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2023-05-31-accounts

Companies House Registration Number: CE028121 Charity Registration Number: 1197742

Report of the Trustees and

Unaudited Financial Statements for the Year Ended 31 May 2023

for

Family Compass CIO

(A Charitable Incorporated Organisation)

Green Accountancy Limited Association of Chartered Certified Accountants Windrush House Windrush Park Road Witney Oxfordshire OX29 7DX

Family Compass CIO

Contents

Charity information 1
Report of the trustees 2-18
Independent examiner's report 19
Statement of Financial Activities 20
Balance Sheet 21
Notes to the Financial Statements 22-30

Family Compass CIO

Reference and administrative details

Registered Charitable Incorporated Organisation number in England and Wales CE028121

Registered Charity number

1197742

Registered office

Old Town Station North Walk Barnstaple EX31 1DF

Trustees

Lucy Scanlan (Appointed 15 September 2022) Bridie Downing Helen Fothergill Conor Warren Nicola Poole Lucy Howard Louise Round Elizabeth Clifford Rebecca Goss (Appointed 4 November 2022) Georgina Gratton (Appointed 19 September 2023)

Independent Examiner

David Wilsdon FCCA Association of Chartered Certified Accountants Green Accountancy Limited Windrush House Windrush Park Road Witney Oxfordshire OX29 7DX

Page 1

Trustees’ Annual Report for the period 1[st] June 2022 to 31[st] May 2023

Family Compass

Charitable Incorporated Organisation

Registered Charity No. 1197742

Registered address: Old Town Station, North Walk, Barnstaple EX31 1DF

Introduction

Family Compass provides a variety of mental health services to children and families. We have a team of skilled therapists and mental health practitioners who work creatively alongside children, young people and families to help them cope with the challenges they face, to feel happier and more resilient, and to reach their full potential.

Our 6[th] year of operation has seen Family Compass stabilise our provision, with our rate of growth remaining strong. This year, we have focused on strengthening our management and administration team to ensure that Family Compass is sustainable in the longer term.

In 2022/23 we supported more children, young people and families than ever before, increasing the number of spaces available both through our contracted support and directly to our local community through our Inhale/Exhale programme.

The effects of the Covid pandemic are still being felt, with the numbers of families seeking support, particularly for anxiety and anxiety related issues, continuing to rise. Added to this, the financial impact of the cost of living crisis has had a devastating impact on many households; we know that children who live in a home experiencing financial difficulty are more likely to experience difficulties with their mental health.

Our new charity status (achieved in February 2022), alongside having a more communityfriendly setting, has helped us grow our profile in our local community and forge partnerships with many more organisations. We have been able to make a significant increase in our income from fundraising and events, securing corporate sponsorship for the first time from a highly regarded local construction company, TCi GB, who have many inventive and unique fundraising ideas in store for the year ahead.

Moving into new premises in February 2023 has enabled us to develop an income stream from room hire, which although in its early days is building to a promising level. It has also given our team a base from which to provide the majority of our therapeutic sessions, as well as enabling us to host training and team development events.

During what has been a challenging year of change and opportunity, and thanks to our amazing team, supporters and partners, Family Compass has continued to go from strength to strength.

Objectives

Our aim is to support children, young people and their families to improve their mental health and wellbeing before they reach crisis point.

Mental health problems are affecting more children and young adults than ever before. Once again, we have received more requests for support than we can meet. We know that when children are struggling with their mental health their social, academic and family life suffers, which has a knock-on effect on others around them. The sooner they receive support, the better it is for them, their family and society as a whole. Our ultimate aim is to be able to offer everyone the support they need, when they need it.

Our key objectives, as stated in our constitution, are:

The promotion of good mental health in children and young people aged 0-25, and their families, who have experienced, are at risk of, or are recovering from mental health difficulties; and,

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The promotion of good mental health as a preventative measure to protect children and young people aged 0-25, and their families, from the development of mental health difficulties through the provision of:

All our support focuses on helping children and young people improve their confidence and self-belief, build positive relationships with others, and manage their strong feelings effectively.

Our goal for 2022-2023 was to increase our offer to children, young people and families across all our provision – something we have certainly achieved.

Activities

The services we provide fall into two main categories – funded community support and contracted support . Providing support to families when they are beginning to experience mental health challenges is the beating heart of Family Compass, often preventing the need for lengthier and more expensive crisis intervention down the line.

We provided a total of 2553 one-to-one therapeutic sessions to 163 children, young people and families in 2022-23. We also provided a further 73 sessions of group support. This means we reached more than double the number of children as the previous year.

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Community support

Our Inhale/Exhale programme is funded by grants, donations, community fundraising and our reserves. These children are usually referred directly by parents/carers. Sessions are generally one to one, provided by therapeutic mentors or therapists, with some group support provided through specific grants. We also offer placements for counselling students who are at the end of their training, which enables us to support more families while building therapists’ skills.

We provided 710 sessions of Inhale/Exhale support to 68 children, young people and families. The number one referral criteria was anxiety (81%), which frequently co-existed with anger/aggression (57%). The prevalence of family breakdown (35%), parental mental ill health (32%) and a history of domestic abuse (32%) was significant. Many of these issues are indicators of future mental health difficulties, therefore offering support as early as possible is key.

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Contracted support

Our contracted work with families post-adoption, and with children in care or at risk of going into care, aims to strengthen relationships and prevent placement breakdown. This is funded in a variety of ways, including through the Adoption Support Fund, local authorities, schools, private fostering agencies or other private funding streams. We provided 1843 sessions of contracted support over the period to 95 children, young people and parents/carers.

Children are generally referred to us by professionals working with a family. Sessions are provided by one of our therapeutic team and include:

We are also developing group programmes for Theraplay and DDP to make support more financially accessible and to provide the key element of peer support.

Needs identified at referral primarily related to trauma and attachment . Adopted children, and those in local authority care, have frequently experienced abuse, neglect, parental mental ill health and domestic abuse, identity and belonging and relationship issues.

Impact

Family Compass monitors the achievement of outcomes for every child we support in three areas:

  1. Confidence and self-belief

  2. Positive relationships with others

  3. Managing strong feelings effectively

From the start, the outcomes results recorded by children and parents/carers have indicated that Family Compass services have a consistently positive impact.

This year, 95% of children and young people who responded indicated that they had made progress in at least one of our three outcomes areas; 80% felt that they had made progress in two or more areas. There was an average increase of 1.5 points on a 10 point scale for confidence and self-belief, 1.2 points for positive relationships and an amazing 2.3 points for managing strong feelings effectively.

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Alongside our outcomes measure, we also use the standardised Goodman Strengths and Difficulties Questionnaire (SDQ) to assess whether there has been any significant change over the course of our support. This is a screening tool which looks at behaviour. Results this year indicated that 61% of parents felt that their child’s behaviour had improved following support.

As well as these quantitative measures, we also value the qualitative feedback which really illustrates the impact we have; below are a few examples of the experiences of families for whom the support offered by Family Compass has made a life-changing difference.

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Achievements

Team Wellbeing

2022 saw the creation of the role of ‘Therapeutic Lead’ within the team, with Grace Flavell, our experienced Dramatherapist, trainer and clinical supervisor taking this on alongside her casework. There is no doubt that supporting children and families who have often experienced significant trauma can take its toll on individual and team morale and wellbeing. We recognise that in order for our team to do their best work they need to feel valued, supported and properly equipped with the skills they need. By prioritising our team’s wellbeing, we aim to improve morale and staff retention and reduce absenteeism.

The new role is intended to ensure that team wellbeing is considered at all times. Measures taken to achieve this include individual and peer supervision, training and development opportunities, regular team meetings and team events. Equally important is ensuring that our centre is a warm and welcoming workplace where everyone has a say, and where constructive feedback is welcomed. We are proud to have an exceptionally low staff turnover, with the vast majority of the team seeking to increase their hours – something which reflects well on the Family Compass ethos.

Partnerships

We have made connections with many local partners from the Voluntary, Community and Social Enterprise (VCSE) sector and are beginning to find a voice in networks such as:

Safeguarding

Lucy Capron, Nominated Safeguarding Lead (NSL) continues to ensure that safeguarding is front and centre of all Family Compass’s work, as it needs to be. Lucy has completely rewritten our Safeguarding Policy, sharing updates at team meetings and ensuring that all staff are trained in the use of the My Concern software we use to monitor all concerns. To support Lucy, we now have a named trustee (Elizabeth Clifford) who is responsible for overseeing safeguarding on behalf of the Board of Trustees.

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Our new home

Overcoming many hurdles, on 1[st] February 2023 we finally moved into our new home, leased from North Devon Council. With renovations funded by grants, we were able to breathe new life into the Old Town Station in Barnstaple. A Grade II Listed historic building, the last train departed in 1970; 53 years later, after going through several other identities (including restaurant, school and NHS training centre), the station has been reborn as a community wellbeing centre.

We love the history of the building; our groups and training happen in a room that used to be the platform, and we get visitors who remember catching the train here when they were younger.

The larger size of the building has enabled us to increase the number of sessions we provide, as well as offering room hire to other therapeutic professionals, which brings in additional income. There is a lack of such ‘non-clinical’ rooms locally, and we are confident that as more people experience the building as a comfortable, family-friendly space, room bookings will grow.

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Grants and fundraising
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One of our key priorities for this year was increasing the number of children, young people and families we could offer support to through our Inhale/Exhale programme. This was primarily achieved through successful grant applications and fundraising. Alongside this, we needed to fund building work and renovations to make our new centre fit for purpose.

Grants

Particularly significant was our Thriving Minds grant, funded by the Julia and Hans Rausing Trust and administered by UK Youth. For us, this grant demonstrated that in researching how to deliver such a significant fund they really listened to the Voluntary, Community and Social Enterprise (VCSE) sector. The grant is for 3 years, not the usual 12 months, and is unrestricted, meaning we can adapt what we provide to best meet the needs of the children, young people and families we support.

Other organisations who provided vital funds to our Inhale/Exhale programme included:

Devon Community Foundation , who have been alongside Family Compass almost since our inception and continue to offer invaluable support; Fullabrook CIC, another valued regular donor;

The National Lottery Community Fund who have now funded us for a second year.

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We have received funding from the Red Cross (administered via Devon Community Foundation) to deliver group and one to one support for the children of Ukrainian refugees. These families have been displaced, many having suffered significant trauma, and our sessions aim to provide a safe space to explore feelings and experience positive activities.

Moving from a small office at the back of a shopping centre to an old railway station was always going to be a big challenge. Funding that enabled us to make this step-change was primarily provided by The Fore Trust. Together with a final contribution from the Enterprise Development Programme (which completed this fantastic grant and support package) we were able to turn our dream into a reality.

Fundraising and donations

Although all support offered through our Inhale/Exhale programme is free at point of access, some families are keen, where they are able, to contribute to the funding of the programme. Our priority is keeping this provision accessible and available to all, so we have set up an optional donation which makes it clear that the service a child receives is in no way affected by whether a donation is made. The donations we received in this way have enabled us to reach more families.

This year we entered a team for the Exmoor Swim, and on a beautiful Autumnal September morning, a team of hardy swimmers, volunteers and supporters gathered at Wimbleball Lake. Some were doing this for the very first time and conquering their fears, some were pushing the limits of what they’d done before...but everyone achieved their goal, whether it was to swim 1km, 2km, 4km or 6km. The event raised over £2,000 for Family Compass, and the fantastic, friendly atmosphere ensured we will be returning next year.

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Corporate support

We recognise that many local companies are keen to support local charities, and this year we have tried to make ourselves more visible. As well as receiving a significant donation from The Manor House Inn in Croyde after being selected as one of their charities of the month, we were extremely lucky to be chosen as TCi GB ’s Charity of the Year for 2023. Having previously supported other worthy charities such as Care For Kids, we know that the fabulous team at this local construction company will do their utmost to reach their £10,000 target for us. They have planned an epic bike ride, a sky dive, a Scandinavian style swim/run, a hike up a huge mountain, plant sales and more! We can’t wait to support them on their mission. The Chichester Arms at Mortehoe also held a pub quiz – another great way to combine a fun activity with doing good for the local community. This fundraising all contributes to our Inhale/Exhale Community programme, meaning we can reach more children and families, and we are hugely grateful.

Challenges and the future

Long-term financial stability

We understand that in order for Family Compass to be a resilient organisation which is able to support children for many years to come, we have to be financially stable. A major challenge remains balancing the need to generate a surplus alongside meeting the huge demand for mental health support in our community. There is always pressure to provide more for less, and never more so than in the current economic climate, where competition for grants, sponsorship and donations is fierce. Increasing our voluntary income is key to this; however, dedicating sufficient time researching appropriate opportunities and making applications is always a challenge. Our goal is to ringfence management time dedicated to this in the future. We have also begun to explore provision via private fostering and adoption agencies as well as other local authorities; this will ensure that our income is distributed more evenly, rather than coming from one or two sources, mitigating the risk attached to this.

Keeping fundraising fresh and relevant

Fundraising is harder than ever in a world where for many even finding enough money to fund basics is incredibly difficult. Repeating similar events and asking the same people for sponsorship and donations is always going to result in support tapering off over time. We have to find new and inspiring ways to maintain our donations, ideally those which result in a ‘win win’ situation for contributors. Corporate sponsorship is a good example of this; the sponsoring organisation can publicise the positive impact they are having and motivate

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employees to work together to achieve a meaningful goal, while the beneficiary organisation receives funds to support their charitable objectives.

Helping people understand what we do

We still feel that we have some work to do in getting across our message. Crystallising our purpose – what we do, how we do it, and why – will be a priority for the coming year, with a particular focus on case studies, and capturing the voices of the young people we work with every day.

Funding Inhale/Exhale

We need to increase the funding for our Inhale/Exhale programme, to reach the increasing numbers of families asking us for support. We therefore need to focus more time and energy on bid writing, developing corporate partnerships and fundraising events. We hope that the changes made to the structure of Family Compass will enable us to achieve this.

Financial Review

Review of the financial year

Good progress has been made with our plans to increase the support we offer to young people and their families. This was achieved alongside refurbishing and then moving to our new premises at the Old Town Station, which offer us more space to work from and a better environment for the families and young people we support.

Generating sufficient funds to enable us to meet the demand for our services in a difficult economic environment will always be a challenge. We continue to work hard, managing the costs we necessarily incur to deliver the service and looking at different ways to provide support.

The Thriving Minds grant, which we received just before the end of our last financial year and which has been committed for a further two financial years, has made a significant difference to us. Not only did it mean beginning the year with a stronger level of reserves, (£66,827 in May 2022 compared with £4,325 for May 2021), but it has also given us some certainty and a stronger base from where we can consider and develop how we work and explore how to reach more people who need our support, as effectively as possible. Alongside this, we have to build our own resilience, so we are sustainable and able to continue supporting those who need us into the future.

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By the end of the year, we had generated a surplus of £27,908. As explained below, this takes account of grants received for capital expenditure on our new premises of £28,068 so, once these are taken into account, we would be more or less at a breakeven level.

Income

Total income increased by nearly 37% from £267,417 to £366,024. This was achieved alongside our move to new premises, which understandably caused some disruption and delays to the support we can offer. Income is forecast to increase further in 2023-24, but not so significantly as we consolidate our position.

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Funded Support and operating income

Our income from providing therapeutic support continues to grow, increasing by approximately 55% during the year and extending our reach and impact still further. This includes income generated through offering external training and supervision to other professionals, also helping to increase our impact.

With our new premises, we are able to hire out space to others. This maximises the use of the building as well as subsidising our operating expenses. In the forthcoming year this will increase and we aim to cover a larger part of our premises costs in this way.

Voluntary Income

This includes grant income, as well as donations/fundraising. Total voluntary income increased by just over 9% to £115,180. And we are truly grateful to all those who supported us in any way.

Total grant income increased slightly to £104,709. Of this, £28,068 was to support our move to the Old Town Station and the costs of its refurbishment. This has helped to transform the way we work and made a far more welcoming space for families and young people.

Funded support is often unavailable or too restrictive to provide the support needed by a family or young person, so we have been able to provide or extend the support offered using our voluntary income within the Inhale/Exhale funds. One of our priorities in 2023-24 is to focus more time to find and work with those organisations who can help contribute to this support.

The second instalment of the Thriving Minds grant was received in May 2023, shortly before the end of the financial year. This has been designated by Trustees to be used in our Inhale/Exhale programme to support people in 2023-24. As a grantee, we also received a one-off grant of £4,460 to help us face the cost of living crisis.

Income from other fundraising and community events increased to £10,471 from £8,692. This is encouraging and is increasing in 2023-24 as awareness of who we are and what we do grows. The donations people make through community events, fundraising, individual donations, corporate support and by giving their time makes a real difference to those we support and we say a huge thank you to them all.

Expenditure

We face the same challenges as commercial organisations, with rises in the cost of living, energy and bills. We also need to pay commercial prices for our costs, despite not having a commercial level of income to finance this.

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The direct costs of providing the therapeutic support increased by around 68% to £247,565. This reflects the additional support we were able to give this year.

Direct support costs increased by just over 67% to approximately £82,000. These are the costs which enable the therapeutic support to take place and include those of premises, safeguarding, IT, insurance and the wider team who help to hold everything together. The main part of the increase is attributable to new team members, who share the load, enabling more time to be spent concentrating on raising funds, improving the quality and efficiency of what we do and reaching more people.

The annual running costs of our premises are higher than before our move but we believe them to be affordable, thanks to the support we have received. We spent almost £28,000 making the premises fit for purpose and buying resources to be used in our support, so it provides a welcoming and healthy environment for our families and our team.

Reserves

At the end of the year, our reserves had increased to £94,735 as follows:


Restricted funds

Unrestricted funds:
- Designated funds
- General funds
Total funds
£		 2023 2022
£ £
18,955 5,595
72,224 44,600
3,556 16,632
94,735
£66,827

Further details are given in the notes to the accounts.

General unrestricted funds are needed to help finance the working capital required to operate the charity. We are a relatively young charity; one of our aims is to build these reserves to a level which increases our resilience and stability, reducing risks for the future.

We will also continue to grow and use reserves for our Inhale/Exhale fund. This is a grant and donation funded project offering twelve weeks of therapeutic mental health support to children and young people who don't meet the thresholds for statutory support. Sadly, we have a waiting list of those people who need help and would like to operate at a level where no one has to wait to receive the support they need.

Our aims are to build reserves to a level which covers:

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Our fixed assets are needed to operate on a day to day basis, so reserves are designated to cover their book value. This recognises those reserves cannot be spent without the sale of the underlying assets.

Grants received in the final months of the financial year may be designated to cover work in the subsequent year or the period of the project to which they relate. From time to time Trustees may also designate reserves for particular projects which help to meet our aims.

As a young charity, having had a period of rapid growth, we are now consolidating our position so we can build these reserves. Our policy is reviewed periodically, at least annually, to take account of changing circumstances and outlook.

Cash balances

At the end of the year, our cash balances had dropped slightly from £67,046 in 2022 to £63,033. As last year, this includes the grant funding of £44,600 received from Thriving Minds in May 2023, which will be used in the next financial year.

Structure, Governance and Management

Structure

Having been a Community Interest Company (CIC) since May 2017, Family Compass converted to be a Charitable Incorporated Organisation (CIO) on 1[st] February 2022. Our governing document is the Family Compass CIO constitution.

Governance

Members of our Trustee Board are appointed in accordance with the constitution, by a majority decision, for a term of two years. After this term, trustees may retire and seek reappointment. No trustees are renumerated for their service. There must be a minimum of three trustees; there is no maximum.

During the period we recruited two trustees; one with a financial background to support our current treasurer, the other with project management and business expertise. One trustee stepped down due to other commitments. All other trustees remained in post.

Name Role Appointed/resigned
within report period		 Appointed/resigned
after report period
Lucy Scanlan Chair Appointed 15/09/22
Louise Round Secretary
Nicola Poole Treasurer

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Lucy Howard Trustee
Liz Clifford Trustee
Conor Warren Trustee
Bridie Downing Trustee
Helen Fothergill Trustee
Rebecca Goss Trustee Appointed 04/11/22
Kari Talbot Trustee Resigned 15/09/2022
Georgina Gratton Trustee Appointed 19/09/2023

We are hugely grateful to all our trustees for their hard work over the last 12 months, ensuring that Family Compass is a robust, resilient, and well-run organisation.

Management

Over the past year we have strengthened our management team so that we have a secure foundation for our future growth in both our funded and community services. Co-founders Lucy Capron (Team Manager) and Keda Johnstone (CEO) continue to lead the charity, ensuring that Family Compass maintains its ethos as a strengths-based, child-centred organisation. Recruiting a Service Coordinator to look after our contracted referrals and a Project Coordinator to manage the Inhale/Exhale Community Programme has freed up the senior management team to focus on other key areas, including the additional support required by a growing therapeutic team. Alongside the new role of Therapeutic Lead which supports team wellbeing, we believe that these changes place us in a strong position to provide more support to more families, while improving the quality of our service.

Declarations

The trustees declare that they have approved the trustees’ report above.

Signed on behalf of the charity’s trustees:

Signature
Full name Nicola Poole
Position Treasurer
Date 10/01/2024

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Independent Examiner's Report to the Trustees of Family Compass CIO

I report to the charity trustees on my examination of the accounts of the charity for the year ended 31 May 2023.

Responsibilities and basis of report

As the charity's trustees of the charity (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 ('the 2011 Act').

Having satisfied myself that the accounts of the charity are not required to be audited and are eligible for independent examination, I report in respect of my examination of your charity's accounts as carried out under section 145 of the Charities Act 2011 ('the 2011 Act'). In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5) (b) of the 2011 Act.

Independent examiner's statement

Since your charity's gross income exceeded £250,000 your examiner must be a member of a listed body. I can confirm that I am qualified to undertake the examination because I am a registered member of Association of Chartered Certified Accountants which is one of the listed bodies.

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe:

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.

David Wilsdon FCCA Association of Chartered Certified Accountants Green Accountancy Limited Windrush House Windrush Park Road, Witney Oxfordshire OX29 7DX 11/01/2024 Date: .............................................

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Family Compass CIO

Statement of Financial Activities for the year ended 31 May 2023

Unrestricted
funds
Note
£
Incoming resources
Income and endowments from:
Donations and legacies
3.1
59,531
Charitable activities - income
3.2
250,844
Total Income
310,375
Resources expended
Expenditure on:
Charitable activities - expenditure
4.2
323,895
Total expenditure
323,895
Net income/(expenditure)
(13,520)
Transfers between funds
28,068
Net movement in funds
14,548
Reconciliation of funds:
Total funds brought forward
61,232
Total funds carried forward
75,780		 Restricted
funds
£
55,649
-
55,649
14,221
14,221
41,428
(28,068)
13,360
5,595
18,955		 Total
2023
£
115,180
250,844
366,024
338,116
338,116
27,908
-
27,908
66,827
94,735		 Total
2022
£
105,504
161,912
267,416
204,915
204,915
62,501
-
62,501
4,325
66,826

Continuing operations

All income and expenditure has arisen from continuing activities.

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Family Compass CIO

Charity Number 1197742

Balance Sheet as at 31 May 2023

CIO Number CE028121

Unrestricted
funds
Note
£
Fixed assets
Tangible assets
5
27,624
Total fixed assets
27,624
Current assets
Stocks
6
283
Debtors
6
39,054
Cash at bank and in hand
7
44,078
Total current assets
83,415
Creditors: amounts falling due within
one year
8
31,407
Net current assets/(liabilities)
52,008
Total assets less current liabilities
79,632
Creditors: amounts falling due after
one year
9
3,852
Total net assets
75,780
Funds of the Charity
Unrestricted funds
10
75,780
Restricted income funds
10
Total funds
75,780		 Restricted
funds
£
-
-
-
-
18,955
18,955
-
18,955
18,955
-
18,955
18,955
18,955		 Total
2023
£
27,624
27,624
283
39,054
63,033
102,370
31,407
70,963
98,587
3,852
94,735
75,780
18,955
94,735		 Total
2022
£
1,965
1,965
966
23,091
67,046
91,103
20,700
70,403
72,368
5,541
66,827
61,232
5,595
66,827

The financial statements were approved by the Board of Trustees and authorised for issue and were signed on its behalf by:

.............................................

Nicola Poole Trustee (Treasurer)

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Family Compass CIO

Notes to the Financial Statements for the year ended 31 May 2023

1 Basis of preparing the financial statements

These accounts have been prepared under the historical cost convention with items recognised at cost or transaction value unless otherwise stated in the relevant note(s) to these accounts.

The accounts have been prepared in accordance with:

• the Charities SORP (FRS 102) 'Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019)', • Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland'

The charity is a Charitable Incorporated Organisation and constitutes a public benefit entity as defined by FRS 102.

2 Accounting Policies

Income

Income is included in the Statement of Financial Activities (SoFA) when:

Grants and donations

Grants and donations are included in the SoFA when the general income recognition criteria are met.

In the case of performance related grants, income must only be recognised to the extent that the charity has provided the specified goods or services as entitlement to the grant only occurs when the performance related conditions are met.

Expenditure

Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources.

Governance and support costs

Support costs have been allocated between governance costs and other support. Governance costs comprise all costs involving public accountability of the charity and its compliance with regulation and good practice.

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Family Compass CIO

Notes to the Financial Statements for the year ended 31 May 2023

Tangible fixed assets

These are capitalised if they can be used for more than one year, and cost at least £200. They are valued at cost.

Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life.

Computer & Other Equipment - 25% Straight Line Basis Office Furniture and Equipment - 25% Straight Line Basis Leasehold Improvements - over the remaining term of the lease

Stocks

Stocks held for sale as part of non-charitable trade are measured at the lower of cost or net realisable value.

Goods or services provided as part of a charitable activity are measured at net realisable value based on the service potential provided by items of stock.

Taxation

The charity registered as a charity on 1 February 2022 and since that date has been exempt from corporation tax on its charitable trading activities.

Fund accounting

Unrestricted funds can be used in accordance with the charitable objectives at the discretion of the trustees.

Debtors

Debtors (including trade debtors and loans receivable) are measured on initial recognition at settlement amount after any trade discounts or amount advanced by the charity. Subsequently, they are measured at the cash or other consideration expected to be received.

Cash at bank and in hand

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

Liability recognition

Liabilities are recognised where it is more likely than not that there is a legal or constructive obligation committing the charity to pay out resources and the amount of the obligation can be measured with reasonable certainty.

Operating leases

Rentals paid under operating leases are charged to the statement of financial activities on a straight line basis over the term of the lease. Where there is a rent free period, the total rentals are apportioned over the total lease term.

Page 23

Family Compass CIO

Notes to the Financial Statements for the year ended 31 May 2023

3.1
Income from donations and legacies
Unrestricted
funds
£
Total donations and legacies
10,471
3.2
Income from charitable activities
Unrestricted
funds
£
KiT box sales
1,678
Services
246,464
Other income
1,024
Grants
49,060
Total income from charitable activities
298,226
Grants received included in the above
Unrestricted
amounts:
funds
£
Devon Community Foundation
-
DCC - Growing Communities Fund
-
The Voice
The Fore Trust
Enterprise Development Programme
-
Fullabrook CIC
-
National Lottery Community Fund
-
Rotary Club of Barnstaple
-
Early Help
UK Youth - Thriving Minds
49,060
Bideford Bridge Trust
-
Woodward Charitable Trust
-
ND Community Councillor Grants
-
Government Grant - Bounce Back Loan Interes
-
Groundworks (Tesco)
-
Devon Education Fund
-
Coronavirus Job Retention Scheme
-
Total grants for charitable activities
49,060		 Restricted
funds
£
-
Restricted
funds
£
-
-
-
55,649
55,649
Restricted
funds
£
9,975
944
250
21,800
7,500
4,000
9,980
300
900
-
-
-
-
-
-
-
-
55,649		 Total
2023
£
10,471
Total
2023
£
1,678
246,464
1,024
104,709
353,875
Total
2023
£
9,975
944
250
21,800
7,500
4,000
9,980
300
900
49,060
-
-
-
-
-
-
-
104,709		 Total
2022
£
8,692
Total
2022
£
332
160,885
363
96,812
258,392
Total
2022
£
1,940
-
-
-
22,178
2,000
9,987
160
44,600
1,000
2,000
600
32
2,000
9,555
763
96,815

Page 24

Family Compass CIO

Notes to the Financial Statements for the year ended 31 May 2023

4.2 Charitable activities - expenditure

The Objects of Family Compass are as set out in the Trustees' Report, which include the promotion of good mental health in children and young people and their families, who have experienced, are at risk of, or are recovering from mental health difficulties; and, also, as a preventative measure to build resilience and protect those people from the development of mental health difficulties.

Unrestricted
funds
£
Direct cost of charitable activity:
Salaries - Gross pay
166,676
Salaries - Employers NI
9,308
Salaries - Pensions
4,014
Other Staff costs
6,016
Independent Therapists
46,245
KiT Boxes
714
Other Direct Costs
2,490
Direct Support Costs
-
Support Wages and salaries
59,389
Support Employers NI
2,103
Support Employers pensions
1,800
Marketing and Development
431
Premises and Facilities
11,547
IT and Communications
3,670
Administration and Insurance
2,141
Finance and Depreciation
4,957
Governance
2,337
Total expenditure on charitable activities
323,840		 Restricted
funds
£
5,900
-
-
5,000
-
-
1,194
627
-
-
-
300
-
-
-
1,200
14,221		 Total
2023
£
172,576
9,308
4,014
11,016
46,245
714
3,684
-
60,016
2,103
1,800
431
11,847
3,670
2,141
4,957
-
3,537
338,061		 Total
2022
£
79,366
2,626
1,299
6,816
50,946
4,626
1,725
33,763
246
1,003
2,370
8,217
1,552
1,818
1,092
7,451
204,915

Support costs

All support costs are allocated to the single charitable activity of the charity and are included above

4.3 Governance costs included above
Governance costs included above
Unrestricted
funds
£
Organisational Development
-
Legal and secretarial
-
Accountancy fees
2,174
Independent Examination
-
Interest costs
163
Total governance costs
2,337		 Restricted
funds
£
1,200
-
-
-
-
1,200		 Total
2023
£
1,200
-
2,174
-
163
3,537		 Total
2022
£
4,841
13
1,837
600
160
7,451

4.4 Trustee remuneration

None of the trustees were remunerated during the year or the previous year. No trustee expenses were paid during the year

Page 25

Family Compass CIO

Notes to the Financial Statements for the year ended 31 May 2023

4.5 Staff costs

The average number of employees, including directors, during the year was 13 (2022: 10) There are no employees who received total employee benefits (excluding employer pension costs) of more than £60,000

5 Tangible fixed assets

Cost
At 1 June 2022
Additions
Disposals
At 31 May 2023
Depreciation
At 1 June 2022
Charge for year
Eliminated on disposal
At 31 May 2023
Net book value
At 31 May 2023
At 31 May 2022
6
Stocks
Stocks held for charitable activities
Total stocks		 £
24,078
24,078
1,605
1,605
22,473
-
Leasehol
d
Improve
ments		 £
1,602
4,317
(163)
5,756
945
1,439
41
2,425
3,331
657
Office
Furniture
and
Equipmen
t		 £
1,697
1,807
-
3,504
808
876
-
1,684
1,820
889
Total
2023
£
283
283
Computer
and other
equipment		 Totals
£
3,299
30,202
(163)
33,338
1,753
3,920
41
5,714
27,624
1,546
Total
2022
£
966
966

Page 26

Family Compass CIO

Notes to the Financial Statements for the year ended 31 May 2023

6
Debtors
Unrestricted
Restricted
funds
funds
£
£
Trade debtors
15,628
-
Prepayments
1,690
-
Rent deposit
1,650
-
Accrued income
20,086
-
Total debtors
39,054
-
7
Cash at bank and in hand
Unrestricted
Restricted
funds
funds
£
£
Bank current account
7,752
-
Bank deposit account
35,622
18,955
Cash in hand
-
-
PayPal
704
-
Total cash at bank and in hand
44,078
18,955
8
Creditors: amounts falling due within one year
Unrestricted
Restricted
funds
funds
£
£
Accounts Payable
4,910
-
Bank loans due within one year
1,691
-
PAYE and social security
5,735
-
Accruals and deferred income
3,988
-
Other short term loans
15,081
-
Total creditors due within one year
31,407
-
9
Creditors: amounts falling due after more than one year
Unrestricted
Restricted
funds
funds
£
£
Bank loans due after more than one year
3,852
-
Total creditors due within one year
3,852
-		 Total
2023
£
15,628
1,690
1,650
20,086
39,054
Total
2023
£
7,752
54,577
-
704
63,033
Total
2023
£
4,910
1,691
5,735
3,988
15,081
31,407
Total
2023
£
3,852
3,852		 Total
2022
£
8,570
2,197
1,650
10,674
23,091
Total
2022
£
21,821
44,724
35
466
67,046
Total
2022
£
-
1,663
3,094
862
15,081
20,700
Total
2022
£
5,541
5,541

Page 27

Family Compass CIO

Notes to the Financial Statements for the year ended 31 May 2023

10 Charity funds - current year

Net
Transfers		 At 31
At 1 June movement
between		 May
2022 in funds funds 2023
£ £ £ £
Restricted funds 5,595 41,428 (28,068) 18,955
Unrestricted funds 61,232 (13,520) 28,068 75,780
Total funds 66,827 27,908 - 94,735
Designated funds included in Unrestricted funds
44,600 27,624 - 72,224
The restricted fund are grants received in the year and unspent at the end of the year.
Transfers At 31
At 1 June Incoming Resources
between		 May
2022 resources expended funds 2023
£ £ £ £
Restricted funds:
Old Town Station - 23,294 1,494 (21,800) -
Inhale/Exhale - 13,980 5,000 8,980
Enterprise Development
Programme 5,595 7,500 6,827 (6,268) 0
Ukraine Wellbeing - 9,975 - 9,975
Early Help - 900 900 -
Total Restricted funds 5,595 55,649 14,221 (28,068) 18,955
Unrestricted funds 61,232 310,375 323,895 28,068 75,780
Total funds 66,827 366,024 338,116 - 94,735
Designated funds included in Unrestricted funds
44,600 72,224 44,600 - 72,224

The transfers between funds entirely relate to purchases of fixed assets from restricted funds, for which the resulting fixed asset is then not restricted in its use.

Page 28

Family Compass CIO

Notes to the Financial Statements for the year ended 31 May 2023

10 Inhale/Exhale Community Project

This is a grant and donation funded project which offers twelve weeks of therapeutic mental health support to children and young people, who don't meet the thresholds for statutory support.

Enterprise Development Programme

The grant received from this fund is targeted at organisational development, administrative support to release management time for strategic activities and at training and development of the team to expand our services and improve flexibility.

Part of the funding was also allocated to support our move to the Old Town Station as part of our strategy to expand our services.

Old Town Station

Funds received from Devon County Council - Growing Communities Fund. The Voice Radio, Devon Community Fund and Devon County Council's Growing Communities Fund were used to supplement those from the Enterprise Development Fund to finance the costs of refurbishing and providing resources of the Old Town Station, our new premises.

Ukraine Wellbeing

This grant was provided so we could support Ukrainian children and families who had been uprooted and come to this country as a safe place during the violence. The grant was received in this financial year during the planning process and was fully used in 2023-24.

Early Help

This grant, together with funds from our Inhale/Exhale fund, enabled us to provide badly needed support for an individual where the funding was not forthcoming from anywhere else.

Unrestricted funds - Designated

Thriving Minds

The Thriving Minds grant of £44,600 was received at the end of the financial year. It was intended for, and has been designated for, our Inhale/Exhale programme taking place in the next year, 2023-24. Those received in the last financial year have now been used.

Capital Expenditure

Our fixed assets are needed to operate on a day to day basis, so reserves are designated to cover their book value. This reflects reserves which cannot be spent without the sale of the underlying assets

underlying assets
2023 2022
£ £
Unrestricted funds - not designated 3,556 16,632

Page 29

Family Compass CIO

Notes to the Financial Statements for the year ended 31 May 2023

11 Operating Lease Commitments

The total future minimum lease payments under non-cancellable operating leases are as follow:

2023 2022
£ £
Due in:
Less than one year 6,667 6,600
One to five years 29,333 14,300

12 Related Party Transactions

Keda Johnstone and Lucy Capron are members of the key management personnel of the charity.

The following loans from related parties are included in the current liabilities of the charity:

Keda Johnstone
Lucy Capron		 2023
£
11,316
3,765		 2022
£
11,316
3,765

As Co-founders, funds were advanced by Keda Johnstone and Lucy Capron to Family Compass to help provide initial capital and to support cash flow for the organisation. The loans are interest free, unsecured and bear no fixed date for repayment. Repayments are approved by the board and are only made when an assessment of the future cash flows of the organisation has been made to ensure it is affordable. The loans and advances may be repaid in full or in part at any time at the option of Family Compass.

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