. the quality we expeet and the mo&sag&8 we share with our partner8. We keep our promises, and we won't shy away from diffieult eonversations. We are rigorous in everytbins we do, using our expertise and critical thinking to produce high￿u2]Ity work so that we are a trusted voice. We use our time and Tesourcu to do things properly and to a high standar We are collaboratlve in our work and our relationships with partners, funders, eolleagu&s and the families and childreD we serve. From working with other funders to make substantial investments in evidence seneration. to siving power to people who have lived experienee of the services we're trying to improve. our partnershi￿ make an enorn)ous difference to the impact of our work We champion Equality, Diversity, Ind￿lon and Equity. We know that the children and families we serve are afferted by disadN7ntsge and discrimination that directly redu their ehanees of living in a loving and stable family environment. UDderstandiDg bow services and interventions work for evEryone, and activety seeking out what work3 for 19 /il specific groups of people, help8 ￿ aebieve ourmission andvisiotL And we want a staff team that refiects the diversity of our eommunity. and this meaThs we work hard to be indwive and access1￿]e. and we are striving to be an anti-racist organisatio We make an impatL We start all ourworkbyquestioning wbether it wi]] bave an impact aDd we LY)ntinually ￿tleCt on wbetherthis kn out. Even when IV8 difficult to so, we will ch￿t eourse if it our work will be more imp&etful. Equa]ity, Diversity, Indusnon and Equity We strive to be sector leaders in EDIQ but recosnise we have some Wdy to go before achieving this. This year, we took the first steps by developing an EDIE Action Plan that addresses what we do in our work programme and as an employer. Our work programme will seek to understand the risk faetors disproportionately affecting certain sroups and EDIE will be coDsidered in all pro)￿ througb the entire project cyele. We have agreed tbat in our ￿tUre work programrne: We will explore funding and evaluating interventio￿$ by and for mi￿rItiZed 8roups. wbi¢h may indude a bespoke fundins call. We will target local Areas with diverse populatioD8 for large-￿e impaet evaluations, giving more diverse samples and also making more sub*roup analysi8 possible, to address the fact that wbat work6 evaluation methods provide average effect measurell￿nts, which nmy not reflect outcome8 for mitioritized groups. Wewill use mixed methods when answering EDI research que8tions, for exampleD qualitative method8 to understsnd people'8 experience of interveDtion8. We will use evidence synthesis to understand what works for minoritized group8, given the issues with limited availability of data and small sample Size8. We will pr(Kluce nuanced messages for policyand prartiee to recogni8e that broad messasing about what works may not be true for minorilized group8. We will ¢onsider rapid reviews on diffetent communities and their experien￿ of ￿rvIceS and what ha8 been 8ucce&gful)y tried inside and outside of the UK to increase inclusion. As an employer. we made improving EDIE a priority and established aD internal working group to lead changes. The cro&8-OTganisational group is responsible for holding ￿ to account for delivering our aLtAon plan and bringingvoices fro￿ every team into diYu&8ioLs about how we can improve. We haye identified key priorities for the cO￿lD8 year including a review of our recruitment PToce5ses to improve accessibi]ity and the diyersity of 8uc(tssful candidates, and cbanges to our po]i¢ies and procedures to ensure they meet the neeAs of our diverse stsff group. Evaluation partners Our ambition a funder is to develop netWOTk8 of partners that will generate evidence around our five priority areas. In 2023, we published and open call to establisb this network and appointed H evaluation partners from a diverse Set of organisatio￿8 ￿th research expertise in the children's social Care and early intervention spaces. /il In addition to deliveTing evaluations. our partners will work with us to foster a collaborative 8eareh Community whereby knowledge, experience and best practi￿ are shared openly for the purposes of continuous improvement ID this space. To realise these aims, in 2024 wc have launched a webinar series for our partuer8 to share their learning with each other, to ukimately improve evidence standards in the sector. OUT 44 evaluation partners are: I. ACE Clinical and Research Centre, University of Glasgow Alma FLonomics ￿d. 3. Bangor University 4. Bedfordshire University 5. Bebavioural Insights Team 6. Cardiff (CASCADE) 7. Central Lancashire University 8. Centre for Evidenee and Implementation 9. Coram io. CoTdis Bright li. Edinburgh Innovations timited 12. Get the Data 13. Greenwich University 14. Health Inequalities Policy Research Group. DepaThnent of Public Health Policy and Systems, University of Liverpool 15. ICF Consulting Seryices Ltd. 16. IFF Research 17. Institute for Emplo￿nent Studi 18. Institute for Fiscal Studi&8 19. Ipsos UK 20. Kantar 21. Kent University 22. Liverpool John M￿yeS Univer8ity 23. Maneh&8ter Metropolitan University 24. NatCen- The National Centre for Social Research 25. National Institute of E￿noMiC and Social Research 26. Newcastle University 27. Nottingbam Trent 28. Oxford Brookes 29. Oxford University (SPI) 30. QA Researeh 31. RAND Europe 32. Rtseareh in Practice 33. RSM UK Group LLP 34. School of Health & Society, Univer8ity of Salford 35. Sheffield Hallam Universty 36. Socia] Policy & &Kial Work, Sthool for Business & Society, University of York 37. Sussex University 38. Tavistock Ijkstitute of Hunwn Relations 39. The Anna Freud i>ntre 40. The RTK ixd 41. UCL'S Faculty of Edueation and Society 42. Lllster University 43. WaTh¥ick Universty (CEDAR) 44. King's College: Policy Institute at King's College & the NIHR Health and Soeial Care Workforce ReseArch Unit (HSCWRU) 21 ## **,11** ## **Financial Review** ## **Funding** Foundations is predominantly funded by the Dffi with additional, grant funding from the Department for Work and Pensions and the Cabinet Office. Foundations has also carried out contract work for other charitable or governmental organisations. Without this support we would not be able to operate and we are incredibly grateful for the service contracts and grant funding that has been provided. ## **Basis of preparation of the financial statements** The EIF and WWCSC merged with effect from 15 December 2022 to form What Works for Early Intervention and Children's Social Care. Subsequently on 25 May 2023 the merged organisation was renamed Foundations - What Works Centre for Children & Families. In the year under review Foundations operated on a fully merged basis. The EIF legal entity was formally dissolved on 31 October 2023. A combination of public benefit organisations which meets the definition and criteria of a merger is required to adopt merger accounting principles in preparing its accounts. Accordingly, the comparative figures in the accounts have been presented as if the merged organisations had been a combined entity throughout the comparative period. Adjustments have been made where the accounting policies of the merging entities differed previously to present figures on the basis of uniform accounting policies consistently applied by both organisations over the periods. ## **Income & expenditure** In the financial year under review income, including grants, and trading activities, was £9,477,860 (2023: £12,988,149). This included grants from the Department for Education totalling £7,713,308 (2023: £11,209,786). The main reason for the change in income and expenditure was the lower level of the Children in Need (CIN) grant, which finished this year. Total expenditure for the year was £9,457,499 (2023: £12,983,409). Total funds were £2,638,665 as at 31 March 2024 (2023: £2,618,304), all of which are now unrestricted. Restricted funds of £1,553,789, which arose primarily due to differences in the charitable objects of EIF and WWCSC prior to the merger, have now been transferred to unrestricted funds, as most of the new work programme falls within the remit of the former EIF. As part of our post-merger alignment of finance processes, we identified different treatments for VAT. Further analysis led us to conclude that it would be appropriate to make a provision of £406,165 relating to VAT potentially payable in respect of the former WWCSC. The provision is included in creditors due within one year. **22** /il Reserves Foundations neajs to hold re3erYe8 to eDsure that it can n￿intain its operationa] stability and meet its commitments to staff, suppliers and grantees when they fall due. The charity's w)licy is to hold a level of reserves that will provide sufficient resilience against the finaneial impaet of fundin8 delays and to provide & financial cushion should fi￿dIng be reduced or withdrawn. Based on an evaluation of wor>ing capita] requirements, the uncertainty around frjture fijnding and the run4own costs if ￿nding is withdrawn, the tr￿teeS have approved an ongoing ro8en*s target of £2.6m. The charity ainL8 to hold £2.6m in reserves comprisiDg: £1.3m to manage its working capital requirements £1.3m to provide a level of mitisation should levels of grant funding reduce signifieantly or be withdrawn. As at 3110312024, the charity held £2.6m of reserves. in line with the policy. Risks and uncertainties The Board and tnjstees acknowledge their risk management responsibility- risk management 1$ a key strategie activity for the Board. It is routinely woven into the cycle of Board meetings, eommittee meetings (in particular tbe FinanLY Audit and Risk Committee), 8enior leadership team meetings and proiert management. A8 part of its ongoing ey¢le of risk management activitie4 the Board recently approved an updated risk management policy. The policy sets out the stratryc Context of risk managernent actiNities in Foundations, the Board's overall responsibilities and its expectations of other people and groups (sueh as Board eommittees and ihe Chief Executive) within the oryanisation. The major risks to the charity have been identified in a eomprehen8ive risk resister and management of these are monitored and reviewed bythe Finanee Audit and Risk Committee at each Committee meeting and reported to each Board meeting. Risks are considered at a strategic, operational and project level. All identified risks are tracked in a risk resister, together with and assessment of their impact and likelihi)od {agaiTk8t a clear and Co￿51stent criterion), a sutnmary of the mitigating actiODS and the risk owner. Risks may arise from the environment in wbicb Foundations operates, whilst others may relate to the strengths and weaknesses of the charity at this Point in its development. Foundations resularly considers the key risks to which it is exposed and articu]ates its risk resp)nse as appropriate. Project risk8 are identified within the established project management Pro￿8&8. Foundations. oterational and strategic risks Hre identified primarity tbrough senior leadership tearn discussions, supplemented by discussions with external advisers trustees. Some risks are mitigated by holding insurance, whieh 18 comprehensive. Insured risks include public and employers. liability, profe&8ional indemnity and Tn￿tee5. liability. OperatioDal risks ￿e managed by having elear /il polieies and guidance for staff or contractors in the u)nduet of tbeir work and otheT internal eontrols such a5 delegatioA8 of authorities and systems-based controb. External risks are managed on a ease-by-ease basis, and those risks whieh the charity cannot fully mitigate are manoged by the charity holding suffieient reseryes. The FinaneeAudit and Risk Committee bas assess￿ the overall risk management process and the major risks to which Foundatio￿$ is exposed and is satisfiwj that systems are established to identify and mitigate the charity's exposure to those risks. The risk categories ideDtifiedwith the highest 8cores (o)mbined impact and likelihood) after post risk mitigation strategies are as follow8: Inability to secure new lons-tenn funding after the expiry of the current core grgnt from the Department for Ethication and / or unreasonable delivery exF*rtations being attached to any new funding Political uncertainty and potential changes in 8overnmeDt could result in a reduction in evidence and children's policy as priorities Iack of a credible plan for improving F4ua]ity, Diversity, Inclusion and Equity IEDEE) in Foundations, work and within tbe organisation results in a10s8 of eonfidence in the or8anisation Lack of Influe[￿ over short-terni policy priorities needed to enable u8 to deliver complex impact evaluatio￿ in partnership with local areas and serlice providers leads to difficulties in achieving our impact goa]8 Failure to build a strong reputation and public profile leads to not being seen as a eredible, infiuential voice in the sector and being uoable to work with tbe partners nc¢ded to deliver our impact goals. These risks have been mitigated through the following action8: Advanced diseu&8ions witb the Department for FAlueation regarding a renewed grant, together With appropriate reserrfes and contingency management Developing relationships with politicia￿$ from all major parties. and working with official8 on long-tem thinking to embed a"What Works" approach in policy development A dedicated EDIE action pkn to shape our work programme and against Ivbich deliverables can be tracked Regular meetings with senior officials in central government and dedicatsd resource to inflllen￿ local levd 8er4ice providers to eDsure priorities are aligned and resources dedicated to the highest impact areas Inereased foc￿8 in working with key national and local sector stakeholders in priority areas. clear organisational ￿SitionS on iniportant topios and targeted work to increase our public profile at Televant events and. as appropriate. in [￿tiOn￿ pr￿. /il Structure, Governance and Management Foundations - What Works Centre for thildren & Families, is a registered charity and a company limited by guarantee, governed by a Memorandum and Articles of Association, updated on 7 December 2022. Trustees The board of tru￿ee8. wbo are each lega] dirertor8 for company law purposes. has ultimate responsibility for Foundations. Trustees are wponsible for setting the strategy for Foundations and securing both the public benefit deliver￿ throusb its outcomes and impact, as well as the sustainability of the th￿lty. Tn￿teeS resularly review the progress of the charity, its funding and the work of its committees. Until his resignation on 22nd May 2024, the board of tr￿Stee$ WAS chaired by the Executive Chair, Josh MacAlister OBE. He was appointed as the ￿eCUtiVe Chair for Foundations in December 2022. As of 23rd May 2024, R&8hard Auladin OBE has a￿um￿ the role of Interim Chair. Going forward, FoundatioL8' board will be ehaired by a non-Executive Chair, currently being recruited. Trustees are recruited by the Executive Chair (non-Executive Chair as of 22nd May 2024), subpct to approval by the trusteefj. Apwinted in￿ee8 are provided with a baekwund briefing about their responsibilities and the objective8. operatioThs. governane4 bjnding and achievements of the charity. Foundations eonsider8 e2th of the tnjstees to be independent in character and judgement and understands that they have no relationships that are likely to affect. or could appear to affect, their judgements with resard to the charity. Declarations of interest are required from new ThLgtees upon appointment and every meeting of the Board requires that any new interL8ts are de¢lared. No remuneration is provided except for re￿nable travel and subsistentt cY)sts, }￿th tbe exeeption of the Fuecutive Chair, where pern)ission w8s granted from the Chaiity Commis8ion to aid the mer8er process and early stages of the new orgaDiBation. There are four sub-cornmittees of the board, eaeh with 8wifi¢ temts of reference set by the board.. Finance Audit and Risk Committee reviews the risk8, ￿ntro￿ and financial management of the charity Grants CA)mmlttee reviews funding rounds and agrees which programme8 to fi]nd Evidence to Impart Committee reviews the activity of the organisation to ensure it is aehieying impact ID line with the strate&v set People Commlttce reviews the organisatioD'S policies and approach to perforniance m￿ageMent. pay and reward and HR issues and the Executive Chair's perfomance. The trustces are also responsible for the ap￿IntMent of the Chief Executive, to whom they delegate the day-to￿aY running of the charity. DrJo Caseknurne was app)inted as CEO of the /il newty merged Foundations and leads a strong and expeTienttd leadership team to drive the new organisation forward. Foundations is a What Works Centre. This What Works, status places additional responsil)ility upon the charity to be independent of government and have a clear and relevant policy foeus. In all aspects of work FouDdatioLs adberes by these standards. irrespective of the funder. The work undertaken by Foundatio￿% dearly fits within the remit of a What Work8 Centre, by focusing on evidence seneration and gettins that evidenee used in policy and praetiee. Staff Our employees are from a diverse range of baekwunds. drawing together ewrtise and experience from a number of different fiel(L8. Trustees record their appreciation of the efforts of the staff, who have made an enonnous CODtribution to the succe&8es of the organisation during the year> particularly in light of the recently completed merger. The Senior IAder8hip Team Comprises the Chief Executive, Lkputy Chief Executive, Director of Eviden￿, Director of Strategic Pl8nnAng and Director of Finance. This team meets regularly and 18 the coordinatins group Mpowible to the Chief ￿ecUtive for tbe day-to-day operations of the organisation. Pay and remuneration The People Committee review5 the organisation's policies and appro&eh to perfornianee management, pay and reward and HR issues and the Executive Chair's perforn)anee. The Eyecutive Chair (Interim Chair as of 23rf May 20¥ and noD-LYeeutive Chair going forward) reviews the performance and salary of the Chief Executive. The tnL8tees discuss and agree any.eost of limng. increases in salarie8 which are applied to employees, together with thc overo1l framework within which staff pay is set. The setting of all other employees, salaries is delesated to the Chief Fuecutive and SeDior Leadership Team, provided that it 18 within the agreed framework. Increases in salary are dictatedby affordability, wider market forces, individual perforniance and job role. Auditor8 Moore Kingston Smith were re-appointed a8 the organisation'8 auditors durins the period and have expressed their willingne88 to eontinue in that capacity. /il Statement of Trustees, Responsibilities The trustees (wbo are a180 directors of Foundation8- What Works Centre for Children & Families for the purpos08 of company law) are ￿pOnSIble for preparing the tnL8tees' rep)rt and the financial ststements in accordance with applicable law and United Kingdom Accounting Standar(b (United Kingdom Generalty AC￿pted Accounting Practi￿). Company and charity law requir&s the tnLStees to prepare financia] ststements for each financial year. Under company law the tr￿teeS rn￿$t not approve the financial statements unless they are satisfied that they give a true and fair ￿eW of the state of affairs of the eharitsble eompany and of the ineoming resources and applieation of rE￿￿ree5, including the ineome and expenditure, of the eharitable group for that period. In preparing these finaneia] Statements, the trust¢L4 are required to: Select suitable accountins policies and then apply them ￿nsistentIY Observe the methods and principles in the Charities SORP Make judgements and estimates that are reasonable and prudent State whether applicable UK Accounting Standard8 have been follo}￿1. subject to any material departures disclosed and explained in the financial statements; and Prepare the financial statements on the going eoneern basis unlw it is inappropriate to presume that the clwitable company wi]1 continue in operation. The trnstees are respOn￿￿]e for keeping adequate and proper accounting records that are sufficient to show and explain the eharitable eompany's traL8actions and disclose with reasonable aceuraey at any time the finanei81 position of the ebaritable tompany and enable them to ensure that the finaneial statements eomply with the Companies Aet 2006. They are also ￿pOnSIble for safeguarding the assets of the eharitable eompany and the group and hence for t8king reasonable Steps for the prevention and detertion of fraud other irregul8riti&8. In so far as the tnL%tees are aware: There is no relevant audit inforniation of which the charitable company's auditor 18 unawaTe' and The truste08 have taken all steps that they ought to have taken to make themselves aware of any relevant audit inforniation and to establish that the auditor is aware of that inforniation. The trustees are responsible for the maintenance and intesrity of the corporate and financial inforniation included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dIsseri￿tiOn of fin0￿CIal statements n]ay differ from legislation in other jurisdictions. The financi￿ statements have been prepared in accordan￿ witb the special provisions of part is of the Companies Act 2006 Telating to small companio8. /il Approved and signul on behalf of the tru8tees by: Reshard Auladin OBE Interim Chair, Board of Tn /il Reference and Administrative Details Company re8istration number: 12136703 Charity re￿$tration number 1188350 Rewstered office and operational addre￿. The Evidenee Quarter. AIbany House, Petty France, Westminster, ￿ndoll, SWIH 9FA Trustees Prevlous Tru8tee8 Fiona Johnson (R&8igned 25 May 2023) Stclr Walker (Resigned 25 May 2023) Luey Butler (Resigned 25 May 2023) Bev BarnettJone8 (Resisned 25 May 2023) lauren Mecann (ResigDed 25 May 2023) Sally Burlington (Resigned 25 May 2023) Sharon Kemp (Resigned 25 May 2023) Ben Lucas (Resigned 25 May 2023) Ryan Shorthowe (Resigned 25 May 2023) DT Jide Menakaya {Resigtted 25 May 2023) Martin Pilgrim MBE (Resigtied 28 February 2024) Josh MacAlister OBE (Resigned 22 May 2024) Cun*nt Trustees ReshardAuladin OB4 Interim Cbair (as of 23 May 20¥) Jenny Coles Ailsa Swarbrick Kelly Beaver MBE Professor Nicholas Pearce Professor Paul Ramchandani David Otudeko (Appointed 30 November 2023) Chief Executive Dr Jo Ca8ebourne /il Bankers Uoyds Bank Ple 25 Gresham street CCtA PO Box 12892 ndon FL2V 7HN CM6 9DL Solicitors Bates Wells Birketts ILP Browne Jacobson 10 Queen St Place ProvideDce House 15th Floor 6 Bevis Marks IAJndoD 141-145 Prinees Street IA>Ddon EC4R IBE Ipswich, Suffolk IPI irJJ EC3A 7BA Auditors Moore Kingston Smith 11 9 Ap￿Id Street I￿ndOn EC2A 2AP Foundations-what Works CeDtre for Children & Families w&s incorporated ￿ a eomp8ny limited by guarantee on 2 August 2019: Company No. 12136703 under the Dame What Work8 for Children's Social Care. Following a merger of the company on ￿ De￿rnber 2022 with the Farly Intervention Foundation the name was temporarily changed to What Works foT Farly Intervention and Children's Social Care and theu to Foundations- What Works Centre for Children & Famili on 25 May 2023. Country of incorp)ration: Eogland and Wales. Foundations- What Work3 Centre foT thildren & Familie5 w&s re￿tered as a CE￿ity on 4 March 2020. Charity No. 1188350. Country of registration: England and Wales. 30 /il Independent Auditors, Report to The Trustees of Foundations Opinion We have audited the finaneial Statements of Foundations- What Works Centre for Children & Families ('the companrf) for the year ended 3) March 2024 which comprise the Ststement of Financial Activities, the Balance Sheet. the Statement of Cash Flows and notes to the financial statements, ineluding a summary of significant accounting ￿licies. The financial re￿rtIng framework that has been applied in their preparation is applicable law and United Kingdom Aeeounting Standards, including FRS 102 The ￿nancI￿ Reporting Standard Applicable in the UK and Ireland. (United Kingdom Generally Accepted Aceounting Practice). In our opinion the finan¢ial thtements: sive a true and fair view of the state of the charitable compan￿& affairs as at 31 March 2024 and of its incoming resources and application of r&wurees, ineluding its ineome expenditure, for tbe year then ended; have been properly prepared in aceordanee wtth United Kingdom Generally Accepted Accounting Practice; and have been prepared in accordance with the r￿uIrements of the Companies Act 2006. Basls for oplnlon We eondueted our audit in aecordance with InterDation8J Standards on Auditing (UK) (ISAs(UK)) and applicable law. Our responsibilities under those standar(Ls are further d￿Cribed in the Auditor's Responsibilities for the audit of financia] stalements section of our report. We are independent ofthe Corporation in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UL indutthng the FRC'S Ethical Standard, and we have fi￿filled our otber ethical responsibilities in aceordanee with these requirements. We believe that the audit evidenLt we have obtained is suffieient and appropriate to provide o basis for our opinion. Conelusions relatingto going concern In auditing the financial 8tatements, we have ry)nc]uded that the trustccs, ￿￿e of the going concern basis of acwunting in the preparation of the financial statements is appropriate. Based on the work we bave perfonned, we have not identified any material uncertainties relating to events or conditions that. individually or eollectively, may cast significant doubt on the company's ability to continue as a soing eoncern for a period of at least twelve months from when the financial statements are authorised for issue. Our responsi71ilities and the responfflTrilities of the direetors Mth re8pett to going concern are described in the relerdnt seetions of this rep)rt. 31 /il Other information The other infoTmation compriw the inforniation included in the annual report. other than the financial statements and our auditor's report thereon. The trustees are r&8ponsible for the other inforniation. Our opinion on the financial statements does not cover the other information and, except to the extent otheThYise explicitly stated in our report, we do not express any forni of assurance couch￿10￿ thereon. In connection with our audit of the financial statements. our ￿￿￿$1b]lity is to read the other inforn]ation and, in doing so, cotisiaer whether the other iDforniation is materially incoDSiStent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inwllsisteneies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial 8tstements or a material misstatement of the other inforn]ation. If, based on the workwe have perfornied, we conelude that there is a material misstatsment of this other inforniation. we are required to report that fact. We have nothing to report in this re88rd. Oplnlon$ on other matters prescrlbed by the Companies Act 2006 In our opinion, based on the work undertaken in the course of the •udit: tFAe inforniation given in the t￿￿ee8. aDnua] report for the financial year for which the financial statements are prepared 18 consistenl with the finan¢ia] statemeDts' and the tru8tees' annua] report have been prep￿ed in a￿Ordance with applicable legal Matters on which we are required to ttport by exeeptlon In the light of the knowledge and understanding of the u)mpany and its environment obtained in the course of the audit, we have not Identifi￿ material mi8st&ternents in the tn￿tee8, annual report. We have notbins to report iti respect of the following matters where the Cotnpanies Act 2006 requires us to report to you if. in our opinion: adequate accounting record8 have not been kept, or retl￿n$ adequate for our audit have not been received frorn brdnche5 not visited by us. or the fmancial statements are not in agreement with the acwuntillg records and returns; or eertain disclosures of tr￿￿tees, remuneration speeified by law are not made. or we have not received all the information and explanations we require for OUT audit: or the tTr￿tee8 were not etititled to prepare the financial statements in accordance with the small companies tewke and take advaDta8e of the small companies exemption in preparing the ThL8tees' Annual Rep)rt and from preparing a Strategic Report. /il Responsibilities of trustee8 As explained more fijlly in the tn]stees' responsibilities Statement set out on page 27. the trustees (who are also the directors of the charitable company for the PUTpose5 of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a trne and fair view, and for sueh internal control as the trustees detennine is necessary to enable the preparation of financial statements that are free from ￿￿terIal misstatement, ithetber due to fraud OT e￿Or. In preparing the financial staternents. the trustees are responsible for ￿&S8]ng the charitable compallWs ability to continue as a going concern, discl(ksing, as applicable, matters related to goin con￿rn and using the going concern basis of aecountin8 unles8 the tru8teas either intend to liquidate the charitable company or to ￿&se operations, or have no realistic alternative but to do Auditor's re8pon8ibiliti¢8 for the audh of the llnandal statements Our objeetives are to obtain reasonable ￿uranCe about whether tbe financial 8tatsments as a whole are free from material misstatement, whether due to fraud or error, and to imie an auditor's report that ineludes our opinion. Reasonable assurance is a bigb levd of assuranee, but is not a guarantee that an audit conducted in accordance with ISAS (UK) will always detert a materia] mI￿aternent when it exists. Misstatements Can arise from fraud or error and are considered material if. individually or in aggregate, they could reasonably be expected to influence the eeonornic decisions of users taken on the basis of th￿C financial statements. 8 part of an audit in aeeordanee witb ISAS (UK) we exercise professional judgement and maintsin prof￿10n￿l sttpticism throushout tbe audiL We also: Identify and ass￿ the risks of material misstatement of the financial statements, whether due to hud or error, desi8D and perforni audit procedures re8POtt8ive to th()se risks. and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a malerial mi&statement r&8u]ting from fraud is higher than for one resulting from error. as fraud may involve wllusion, forgery, intentional oTnissions. misrepresentations. or the override of iDternal control. Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purposes of expressing an opinion on the effectiveness of the cbaritable companvs internal control. Evaluate the appropriatene55 of accountill8 polici￿ ￿ed and the reasonableness of accounting estimates and related disclosures made by the tnL8tees. Condude on the appropriateness of the tr￿tees, use of the going concern ba818 of accounting and, based on the audit evidence obtained. whether a material uncertttinty exists related to events or conditions that may east SI￿[fiCant doubt on tbe charitable eompaDy'S ability to continue as a going cr)ncern. If we conclude that a material uneertainty exists, we are required to draw attention in OUT auditols report to the related disclosures in the financial statements or, if such disclosures are inadequate. to modify our Opinio￿ Our /il eonelusiong are ba8ed on the audit evidence obtained up to the date of our auditor's re￿)r￿ However, future events or conditio￿5 may cause the cbaritable (y)mpany to eease to coutiDue as a going concern. Evaluate the overall presentation, StrUrt￿ and content of the fllwieial statements, including the disclosures, and whether the financial statements represent the underlying transactio￿ and events in a manner that achieves fair presentation. We communicate with those charged with governance regarding, among other matters. the planned scope and timing of the audit and signific￿t audit findings, including any sisnificant deficiencies in internal Control that we identify during our audit. Explanation as to what extent the audft was eonsidered (xpable of deteetlng firregularities, including fraud Irregularitie8. including fraud, are instance8 of non-eomplianee with laws and regulation8. We desisn procedures in line with our responsibilities, outlin￿1 above, to detect material mi￿tements in respect of irregularities. iDcludins fraud The extent to which our procedures are capable of detecting irresularities, iDcludin8 fraud is detailed￿0W. The objective8 of our audit in re8Pttt of frau4 are; to identify and awK8 the risks of material misstatement of the financial statements due to fraud; to obtain suffieient appropriate audit evidence regarding the assessed risks of material misstatement due to fraud, thr()ugh designing and implementing appropriate responses to th(K8e assessed risks. ana to respond appropriately to instanees of fraud or suspected fraud identified during the audit. However, the primary responsibility for the prevention and detection of fraud rests with ith management and those charged with governan(* of the charitable company. Our approach wa8 a8 follows: We obtained an understanding of the legal and resulatory requirements applicable to the Company and considered that the most SigDificant are the Cornpani&s Act 2006, the Charities Act 2011. UK finallcial reporting standards as issued by the kncial Reporting Couneil and UK taxation legislatiOJL We obtained an understanding of bow the charitable wmpany eomplies with these requirements by discussions witb management and those charged witb governance. We &sses8ed the risk of material mis8tsternent of the financi818tatements, including the risk of material mi&8tatemcnt aue to fraud and how it might occur. by holding discussion8 with management and those charged with governance. We inqulred of management and those ebarged with goverDaDce ￿ to any known iD8tance of non-compliance or suspeeted Don￿¥)mPlIance with laws aDd regulations. Based on this UDdeJ3tandin%, we designed specific appropriate audit procedures to identify instances of Don￿OmPlIance with laws and regulation& This included maknng enquiries of management and those Cbarsed with governance arAd obtaiDiDg additional corroborative evidence as required /il There are inherent limitations in the audit procedures ducribed aFx)ve. We are less likely to become aware of instances of non-￿Mplianee with laws and regulations that are not closely related to events and traDsa¢tions refiected in the financial statements. Akn, the risk of not detecting a material mi3Statement due to fraud is higber than the risk of not detecting one resulting from error, a$ fraud may involve deliberate concealment by, for exatnpk, forgery or intentional misrepresentations. or through collusioll. Use of our report This report is made solely to the charitable company's members. as a body, in accordanee with ChapteT 3 of Part 16 of the Companies Act 2006. Our audit work has been undertllken so that we might state to the company's members those matters we are required to state to them in an auditor's report and fi)r no other purpose. To the fijllest extent pern)itted by law. we do not accept or assume responsibility to any party other than the charitsble company and charitable company's members a8 a body* for our audit work, for this report, or for the opin?ons we have forn)ed. James Saunders (Senior StatutoryAuditor) for and on behalf of Moore KiD&8ton Smith LIP, Ststutory Auditor 9 Appold Street IL)ndon EC2A 2AP Date: 23n12024 /il Financial statements Statement of Financial Activities (Induding Income and Expenditure account) for the Year Ended 31 March 2024 2024 totsl 2023 In￿rne from: Qharitable artivitk8 3J49903 6,045,110 9,194a13 12,743,684 Tradin8 acttiryti&8 283￿47 283S47 244.465 Totsl Ineon 3A32,750 6.045,110 9ATI,860 l2,988,M9 Fupendlture on: Chiritsble activities 3A12a89 6.045.110 9457A99 12,983,409 Totsl Exp¢ndltur• 3Al2J89 6.045.110 9.457A99 12.983A09 Nti In¢oM¢l(¢X￿tsdknj for the year 20a61 20a61 740 I￿53.789 {Is53,7891 IS74,150 {Is53,789} 20a61 4.740 Rteondlladon of fund# 19 Bpl4nLv 41 i April 20a3 BalaD¢e• at31 Mveh *024 1.064S 1553,789 2,618304 2.6￿￿64 2,038,665 2,638.665 2,618J04 All amounts Telate to continuing activities. All recognisd gain$ and I0￿e8 are included ID the Statement of Financial Artivities. The not&s on pages 39 to 59 fonll part of the8e fiDaneial ststements. 36 /il Balanee Sheet as at 31 March 2024 Note 2024 2023 Fixed awts Tangible a￿ts 51a8s 89,121 a85 89,121 Currcnl auets Debtor8 2 Ji4611 757.247 Cash at bank and in hond 2.559536 2,849A42 487&47 3>606.689 Current llabllltles Credit¢)rs'. amount hTlin$ due within gne yw 16 (2886067) (1,071506) Net¢urrenl *M*ts 87.280 29,183 ..638.665 2,6J8a04 Funds 19, XO Restricted fvnds I￿53,789 Unreltticted lund8 2.638,665 1,064.fj1.5 2.638.66s 2,018 J04 The financial statements were approved by the Board and autborised for issue on and sigDed on their behalf by. Reshard Auladin OBE Interim Chair. Board of Trustees Date: Company registratlon number: I2￿6703 /il Statement of Cash Flows for the y&or ended 31 March 2024 Not¢ ¥024 2023 Net eA&hpr0￿ded byoperailng*ttivld L803A521 236.161 Cash tlows from Inve#th￿￿¢t1VatltA. 46 (40.024) Net ¢uh (prorfdtd by)lu•ed In inv¢fyd activllle• ts5,381) Net increasel(de¢rt￿e) in and e•sh equIV￿*￿ts Cuh and c•&h tqthalents at th¢ b￿￿￿￿1￿ of theyear C**h ¢a•h equlthts at ettdof year (a89.906) 200.780 2,849A42 2.648,662 2.S59S36 2,849A42 *4 #023 Anal>yi• of ¢aah *nd ¢••h eqDlvaltnts Cash atbankand in hand 2S59536 2,849.442 Totsl And ealh equlv4leThts 2S59&36 ,849,442 A• at i Apru 80*3 A•at3X March 2024 C••h tIowB Anal)YisofthanseJ in het debt CaBh at blnkand io hand 2,849A42 (289,906) 2559&36 Total 2.849A42 {289.906) ,559￿36 38 /il Notes to the Finanaal Statements for the year ended 31 March 2024 . Ch4rlty Inft)rniation FouDdations - ￿at Works Centre for Children & Families i8 a charitable ￿)MpanY limited by guarantee registered in England and Wales with the registration number 12136703. The registrred office addre&% is Albany Ho￿se. Petty France, W&8tminster, IA)ndon. En8]and SWIH 9F 2. Accountlng Policie8 Basis of preparation The Early Intervention Foundation and What Works for Children's Social Care merged with effert from 15 December 2022 to fonn What Works for FArly Intervention and Children's Social Care. Subsequently on 25 May 2023 the merged organisation was renamed Foundations - What Work8 Centre for Cbildren & Families. A Combination of public benefit Organi￿tionS which meets the definition and criteria ofa merger is required to adopt merger accounting principles in preparing its aeeounts. Accordingly. these aeeount8 have been presented as if the merged organisatioL8 had been a combined enlity throughout the prior period. Adjustments have been made where the accounting policies of the merged entities differed previously to present figur&8 on the b&8is of uniform accounting policies ¢onsistent]y applied by knth organisations over the prior period. These financial Btatements are prepared on a goins concern basis. under the historieal ¢08t convention. as modified by the revaluation of investments beiD8 measured at fair value throu8h income and expenditure within the Statement of Financia] Activities. The financial statements have been prepared under the historieaj cost wnvention with items recognised at cost or transaction value unless otherwise stated iti the relevant note(s) to these financial statements. The financial statements have beets prepared in accordance with the Accounting and Reporting by Chariti&s.' Statement ol Recommended Practice applicable to Charities preparing their accounts in aecordanee with the F￿anCIal Reporting Standard app]ieable in the UK and Republic of Ireland (FRS102){Charities SORP (FRS 102). the Financial Reporting Standard applicable in the UK and Repub]ic of Ireland (FRS 102) and the O)mpanies Act 2006. Additional infonnation been provided where thi8 increases understandins of the figures. The financial ststements are prepared ID sterlin& which IB the functional currency of the charity. Monetary amounts in these financial statements are rounded to the Dea￿$t pound. The following accounting polici￿ have been applied CO￿75tentIY during the current and previous 39 /il Going concern The Tn￿teeS have a&se&sed whether the we of going eoneern i8 appropriate and have considered P¢)&8ible events or CODditioDs that might cast significant doubt on the ability of the group to Continue as a going concern. The Trustees have made this 8&8e&sment for the period of at least one from the date of approval of the financi8] statements. As at 31 March 2024. the charity has total reserRs of E2.638.665. The ebarity h&s agre￿ fundins WAth the Department for Fllucation to Marcb 2025. It is anticipated that the DfE will confinn future fimding for 2025-26 onwards before the end of the 2024-25 financial year. If eore funding is not obtsined. the charity has an exit 8trategy in plaee. Based utM)n this and further funding for project work, the eharity i8 well-plaeed to manage operational and financial risks suetrssfidly for the foreseeable future. Having reviewed forecasts prepared by management the Th￿tee8 are confident that the charity and the group will eontinue to meet its obligations as they fall due and that therefore the going concern basis continues to be appropriate. Fund aeeounting Unrestrieted funds are available for use at the discretion of the twstees in filltherance of their charitable objectives unless the funds have been designated for other purposes. Restricted funds are funds which are to be used in accordance with specifie r&8trietions imposed by donors or which have been raised by the charitable eompany for particular purpos￿. The eosts of raising and administering sueh funds are charged against the specific fund. The aim and uqe of each restricted fimd is set out in the notes to the financi￿ statements. Income Income is reco8nised when the charitsble company entitlement to the funds, any perfornwnce Conditions attached to the ineome have been met. it is probable that the income wll be re¢eived and that the amount can be measured reliably. Donations are reco￿19ed on receipt. Donations from fundraising ventures are sbown gross. with the 4s30¢iated eosts included in fundraising costs. Otber income is accounted for on a receivable b￿18. Income from government and otber grants. whether'capital. grants or knue, grants, is recO￿lSed when the Charitable company has entitlement to the fiu)ds. any perforniance conditions attached to the yants have been met, it is probable that the income will be re¢eived and the amount can be measured reliably and is not deferre Income received in advance of the provision of a specifi￿ service is deferred until the criteria for income recogDition are met. /il Expenditure Expenditure is recognised once there is a legal or Constn￿tive obligation to n]ake a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings: Charitable expenditure comprises those costs incurred by the ebarity in the delivery of its aetiNryties aDd fjervi￿ for its beneficiaries. It includL8 txjth the direct Costs that can be allocated directly to such activities and those costs of an indirett nature Deeewry to support them. Governanee costs include those costs associated with meeting the Constitutional and statutory requirements of the charity and include the audit fees, statutory reportin& legal costs and Tn￿ee expenses linked to the strategic rnanasernent of the charity. Overhead and support costs have been allocated first between the cost of Eener4tin8 voluntary ineome, charitable activity and governance. Where overhead and SUp￿rt costs relating to costs of generating voluntary irAcome and charitable aetivities cannot be diTectly allocated, these have been apportioned based on the head count for each activity. Grants are recognised as expenditure ID the yeor wben the cbarity creates a legal or eonstrnctive obligation. An obligation ari8es, and expenditure is re￿￿18ed in the finaneial statements, when a funding agreement has been signed by both parties and evaluations by the charity confirm the mi1&8tone8 set out in the agreement and any other tern)s and eonditiow of tunding have been sati8faetori]y met. Grants payable but unpaid at the ba]ance sbeet date are reco￿lsed &8 grant commitments under ereditors. Investments On 27AugLL8t 2021 the eharity ineorporated The Evidence Quarter Cl.q a community interest company without share capital which is a loo% owned subsidiary of Foundations - What Works Centre for Children & Farnilies. During the period from incorporation up to the year ended 31 March 2024 this company Wds dorniant and did not trade. The subsidiary is not material to the Group and therefore Grnup accounts have not been prepared. 41 /il Tangible fixed a58ets Items of equipment are capitalised where tbe combined Purch￿ priee exceeds £500. Depreciation costs are allocated to athryti&s on the basis of the use of the rdated &￿ets in those activities. Where assets have been revalued. any exeess between the revahLed amount and the historic cost of the &8set will be shown as a revaluation reser￿ in the ba]ance sheet. Depreciation is provided at rates calculated to write down the ct expendltuyt (•tt note# s •nd 8) by fund¢r* 204 a0￿3 Core Srnllt CIN 2,660.969 2,021Js8 107,810 4.238a58 snrp gtant 25000 218,755 grant 770.222 29.653 SFPC grant DWP yant 79.296 3.688.￿? 6,508,124 46 /il 8. Grant expenditure by institution *023 AehieYin8 for Chthlren ACt￿n forChlldreFA Edueation Project BreakiD8 the Cyde J3J33 24769 12.000 Ajma EC0￿MIeS Anna Freud Centre Afi￿a Frnd Qntre ADDa F￿d Centre AnnB F￿a Centre BarnBrdo'8 Barnardo's Bath & NE Sothenet cr Behavioural In8￿t Behairioural Insight Bl•¢kburn with DAtwtts Brlghton & Hove CC Cardiff Uni￿rnty Cardiff Uniwsity Cardiff UroiveT8ty Cateh Up CEI Global UK CEI Global UK CET Glot41 UK Q>Te FK*)Mmic Beneffts 74Tr922 19A67 CO￿ lighth0￿se Parw)tiDg Intets*tstions DWP knluciD8Par¢ntal Conllirt 107A92 ssjoo 347,000 l*t's Ctmned Breaknngthe Cyde Fathers f0ra￿nIe Edutation Pro Rducatlon ProJ¢rt Soclal Workers in Sthoots Spark Grant 749PJ a33 11245 677 I%￿69 20.812 Sigti of PotentiB] P£De Pro8resJion RBpid Review Evidence Revlew oft KAtt8hlp Cart P4rentin8 Systematle RvA¢w Semore EvaluatloD StAyln8 aose Ch*ngemiker8 Staying aose Pine Progrwion 4&00 751904 59I96D 89.940 CEI Glt*al UK CEI Glcè81 UK Centre for Homelessneu Impict Cityofyork Coul￿7 Co]lege of Polldns Coram 49,995 7&90 Core Jffj700 6,066 J36a95 .621 137, SFJIP Cornm Corhm Cold￿ Bright Cordis Bri8ht Cumbria I Cumbria ( I£t's Conneet FGC Data Sttattd Rapid Review 86.083 39.998 149.960 Education Pro)￿t Social Workers ID s￿￿7￿ Soeial Worker8 in &bools Adminlstratlve Data proiert 36,225 IP.249 200,000 B5￿ CC Gaieshead CC GaipJhead ( GMCA Hart]ep￿1 BC Hertfordshire L HtsIl City CC tr) FAttt4tlots Projtrt EducatioD Proieet S￿la1 Workers in ￿0018 EdU￿tiO￿ Pmitri Educxtiott Proittt Ethication Project Social WorkerB in 8th0018 School Based Pyojttt Bounct Baek 4 Ktds Sl8n of Potential SAgn gf Potential 64￿28 20.619 (SN 23.￿0 50&09 6,242 19,793 ltislibjte for EmployD￿t s￿dIts aN ItMB MOIU 24763 5A92 47 /il It￿0$ MORI IF￿ MORI My EvaluatioD ofTWE Sthool Bwd Proied Mee 51 179.644 28a30 a44 3A,224 L3a87 21204 183A43 26IA58 6J90 iisso 91,435 157J75 li.T36 130,219 ,663 20.094 170,085 KCL Klnthlp SFllP Education Prnject S￿141 Workers g*hcN)16 SOCI￿ Workers in Sclw LB CroydotL LB Faling LM HAckney EdJuc•tKthn Prrfj S(¢ial WorkerB in Scho)]* S(*i¥l Worken In SehrxAs LB H*rin8ry LB Harrow LB Hlliingdon tAmbeth &￿111 Workets in sch￿91 FAlut&iy)D PTOittt FIJU￿1￿)ll ProJttt LB Merton LB Merton LB Merlo I￿ S(wthwark IM Stsuthwark LBSutton LB Tower Ilamlets Livertwl John Mr*)re'8 MCPID MwJit•lion NLW MeeTLx) Core MeeT Natio￿1 Centre for S(tlal ReAtsYth SFIIP Neweastle CC Newwtle CC NHS C•Jnh And PEterknrwh NIFSR NI￿R NIK8R Nottinthajnshire CC ChaD8emakera 48￿0 14&591 75,002 169Ao8 208.1)65 Pine Pt(yession SctiAI Workersin S¢br S(tial Worker3 ID S¢hcd• MentoriD8atbJ BefrltYbJiD8 CaTt mett￿1 H￿1th Coto Core 00.000 59000 35,JOi 7J30 16.¢)44 86J CIN CIN CIN CIN EduLXtioD ProJ￿t Sign of Potenti 55,140 23,221 67.￿0 Ed￿￿tion Proj& J&854 89J40 266.816 PAcr PAkYnts and ChildRn er D Europe Sgfelivea For B￿￿#s1￿ CoTe Rest•rt 6A98 38,280 173,658 Staff0￿$￿1ve cr Stctkp)rt BC Smryndon BC Tameside TavLstotk 1Th8tltutr Ihe FatllerhC￿ I￿￿liute The FAtherW IL8tiiulÈ The For Babys SakeTh￿t Together forchlldtett Uniy￿SIty C(Aiegeb)n&)n University Collrye LAJndon Un%ver5ityof Cetrtral L4nwhire uni￿r$Ity0fG￿ellWIth 48850 219A91 168,217 2llS40 Fathers 4 thajy ForBaW88ake IOS.9W 400￿1 )Ke 18.275 36s BApid Review Multi Agency Safesuatdins ' Abu* and Eaty Hdp SparkCKSDt 199A30 85.026 18 /il 2023 Univei¥ity of Oxfo Unl￿181ty0f Oxford unl￿81tyofOX[Ord Urii*rsity of Oxford unl4￿1¥￿ty o(Oxford Utt1￿[51ty of Oxfotd Unl￿￿81tyQf Sus veri￿Tr Vi¢tim SllpEort Walsall BC irrnl BC Wirral BC Wolverhampton BC Wolverh&mpton Unl￿r81ty 46.780 20.000 7,100 *128 Core Hl8herEdueai s￿rk GThDt Workers in Sthco)L5 HeAIth kn¢$8ment measu Gve OotO)Tne Measure8 Wematter Wemalter 4.200 IT2.ll6 436AI6 CA)re CIN CiN &xitil Worken in sth￿l 20.152 122.699 CIN ial WorkeY8 iDSd)cds Core NOREAM 48.¥0 147,693 688 9. Support costs *OX4 8093 totsi Depreciation Lw1* profwion41, HR 37,n7 37,rJ7 $7,847 170.670 4&896 #I4￿66 463￿22 Other finan￿ costs rJ6 TJ6 1,640 Office administration 279S02 279,502 337,086 Premise8 eosts 494,934 494,934 488041 Marketlng and PDbllc relatioN5 Other Staff Ccdts 167.p8 167.D8 66,164 39ST3 39￿T3 88,506 Audit fees- Statul¢)ryAudil Audit fets- Other 20400 3OAOO 20a60 9A80 5,700 Attountsncy 14.042 10,655 IAO4.912 TJ.776 la78,688 1,520.021 AO.Audltors renumeration 20*4 2023 Audit of the charity&finanoal8tatanents 20AOO 20 J60 Other&udit-related asBuranceser¥ites Grntht CertIfi￿tion 9A80 5.700 Non- auditservices AII othernonvaudil 5er4h25 4.954 17a20 49 /il ii. Trustees Until his resignation on 22nd May 2024. the cbarity had a paid executive cbair approved bythe Charity Comrni&8ion, Josh MacAlister OBE, wbo8e remuneration during the year was £78.000 (2023: £15.500). In addition, the cbarity made pe￿810n ￿ntrIbUtionS of £4,680 (2023: £1.087) in respect of Josh Ma¢Alister. No other Trust￿ reeeived any remuneration in the years ended 31 March 2024 and 31 Mareh 2023. Travel and accommodation expenses totalling £7,125 for oneTrwstee were paid by the cbarity in the year (2023: three trustees, £3A41). 12. Employe¢8 Average number of monthly ¢mploy4¢s durlnsthe ytsr. 2023 Number K¥ecutive a￿1r Chlef Executiyeofficer Gtant makiD& evalu4tioNAnd diweD￿tIon ¥thff Adminlstration staff 59 2& 24 74 84 The key management persorfftel of the eharity are eoosidered to be the CEO and the vario dirertOTS. The remuneration and employee benefits of key management personnd 8mourAted to £664,190 in the year under review (2023: £8573H). Staff Costs comprlle: 2023 l*ries&wag¢8 Social8￿urIty L￿￿8 3.798.912 3,923,856 385,192 427A56 279,108 251,950 4A36.054 4,630,420 Included in staff costs is a termination pa￿ent of £20,672 paid to a forn]er employee (2023: £10,533). /il The number of employees whose annual remuneration w&8 £60,000 or more were: 2024 Number 3033 Nwnber £60,000- £69,999 E70,000- É79,999 £80.000- £89,999 £90,000- £99,999 Eioo,000- £109.999 £iJo,000- E119.999 £120.000- £129.999 13. Fixed asset Investments The charity holds a loo% investment in a subsidiary undertaking, The Evidence Quarter C.l.C. This was incorporated on the 27 August 2021 and has remaiDed dorllwit in the period under review. .Tangible fixed assets Tot•J F4ulpment Coat At i April 2023 Additions 79A76 loy88 183.664 At 31 March 2024 79A76 lo4,￿8 18J,664 Dep￿dad9 At i April 2023 Depreciation chaT8ed Sniheyear Eliminatttl in of diJpLW]s Al 31 Mareh 2024 29A68 65.075 94￿43 JS.901 .835 37.736 45J69 86p910 132879 C4n7An8 ￿NoU￿t At 31 M4Yeh 2024 34,107 I7￿78 At 31 March 21Ya3 50.008 39.113 89,121 /il Notes ZOg4 a023 Otherdebiors &687 1.868 2.133.633 fr12,8&5 Prepayments and accruoj In￿Me 178.291 82,524 2￿￿611 757.247 Grants ttLtivable indude Draco￿ grant ¢laims ￿£1￿￿,225 (2023: £48A￿ ) Note8 2024 #0*3 Trade crnlltors 50,967 114,879 (Xher taxatSon and$￿]*18¢￿1rity 109A50 J7 Is6,645 530,793 oihercroaito 475A09 110.944 IA94,396 320,890 2,286,867 I.077￿06 C￿ere[ed110￿ iM]udea VAT prrJbTrsion of ￿06,16s(2023. nil ) ind￿je grants payableof ÉiJ96J40 { 2023: £W J37) 17. Deferr￿ ltttome Nott• *024 a0#3 Oth¢rdeferred Ineom¢ 1.645 530.793 Deferrgj incom• btoughiforwatd Grauls teceisTd Ill theyear $30.m 67.920 8a61,7SS 12.435.857 Grants wni8ed in the)tar (8.735,903) (ll,972.984) 6,645 530.793 Deferred income represents grants receiv￿ in advanee. The income is deferred when the grant agreements are subject to conditions whieh are still to be met aud which are outside the control of the charity or when grants or income are reeeived in advance and specified by the donor or other party as relating to specific accounting periods. /il 18. Retirement benefit Sehemes Defined contribution schem&8". The charitable company operates a defmed contnbution pension scheme for all qualifying employees. The assets of tbe scheme are held separately from those of the charitable company in an independently administered fund. The charge to SOFA in respect of defined contribution 8chemu was £251,950 (2023,. £279,108). Contributions totalling £36.180 (2023.. £73,950) were payable to the hmd at the balance sheet date and are in¢luded in other creditors. 19. Funds The income funds of the ch￿lty include restricted funds eompri8in8 unexpended balaneeB of donatiot￿ and grants held on trust for8peeifi¢ purp￿. Movement In funds 2023-24 B•l•n¢¢ at 31 M•r¢h at i Aprll 9093 Re•trlrted f•)nd• grant 9w686 (4,944,686) CIN srant HHPgrant 77.829 (77.829) 139 I￿9) ETF grants 632.203 (632803) DWP 8r4nt 390a92 ts90a9z) EIF Gen¢r41 fund BIF De8i8nattsa ffijnd 282J19 (282,1191 'rot81 ReJtrKted FuDd8 1653,789 6.045 JIO (6,045,110) (1￿53,789) Unrestrlrted Vund8 1,064, &W750 ts￿2,389) 1&53.789 2,638,665 Total Funds 2.618a04 9AT7,8fy) (9A57AwJI ,638,665 TransfeT8 TraL8fers repr￿nt the net under/over8pends on grant8 transferr￿ to unrestricted fijnds in line with grant agreements. A reserves tra￿sfer ha8 been made from the former EIF resenyes to the unrestricted reserves, ithich reflects the amount of the 2023-¥ expenditure incurred within the pardmeters of the fornier EIF objectiv&s. capped at the totsl value of the EIF reserves /il Unrestricted Funds These are available for ￿ at the di8cretion of the Trustees in furtheraDL% of their eharitable objectives unless the have been designated for other pUrp￿e8.. Restrieted Fund8 These are funds wbich are to be used in aceordance with specifie r&8trietions imposed by donors and any unexpended fund8 are held on trust for th0￿ specAfie purposes. Re8trieted funds were &s follows: DfE gTant: This was the DfE core grant for specific projects CIN 8rant: This was for specified Work on the Children in Need PTOiert. HHP grant: This was for Specified work on the Healthier Happier Professionals project. ETF grants.. This was for specific work on three different projects; Stay aose and Kinship, which have now been completed. and Domestic Abuse which will continue in 2024-25. DWP grant: This grant from the DWP was for specified work on a project on Reducing Parental Conflict. EIF General fund: k8 a u)nsequence of the rnerger. the unrestricted reser￿5 of the E￿lY Intervention Foundation èt the dale of the merger, 15 Deeember 2022, became restricted erves of the merged charity as EIFS ebaritable objects were slightly narrower than those of What Works for ChildreD'S &)¢1￿ Care. EIF Designated Fund: Ineluded in EIFS unrestricted re8erves prior to the merger were funds designated for'speeial Projects, supporting the strategy of EtF. At tbeir Juty 2023 meeting the trustees a￿eed that the desI￿atiOn could be removed. /il Movement in funds 2022-23 Balanet at i Aptll 2022 3J March 2023 Care mryew8r￿t CIN srant 4AO3,965 14AO&965) HHP srant 139 ETF8rants BIF Getjeral foThd 76a65 (76J6s) 1,981.632 173.917 ts05,206) 121,188 1,271,531 413,907 {w,788) 282,119 fund DfE grnnt IA15.795 (Irt￿.795) DWP 8rnllt DLUHC grant 496A60 (496Af•J} 40.000 (140.000) Ho￿* OffiL% 3￿065 ts6,065) Nuffie]d Foundation 4a08 (4.8081 500 Total Rwttided FuDds 1,696088 6.756.87S (1889,875) (10,099) 1,553,789 Unre•trlrted Fwid* 916.676 6,23iA74 (lo93￿4) 10,099 1,064,515 Tots] Fun&• ,6￿￿64 J2.988J49 {o,983rf09) 2,618,304 As a consequenee of the merser, the unrestricted reser￿8 of the Far]y Intervention Foundation at the date of the merser, 15 December 2022, became restricted reser￿8 of the merged charity. /il 20. Totsl fi￿￿ FundbAlan¢u at 31 hfmrcb 2024 thre represented bT. Tangible a￿ts Nrt¢llrtenta￿ts a85 SL.38s 2￿7.280 2.587,280 2.638,665 2,638.66s Totsi Fund b*l*neeA at 31 M*rth Aoz3 are representtd by: TIn￿TrIle Net CUTrent assets 89J21 89,121 975J94 4S53.789 2,529,183 i.064￿5 1653.789 2,618,304 21. Net eash provided by opernling activities #024 2023 surp1￿* for theyear Adjustnknt fr)r. Deprtciatiott alld impA]rn￿t oftsD￿e&Eed awets Mmmemtin 7AwkingcapltsL. (Incrta8e}/drn llldebtor8 20J61 4,740 37.rJ6 S7,847 (l￿Sla64) 103A45 1&83509 137V48) ts68,ioL) 462,873 14,643) [￿￿46) Net eash prthded byopeNllns*¢thltlo• (303A52) 236J61 22.Related party transactions Kelly Beaver, a trustee of the ehartty. is the chief execuhve of Ipsos MO]U and a Senior Researeh Fellow of Kings College IA)ndon. During the year grants of Dil (2023.. £240,717) were paid to Ipsos MORI and nil (2023: £72.898) to Kings College inndon. /il Jenny Coles, a trustee of the eharity, is a t￿￿tee of Coram's thili]Ten's charity. During the year grants of £86,083 were paid to Q)Tam (2023: £407,169). None of the above transactions had any security, bad debts, Wrllte￿ffs or guarantees associated with them. All were made in the ordinary course of b￿siti￿, the a&sociated trustees derived no benefit from them and were not involved in any decisions to award the grants. There were no donations from related parties which were outside the norn]al course of business and no r￿rirted donations from related parties. There were no other related paty transactiotss in the period under review. The board of trustees are eommitted to transparency where there 18 or may be perceived to be a eonflici of intemts with the work of the FoundatioDS. Detai]s of any relevant disclosures are made annualty in tbe Trustees. Rw)rL 23.Operating lease wmmltments The eharitable company's total future minimum kase pa￿nents under non-cancellable operatin8 kase5 relatin8 to propety is as follows: 024 Within i 91812 278rt36 180,029 Brtknren 2 aDd s ye4r8 rsyars 91.212 458A65 24.Meryer of Early Interventlon Foundatlon What Words for Chlldren'8 Social Care The Early Intervention Foundation, a company limited by guarantee (cornpany number." 08066785) and a registered charity (registered number: 1156052) and What Work8 for Children's Social Care (CoMpa￿Y number: 12136703). a registered cbarity (registered number: 1188350) merged with effect from 15th December 2022 to fonn What Works for Early Intervention and Children's Social Care. All of the charitable underts]ong, assets and liabilities of the F2rly Intervention Foundation were transferred to What Works for Children's Social Care. All of the tTUStees of the Early Intervention Foundation became t￿￿teeS of What Workq for Children's Social Care which was renamed What Work8 for Earty Intervention and Children's Soeia] Care, Subsequent]y on 25 May 2023 the eompany was renamd Foundatioos - What Worh Qntre for Children & F8milies. /il A eombination of public benefit organisations wbich meets the definition and Criteria of a merger is required to adopt merger accounting principles in preparing its accounts. Aecordingly. these aeeounts have been presented if the merged orgaDisatioL8 had been & ￿MbIlled entity throughout the prior period and comparative figures restated on the same basis. Adj￿tMellts have been made where the accounting policies of tbe merging entities diffeted previo￿$1Y to present figures on the basis of uniforni accounting policies eortsistently applied by both organisations over the prior period. The analysis of the printip￿ eomw>nents of the Statement of Flnancial Aetivities for the year ended 31 March 2023 is as follows: What Work• Wh*t Workn Evly for ChIld￿n,• Interventlon thnd Comblned Totsl Int¢rvention Foundallon Care {Po•t-mer8¢r) 2023 Total Intt*me I,829￿7 6￿44A73 I.64,￿9 12,988.¥9 Totsl Ex￿diture N¢t nmmentlnfuDd• 012,000 6A61.787 4SO9.622 12.983AQ9 (182A83) 82,686 104 4,740 The anatysis of the net assets as at the date of merger, 15 December 2022, 18 set out below: What Work• fibr Childrnn'$ So¢i*l CaT¢ Combined Total InteThentlon Foundadon Net A58ets I,000.p2 2￿13.767 Represent*lby: UnTfSttiettrl fvnds Generdl 1.281.631 (1,281,631) De$l￿t￿l fnnd Restiiebj funds 23IA24 {23IA24) 1.000.712 Is￿.055 2,513,767 Tolal fund• I￿￿.055 i.OOQ,P2 2.513,767 As a con8equence of the merger, the unrestricted reseroes of the Ewly Interrfention Foundation beeame r&8tricted reserves of tbe merged charity. /il The following adiu8tments were made in order to align accounting ￿liCI£s. EIF Fun&% broughtforward as at i Apnl 2022 Adjustnxent to EIFfvnds brO￿lhI forward a5a ConwueT￿0f adoptÈng TEvised depreciation Tat Reslated fuDds brou8ht forward ¥$ atiAprll 2023 1.639.036 5,138 1,644.174 2083 Change in the depreciation eharyefor assdsof the Early lThtst%ttstEo Foundalion asa consequeJKeof adopting Misel deprttiation r•ie& iJ68 Any charges between EIF and WW(SC have been eliminated in preparing the rnerg￿ a¢¢ounts.