FAMILY COMPASS ,-,,,,..,:,-.....,-,. on their mentsl health journey Trustees, Annual Report for the period 1st June 2023 to 31st May 2024 Family Compass Charitable Incorporated Organisation Registered Charity No. 1197742 Registered address: Old Town Station, North Walk, Barnstsple EX31 1DF Introduction Family Compass provides mental health support to children and families. Our team of skilled therapists and mental health practitioners work creatively alongside children, young people and families, helping them to weather life's storms, to feel happier and more resilient, and to find their own unique spark. During our 7 year of operation Family Compass has continued to increase our provision, with growth remaining steady. Once again, we have managed to support more children, young people and families than ever before.
COMPASS The services we provide are very much needed. The statistics around children's mental health are stark - less than a third of children and young people with a diagnosable mental health condition receive timely mental health support (Education Policy Institute), and 50°k of adults with lifelong mental health issues first experience symptoms by the age of 14 (World Health Organisationl. According to Public Health England, "early intewention avoids young people falling into crisis, and avoids expensive and longer tem? inteentionS in adulthood" Families in North Devon often experience particular difficulties with accessing specialist mental health support due to its rurality. We are well plad as a hub to provide support for families who may othewise miss out. Family Compass supports young people up lo the age of 25., we are able to bridge the gap between childhood and adulthood, enabling us to support those young adults who are not ready or not able to access adult servIs. We are based in the heart of our community in an accessible building which provides a warm and welcoming space for our therapeutic support. Our income from room hire (to other therapists and community organisations) has grown over the last year, as we make the most of our wonderful building. Despite North Devon being a relatively rural coastal community, there are pockets of deprivation where financial hardship, substance and alcohol misuse, family breakdown and domestic abuse are prevalent, going hand in hand with mental health concerns. Add to this the ongoing fallout from the Covid pandemic, the cost of living crisis and continuing underfunding of statutory mental health provision, and it becomes clear why we are receiving many more enquiries than we are able to accept. The past year has been an incredible one for connecting with community partners in all sectors and we look fOard to growing this sense of community as we reach more children, young people and families over the next 12 months. Statement of the Public Benefit Requirement In a¢Gordan¢e wilh the requirements sel out by the Charity Commission, Family Compass confirms that it operates for the public benefit, in line with its stated charitable purposes and in compliance with the Charities Act. The trustees have had due regard to the Charity Commission's guidance on public benefit and have ensured that our activities, resources, and strategies are directed towards fulfilling our charitable objectives.
COMPASS Objectives Our aim is to support children, young peoplé and their families lo improve their mental heallh and wellbeing before they reach crisis point. 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, 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.. Creative therapies (including play therapy, art therapy and dramatherapyl Therapeutic resilience-building support (including group support) and therapeutic family support services Social and recreational activities involving the local community Wellbeing boxes All our support focuses on helping children and young people improve their confidence and self-belief, build posltive relationships with others, and manage their strong feelings effectively. In terms of organisational objectives, over 202>24 we aimed to continue to strengthen the underpinning management and support structures around our team - we have done this by employing an administrator, introducing more robust safeguarding processes and continuing to improve the way we support team wellbeing. Safeguarding Lucy Capron, Nominated Safeguarding Lead {NSL) continues to place safeguarding at the core of everything we do, embedding pro$Se$ within team practice to ensure the safety and wellbeing of the children and families we support. Georgina Gralton is our lead safeguarding Trustee and has responsibility for the oversight of safeguarding processes. We maintain robust systems, including the Myconcern reporting sofvare and an annually updated safeguarding policy. A designated safeguarding lead is always available through our duty system to respond to any issues swiftly and appropriately. Key safeguarding priorities for 202312024 This year, we focused on improving communication and collaboration. We worked closely with young people and their families to ensure a clear understanding of our safeguarding responsibilities. As part of a multi-agency network, we prioritised building strong links with schools and professionals, especially in the area of early intervention, to offer timely support to families.
COMPASS Professional development Our team's safeguarding knowledge is regularly updated through Level 3 safeguarding training every three years, alongside annual in-house sessions. All staff also participate in monthly clinical supeNision and peer supervision opportunities to keep safeguarding a top priority. In 2023, we used insights from the Myconcern system to offer targeted training on.. Self-ham Adolescents in Crisis ASIST Suicide Prevention This has strengthened our team's confiden in managing crises and advocating for ne$Sary statutory se1vis. Safeguarding statistics This year, we recorded 121 safeguarding concerns, with most being low-level. The number of COnrnS in our Inhale Exhale project was lower, as expected, due to the higher complexity of referrals in our contracted sessions. The top 10 concerns reported were consistent with previous years, mainly related to mental health, guiding our training for the next financial year. Safeguarding concerns reported - top 10 Domestic abuse Mentsl health- parent Rel8tionships/friends SEMH Sexual abuse Suicide threat io 15 20 25 SEMH Social, Emotional and Mental Health
COMPASS Youth involvement Listening to young people is ntral to our safeguarding approach. We've established feedback systems to capture their experiences and aim to introduce a Youth Voice Panel next year to further embed their voices in our safeguarding practices. Strategic action plan This year, we developed a Strategic Safeguarding Action Plan to continually enhance our safeguarding systems and respond to new challenges. By focusing on continuous improvement, Family Compass is committed to maintaining high safeguarding standards and ensuring the wellbeing of all we support. Activities The services we provide fall into two main categories- funded community SUPPOrt (our InhalelExhale project) and contracted support. We also sell and donate KIT (Keeping it Together) wellbeing boxes. 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. Number of beneficiarieslsessions We provided a total of 3219 one-to-one therapeutic sessions and 80 sessions of group support to 240 children, young people and families in 2023-24. We also provided free KIT wellbeing boxes to 20 families. Total beneficiaries 225 200 175 150 125 IOD 75 50 25 2019-20 2020-21 2021-22 2022-23 2023-24 Indlvidual ll Group
COMPASS Number of sessions provided DDP Dyadic Developmental Psychoth8rapy MBCT Mindfulness Based Cognitive Th&rapy TLSW Therapeutic Lrfe Story Work Counselling C>ramatherapy HypnothÈrapy Music Therapy Play Ther4py Sensory Integration Supervised contact Therapeutic mentoring Therapeutic play Theraplay loo 200 300 400 soo 600 Contracted ll Inhale/Exhale Age and gender The average age of a childlyoung person referred to our contracted service was 10.75 years. For Inhale/Exhale il was 9.64 years. This difference may be due in part to the fact that InhalelExhale aims to provide support at an eadier stage. Referrals by age 60 50 40 30 20 io 8-10 11-13 InhalelExh31e 14-18 Contracted 19+ Whole service Almost exartly half of our referrals across our service were female, and half male (InhalelExhale- 490/0 male, 510/0 female., contracted 51 OA male, 490/0 female). Interestingly. nearly all the referrals we received for InhalelExhale parenucarer counselling were from women. We are aware that this data is collected on referral, and does not necessarily reflect how a child or young person self identifies, something we will address in future.
COMPASS Location The majority of our support is provided to families within North Devon and Torridge. It's worth bearing in mind that travelling from one end of North Devon to the other takes over an hour by car, and that many of the families we support do not have access to a car. Public transport, where it is available, can be infrequent and unreliable. Over the past year we have offered many sessions in schools and community settings to make it possible for children to get the support they need. Ilfracombe includes Berrynatbor & Combe Martin Bideford includes Westward Ho1 All referrals by location °/0 Other areas includes Axminster, Bristol, Chulmleigh, Exeter, Launceslon, Okeharnpton. Plymouth, Tavistock, Tiverton Community support Our InhalelExhale programme is funded by grants, donations, community fundraising and our reserves. These children are often referred directly by parentslcarers, but are also signposted to us by professionals from education, health, social care and third sector organisalions. 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.
COMPASS Building a positive relationship with a child, young person or parentlcarer and helping them find and value their strengths is al the heart of InhalelExhale, and our eXperIend team go the extra mile to achieve this. Sessions might be centred around art, being in nature, physical activity or music, alongside which there will be conversations and activities to help hildren develop the tools they need lo improve their mental health and wellbeing. We supported 102 children, young people and families through InhalelExhale in 2023-24, a significant increase on the previous year. Duration of support varied from 6 to 18 sessions. The number one referral criteria was anxiety (770/0), which frequently co-existed with angerlaggression1550/0). Low self-esteem was also frequently present1600A). The prevalen of family breakdown (32°/0), parental mental ill health (38°k) and a history of domestic abuse (22 % I was significant. Many of these issues are indicators of future mental health difficulties, therefore offering support as early as possible is key. Areas of need identified at referral: Inhale/Exhale % 90 80 70 60 50 40 30 20 io
COMPASS Contracted support Our contracted work with families post-adoption, children in care or at risk of going into care, and other children with complex needs who do not meet the thresholds for statutory support, aims to strengthen relationships and prevent plament 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 2275 sessions of contracted support over the period to 121 children, young people and parentslcarers. Children are generally referred to us by professionals working with a family. Sessions are provided by our therapeutic team and include.. Creative therapies, including art, drama, music and play Family focused therapies, including Theraplay, Dyadic Developmental Psychotherapy (DDPI and Therapeutic Life Story Work Counselling and psychotherapy Therapeutic mentoring This year we also developed and provided group programmes for Theraplay and PACE (Playfulness, Acceptance, Curiosity, Empathy - therapeutic parenting). These programmes focus on the relationship and attachment between parenvcarer and child, and aim to make support more financially acSsible while providing the key element of peer support. Needs identified at referral are often related to trauma and attachment. Adopted children, and those in local authority care, have frequently experienced historic abuse, neglect, parental mental ill health and domestic abuse, identity and belonging and relationship issues. The areas of concern for contracted referrals follow a similar profile to those for community support. The top four issues identified - anxiety, behaviour at home, anger and low self esteem - are the same as for InhalelExhale referrals. We find that generally professionals tend not lo complete referrals in as much detail as parents.
COMPASS Areas of need identified at referral: contracted % 60 50 40 30 20 io 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 The incredible results recorded this year continue to indicale that Family Compass services have a consistently positive impact on children, young people and families. For the 7 year running, the majority of those we support told us that things had improved between starting and completing a programme of support. This year, as well as looking at the whole service, we have also separated out our contracted and community provision, giving us the opportunity to identify any differences in impact. It was heartening to see a similar picture of positive progress across the board, although the amount of change was slightly higher with our InhalelExhale provision for both improving confidence and self-belief and managing strong feelings effectively. 10
COMPASS Outcome 1: confidence and self-belief Average starting score Average ending score Average change Contracted InhalelExhale 5.88 5.20 5.60 7.37 7.27 7.33 +1.49 +2.07 +1.73 Outcome 2: positive relationships with others Average starting score Average ending score Average change Contracted InhalelExhale 5.80 6.11 5.93 7.71 7.75 7.72 +1.91 +1.64 +1.79 Outcome 3: managing strong feelings effectively Average starting score Average ending score Average change Contracted InhalelExhale 5.78 4.02 5.07 7.26 6.70 7.04 +1.48 +2.68 +1.97 For all our support, 93 /0 of children and young people who responded indicaled Ihat they had made progress in at least one of our three outcomes areas,. 820fi felt that they had made progress in or more areas. These figures were slightly higher for those receiving InhalelExhale support. It is possible to theorise that one of the reasons for this, and the overall larger increase in several outcome areas, may be that supporting families with their mental health challenge5 earlier, before they become entrenched, results in a greater positive impact. We will need to review the data over the years to come to assess whether this holds true. After a review, this yearwe have stopped using the Goodman Strengths and Difficulties Questionnaire and have begun to use Goal Based Outcomes which better reflect children's individual goals and experiences. We will be able to report on these next year. 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 and referrers for whom the support offered by Family Compass has made a life-changing difference.
COMPASS Feedback from children "Thisflower represents my growth and the stages I went through, but it also shows that healing takes time" 715 flowe TyraAl U Ill I,th,,Iil,d I I hl .1 have a better mood and am a bit more chill. I'm less anxious, because we've talked about my story." 'Whenever I feel scared now I know what to do." .1 definitely can control things when I'm angry or sad now." "Not all cakes are perfect but all cakes areyummy" Feedback from parents 'We feel he's come a long way, and your sessions have been an important part ofthat progress. You made him feel so safe. We know there will be ups and downs but your time with him has been invaluable, especially as you actually 'saw' him as an individual. 12
COMPASS 'A has been struggling with emotions, self-esteem and confidence, and finding school difficult particularly. He's been able to self-regulate more with breathing, and has been able to talk about his emotions. These sessions have helped him understand and talk about things more.. 'B is happier in herself and getting on better at school. 'It has been an absolute pleasure to have D work with you. He has such a great admiration for you, and we both feel buckets of admiration for your hard work. Yourwords are truly inspiring, and I might need a few days before I'm able to read your poem without crying, but will do so with love and pride. You have helped D on so many levels and he has finally found his vol. Words cannot express how proud l am." 'It's been incredible to see F's progress,. it has been so inspiring to see how her confiden and ability to articulate her thoughts have improved over the weeks since she started coming to see you. The art has clearly been a huge influence. I wish there was something similar for adultsl" Feedback from referr8rs 'Just thank you...C's support worker has been a pleasure to work with. The level of support Family Compass have provided has been invaluable to improving C's wellbeing and access to school." 'Thank you again. Schools are limited in how much they can support parents at home, so having a service that acknowledges that the needs of the child cannot be separated from the needs of the family has been so powerful." 'S is much more regulated at school and home. She has begun to name emotions and understand herself more. She has an improved ability to build relationships with others. Achievements Team Wellbeing Continuing to focus on team wellbeing, 2023 saw our supervision offer to our team grow to include peer supervision and Therapeutic Life Story Work supervision. Led by our Therapeutic Lead, Gra Flavell, we also recognised the need for our team to be supported personally as well as professionally and implemented an employee assistance programme through Health Assured. This ensures that our team can reach out for independent advice and support when needed. 13
COMPASS Training Training ensures that we are able to meet the needs of children, young people and families, keep practice current and creative, meet and exceed our statutory obligations and help us to feel inspired and motivated. Over the year we have received training in a range of areas, including.. Understanding autism Dyadic Developmental Psychotherapy SupeNision skills CAPA sensory attachment integration Assessment of risk in adolescents ASIST suicide prevention Sleep talkers SEN We have also provided in-house training on self-harm, child development, menopause and sensory integration. Events Beginning what we hope will be an annual event, our inaugural Walk for Wellbeing look place in May and was a real community event. Staff, beneficiaries and supporters joined together to highlight children's mental health, and we received an amazing response from members ofthe public who tooted their horns and cheered us on. 14
COMPASS We also joined North Devon Against Domestic Abuse on their Reclaim the Night event, and held a fantastic open day where we welcomed many members of our lovely Community to share tea and cake, play some games and have a look around our building. Partnerships We continue to make and build connections with many local partners from the Voluntary, Community and Social Enterprise (VCSE) sector. Interestingly, our location in Barnstaple town centre has become something of a hub for third sector organisations, with several more taking on premises along the same road, including Families in Grief, Sunrise Diversity, the Youth Enquiry Service and Beaford Arts. There are also buildings in need of new tenants which are looking to be occupied by other community ventures in the near future. We love the idea that a child or young person in need could find a service to meet that need by walking along a single street. Grants and fundraising One of our key priorities for this year was again to increase capacity in our InhalelExhale programme to try and meet the need in our community. This was primarily achieved through successful grant applications and fundraising. The grants we receive are largely used to fund our InhalelExhale community support, with the exptIon of a few small granls for resour$ and Iraining. 2023-24 was the 2 year of our Thriving Minds grant, funded by the Julia and Hans Rausing Trust and administered by UK Youth. This unrestricted grant primarily funded our InhalelExhale support, but also enabled us to provide supervision and training for our team. Other organisalions who provided vital funds to us over the period are.. Bideford Bridge Trust The Davie Barnstaple Trust 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 North Devon Community Councillors North Devon Plus (Business Boost) NHS (Mental Health Crisis Training) Tesco Community Grants Although all support offered through our InhalelExhale programme is free at point of access, some families are keen, where they are able, to contribute to the funding ofthe 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. 15
COMPASS Over the 2023 calendar yearwe were extremely lucky to be chosen as local construction company Tci GB'S charity of the year. This resulted in some amazing events, including scaling Mount Kilimanjaro, doing a skydive, a Scandinavian style swimlrun, a triathlon and more. They really embraced the challenge, putting their hearts and souls into supporting us, and raising more than £12,000. The Evans family, who received support from Family Compass, decided to walk, bike or run 2,500 miles to raise funds for us...an epi achievement. We have also been supported by numerous individuals, some of whom are beneficiaries, with every single penny raised helping us to continue to offer InhalelExhale support to families. We received very welcome donations of much needed resources and equipment, often unrequesled and out of the blue, from incredibly kind and thoughtful members of our community. It warms our hearts that so many people see the benefit of our work and want to support us. Tci riNIsHE OaST50 Joining our local lottery of good causes provides a small but consistent income which we hope to build on over the next 12 months., we also designed (with the help of some of the wonderful children we support) and sold Christmas cards, something we will repeat this year. Our identity This year we received a grant which enabled us to work with local marketing agency Roots Creative to develop a clearer, more consistent message, helping us to convey what we do lo 16
COMPASS children, families, professionals, community and corporate partners, and funders. They've also helped us create a newsletter template and a statement for potential corporate sponsors - we hope that all this will help to build on the great things achieved this year. Challenges and plans for the future Long-term financial stability After reviewing our management structure, and prioritising the need for financial stability, we are planning to focus more time over the next 12 months on income generation - both contracted, and voluntary. This is particulady important as we reach the end of our 3 year Thriving Minds grant in 2024-25. This will be achieved through a change in existing management roles and recruitment into the more operational team manager role. We are confident that this will ensure that we meet our objectives to grow our community offer while strengthening and diversifying our contracted services. The trustees keep the financial position under constant review, particularly looking at what lies ahead, and will continue to do so. The trustees are satisfied that the charity has sufficient reserves to continue in operation for a least the next 12 months. Streamlining processes We recognise that many of our processes are admin-heavy and in areas duplicated, which can be frustrating and time consuming. After much deliberation, and after trialling several systems, we will be introducing a new software system in 2024, Upshot. Upshot is a UK based Community Interest Company who work with many charities to monitor sessions and outcomes. Although implementation will be time consuming, we believe that it will pay dividends in terms of simplifying systems for the team, as well as improving monitoring and reporting, ultimately saving time and expense in the longer term. We will also be bringing day to day operational responsibility under the management of a single team member, making things more straighlfomard for our team. Space Despite moving into much larger premises, we are already sometimes finding that we are short on spacel We are looking into the possibility of converting a couple of unused rooms at the south end of our building, however this will require significant funding and take time, particularly as it is a listed building. Website Although our website serves its purpose, we really need to update it so that it better meets the needs of its many audiences. We plan on doing this over the next 12-24 months, and will need to obtain grant funding or sponsorship to do so. 17
COMPASS Supporter network We often need help with a variety of activities, from events to DIY to weeding and everything in between. We are keen to build a network of supporters-'Friends of Family Compass'_ who will be committed to helping out when needed, and being part of our community. Financial Review We were fairly ambitious in what we set out to achieve within this financial year. With a clearer structure in place and a strong team of inspiring people we were able to make a significant increase in the level of support provided to families and young people. As with all organisations, we are operating in a difficult economic environment. Budgets of large organisations are being cut and, Combined with the cost of living increases, this means many families cannot afford to access the support they desperately need. Grant making bodies are receiving more applications for funds than they can afford to support. The level of funding available from statutory bodies to provide support needed by young people within the sector we operate has not increased in ten years. All these issues reduce the income available to us and increase demand. Alongside this, we have to pay commercial rates for our own costs without a commercial level of income to pay for them. This always remains a challenge for us but, by continually looking al ways to work differently or more efficiently, we strive to support the people that need our help. Our Statement of Financial Activities shows a surplus of £11,988, compared with a surplus of £94,734 for the 2023 year. However, right at the end of the last financial year we received restricted funds of £18,955 which were used in the current year, along with £44,600 from Thriving Minds, which was designated and used for our InhalelExhale programme this year. The Thriving Minds grant has been fundamental to add stability and enable us to grow. The third year of the granl has been accrued for in these accounts, bul was received in June 2024 for use in the 2024-25 year. We are truly grateful for the support from Thriving Minds and all our other donors and supporters. Income Our total income grew from £366,024 in 2023 to £474,551 in 2024, an increase ofjust over 29%. This Gompares with an increase of 37.90/0 in the number of sessions and 36.8% in the number of young people and families we supported 18
COMPASS SOURCES OF INCOME 2023-24 Donationsand Fundraising TOTAL £474,551 £17,419 4% Grants- for 2023. 24 £34,533 7% other Operating Income £7,288 Gr8nt8- to be Used in 2024.25 £44,600 Operatrng Income. Therapeut¢¢ Support £370.711 7B% SOURCES OF INCCME 2022-23 Donationsand FundraFsing other Operating Inc(brnv £1.024 0.28% TOTAL £366,024 £10.4712.WA Grnnts- for2022. 23 £60.109 16.42% Grants. tobe used in 2023-24 £44.fjO0 12.1Yh OperAting Income- Therapeuti¢ Support £249.820 68.2 19
COMPASS Funded support and operating income Our income from providing therapeutic support increased from £248,142 in 2023 to £370,711 in 2024. This enabled us to reach more families and young people who needed support. It included some external training, supervision and support for other professionals, enabling them lo adapt how they work when they respond to the needs of young people. The increase was more than we had anticipated and was achieved by the committed and dedicated team at Family Compass. Further growth in 2024-25 is not planned to be as strong as we focus more on generating voluntary income. Room hire increased significantly from £837 to £6,171. By hiring rooms to other organisations working in a similar field, when they are not in use by us, we are subsidising the running costs of the Old Town Station and maximising the use of the building. Voluntary income A total of £96,552 of voluntary income was reiVed in the year, down from £115,180 in the previous year. 2024 2023 Donations and fundraising Grants 17,419 10,471 104709 Total 115180 The drop in grant income is not so significant when we consider that grants received last year included £28,068 for the capital expenditure on our new building, along with £44,600 which was received at the year end and designated for use in the 2023-24 year which has just ended. The substantial growth in donations and fundraising is largely due to corporate support from Tci, a local construction company, who voted us as their charity of the year. Their phenomenal support included, not only funds but, also, donations of other items such as Easter eggs for the young people we support and other provisions. These figures include many smaller donations, all of which count. They do not include the generous donations in kind of others, which include anything from a table tennis table and art resources to the more mundane items like tea, coffee, printer paper, etc., which we need every day and would otheiSe use up our precious funds. Voluntary income is critical. We use il to support young people, helping them to build resilien and improve mental wellbeing so they don't need help later in their lives. 11 enables us to deliver the type of support people need and be more flexible, tailoring the 20
COMPASS support to meet their individual needs, without the restrictions and rigid constraints which an sometimes be tied to funded support. Every donation of time, money or grfts in kind makes a real and direct difference to those we support. We are truly grateful and thankful for them all. We aim to grow our voluntary income far more in the current year, 2024-25, and have changed how we focus our lime on this area. Plans are in place to increase awareness of Family Compass in the community and to seek out and work with those organisations who can give the support we need. Expenditure Our direct costs of providing therapeutic support increased by 27.40k to £31 5,289 (2023 £247,614). In contrast, the numbers of families we supported and the number of sessions we provided grew by far more than this, supporting nearly 370kn more families and providing nearly 38Q/o more sessions. Direct support costs, which enable the therapeutic support to take place, rose by 65.7 %. This reflects a full year of the changes in the structure which took place part way through the last financial year. 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. Safeguarding is always a key and critical part of our role and we must dedicate sufficient time and resources to ensure this is effective. Reserves At the end of the year our reserves had increased by £11,988 to £106,723. 2024 2023 Restricted funds 15,688 18,955 Unrestricted funds Designated Book value offixed assets Thriving Minds 20,903 44 600 27,624 65,503 72,224 Free Reserves Total Funds £ 106 723 £94734 Further details are given in the notes to the accounts. 21
COMPASS 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 InhalelExhale 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 wailing list of those people who need help and would like to operate at a level where no one has to wait lo receive the support they need. Our aims are to build reserves to a level which covers.. The working capital we need to operate-, The risk of significant income streams ending to cover the period of adjustment. Having visibility of future income streams is a key part of assessing that risk., Other contingencies, uncertainties and events, assessed on a risk basis", Continued funding for our InhalelExhale fund, ensuring support is there for all who need it. 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 lo time Trustees may also designate reserves for particular projects which help to meet our aims. As a young charily, 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 to £19,632 from £63,033 in 2023. This was as we had forecast having used the funds received from Thriving Minds at the end of the previous financial year. We have a forecasting system in place to look ahead and ensure we have adequate cash reSoUrS to meet future needs. 22
COMPASS Structure, Governance and Management Structure Having been a Community Interest Company ICIC) since May 2017, Family Compass converted to be a Charitable Incorporated Organisation {CIO) on 1st February 2022. Our governing document is the Family Compass CIO constitution. Governance Members of our Trustee Board are appointed in accordance with our constitution, by a majority decision, for a lerm of Iwo years. After this term, trustees may retire and seek re- appointment. No trustees are renumerated for their service. There must be a minimum of three trustees,. there is no maximum. During the period we recruited one trustee with expertise in education and safeguarding. Four trustees stepped down due to other commitments. All other trustees remained in post or were re-appointed. 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 Aside from the appointment of an experienced administrator to support the team, there have been few changes lo the structure of Family Compass during the period, as we focus on stabilising the organisalion. 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, ch1ld-ntred charity. 23
COMPASS Reference and Administrative Details Charity Name: Family Compass Registsred Charity Numb8r: 1197742 Charity Address: Old Town Station, North Walk, Barnstaple, Devon EX31 1DF Trustees The following individuals served as truslees during the financial year.. Trustee Name Appointment Date Resignation Date ifa licable Reappointment Date ifa licable 1111212024 1111212024 1111212024 1111212024 1111212024 Luc Scanlan Conor Warren Louise Round Helen Folher Rebecca Goss Geor ina Gratton Bridle Downin Nicola Poole Elizabeth Clifford Luc Howard 1510912022 0110512022 0110212022 0110512022 0411112022 1910912023 0110512022 0110212022 0110212022 0110212022 1310312024 2110412024 2811112023 2811112023 Please note.. we are aware that trustees who were in post more than 2 years should have been nominated for re-appointment several months prior to their actual re-appointment. We have taken steps to ensure that future re-appointments happen in a timely manner. We have also requested a change to our constitution from the Charity Commission to enable Trustees to remain in post for a maximum of4 years before needing to seek re-appointment. Any changes to the trustee board after the year*nd: Stuart Young was appointed on 2510612024. Independent Examiner Sarah Twist A C Mole LLP Stafford House Blackbrook Park Avenue Taunton Somerset TA12PX Bankers HSBC Ltd. 250-251 High St Exeter EX4 3PZ 24
COMPASS Declarations The trustees declare that they have approved the trustees, report above. Signed on behalf of the charity's trustees.. Signature Full name LUGY SG8nlan Chair of Trustees Position Date 2410312025 25
Family Compass CIO Independent Examinerfs Report to the trustees of Family Compass CIO I report lo the trustees on my examination of the accounts of Family Compass CIO for the year ended 31 May 2024, which are sel out on pages 27 10 42. Responslbllltles and basls of report As the charity Iruslees of Family Compass CIO you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 I'the Act'l. I report in respect of my examination of the Family Compass CIO'S aceounls earried out under section 145 of the 2011 Act and in carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 14515llbl of the Act. Indepondent examiner's statement Since Family Compass CIO'S gross income exeded £250,000 yourexaminer must be a memberofa body listed in section 145 of the 2011 Act. I confirm that l am qualified to undertake the examination because l am a member of ICAEW, which is one of the listed bodies. I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination giving me cause lo believe that in any material respect.. 1. accounting records were not kept in respect of Family Compass CIO as required by secb'on 130 of the Act", or 2. the accounts do not accord with those records., or 3. the accounts do not compty with the awounting requirements concerning the form and content of accounts set out in the Charities IAccounts and Reportsl Regulations 2008 other than any requirement that the accounts give a 'lrue and fair view, which is not a matter considered as part of an independent examination. I have no concerns and have come across no other matters in connection with the examination lo which allenlion should be drawn in this report in order lo enable a proper understanding of the accounts to be reached. Sarah Twist FCA DChA A C Mole LLP Slafford House Blackbrook Park Avenue Taunton Somersel TA1 2PX g* 2oZS Page 26
Famity Compass CIO Statgmont of Financial Activities for the Year Endod 31 May 2024 Unrestricted funds Restricted funds Total 2024 Note Income Donations and legacies Charitable activities Other trading aclivib'es Investment income 17,419 421,881 238 605 17,419 456,289 238 605 34,408 Total income 440,143 34,408 474,551 Expenditure Charitable activities 424,888 37,675 462,563 Total expenditu 424,888 37,675 462,563 Net incomellexpenditurel 15,255 3,267 11,988 Net movement in funds 15,255 13,2671 11,988 Reconciliation of funds Total funds brought forward 75,780 18,955 94,735 Total funds carried forward 14 91,035 15,688 106,723 Unrestricted funds Restricted funds Total 2023 Note Income Donations and legacies Charitable activities 10,471 299 904 10,471 355,553 55,649 Total income 310 375 55,649 366,024 Expenditure Charitable activities 323 895 338 116 Total expenditure 323 895 338 116 Net lexpendilurellincome Gross transfers between funds 113,5201 41,428 27,908 Net movement in funds 14,548 13,360 27,908 Reconciliation of funds Total funds brought forward 61,232 5,595 66,827 Total funds carried forward 14 18,955 94,735 All of the charity's activities derive from eontinuing operations during the above two periods. The notes on pages 29 10 42 form part of these fi'nancial stalemenls. Page 27
Family Compass CIO (Registration number: 1197742) Balance Sheet as at 31 May 2024 2024 2023 Note Fixed assets Tangible assets 20,903 27,624 Current assets Stocks Debtors Cash at bank and in hand 139 99,933 19,632 119,704 283 39,054 63,033 102,370 10 Creditors: Amounts falling due within one year 12 Net current assets 87,969 70,963 Total assets less current liabilities 108,872 98,587 Creditors: Amounts falling due after more than one year 13 2,149 3,852 Net assets Unrestricted funds Designated funds Restricted funds 106,723 25,532 65,503 15,688 94,735 3,556 72,224 18,955 Total funds 14 106,723 94,735 The financial statements on pages 27 10 42 were approved by the trustees, and authorised for issue on and signed on their behalf by.. 2510312025 Rebecca Goss jTreasurerl Trustee The notes on pages 29 10 42 form part of these fi'nancial stalemenls. Page 28
Family Compass CIO Notes to the Financial Statements for the Year Ended 31 May 2024 1 Accounting policies Statement of compliance and basis of preparation The financial statements have been prepared under the historical cost convention with items recognised al cost or transaction value unless slated otherwise within these notes. The financial statements have been prepared in accordan with Accounting and Reporting by Charities.. Statement of Recommended PracliTr applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS 1021 (issued October 20191 (Charities SORP IFRS 10211, the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland IFRS1021, and the Charities Act 2011. Family Compass CIO meets the definition of a public benefit entity under FRS 102. Going concern To ensure ils survival Family Compass has lo rely upon securing adequate funding and managing the costs for provision of the related Servi8. Al the time of this report the Company has been successful in obtaining sufficient contracts and funds to ensure ils continuance for at least the next 12 months. The Trustees therefore consider it appropriate to prepare these accounts on a going concern basis. The trustees have kept the fi'nancial position under constant review and will continue lo do so. Income All income is reeognised when the charity has entitlement to the income, it is probable that the income will be received and the amount can be measured with sufficient reliability. Grants and donations Donations and legacies are recognised on a re1vable basis when receipt is probable and the amount can be reliably measured. In the case of performan related grants, income must only be recognised lo the extent that the charity has provided the specific goods or services as entillemenl lo the grant only occurs when the performance related conditions are met. Investment Income Dividends are recognised once the dividend has been declared and notification has been received of the dividend due. Expenditure All expenditure is recognised once there is a legal or conslruclive obligation to that expenditure, it is probable settlement is required and the amount can be measured reliably. All costs are allocated lo the applicable expenditure heading that aggregate similar costs to that category. Vvhere costs cannot be directly allribuled lo particular headings they have been allocated to activities on a basis consistent with the use of reSoUrs. All resources expended are inclusive of irrecoverable VAT. Charitable activities Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for ils beneficiaries. 11 includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them. Page 29
Family Compass CIO Notes to the Financial Statements for the Year Ended 31 May 2024 (continued) Support costs Support costs include central functions and have been allocated lo activity cost categories on a basis consistent with the use of resources, for example, allocating propety costs by floor areas, or per capita, staff costs by the time spent and other costs by their usage. Governance costs Governance costs comprise all costs involving public accountability of the charity and its compliance with regulation and good practs'ce. Irrecoverable VAT The charity Is not registered for VAT. All expenditure is stsled inclusive of VAT. Irrecoverable VAT is charged against the expenditure heading for which il was incurred. Taxation The charity is a registered charity and is, therefore, exempt from liability to taxation on its income and Capital gains, to the extent that they are applied for charitable purposes. Tangible fixed assets Individual fixed assets are initially recorded at cost, less any subsequent accumulated depreciation and subsequent accumulated impairment losses. Depreclatlon Depreciation is provided on tangible fixed assets so as to write off the cost or valuation, less any estimated residual value, over their expected useful economic life as follows.. Asset class Computer & Other Equipment Office Furniture & Equipment Leasehold Improvements Depreciation method and rate 250/. Straight Line 250/0 Straight Line Over the remaining term of the lease stock Stocks held for sale as part of non-charilable trade are measured at the lower or cost or nel realisable value. Goods or services provided as part of a charitable activity are measured at net realisable value based on the seNice potential provided by items of stock. Cash and cash equivalents Cash and cash equivalents comprise cash on hand and call deposits, and other short-term highly liquid investments that are readily convertible to a known amount of cash and are subject to an Insignificant risk of change in value. Fund structure Unreslricled income funds are general funds that are available for use at the Iruslees discretion in furtherance of the objectives of the charity. Designated funds are unreslricled funds sel aside for specific purposes at the discretion of the trustees. Page 30
Family Compass CIO Notes to the Financial Statements for the Year Ended 31 May 2024 (continued) Restricted income funds are those donated for use in a particular area or for specific purposes, the use of which is restricted to that area or purpose. Financial instruments Classification The charity only enters into basic financial instruments that result in the recognition of financial assets and liabilities such as trade and other debtors and creditors together with loans to related parties. Debt inslrumenls, such as trade debtors and creditors, are initially measured al transaction price and subsequendy measured at amortised cost. Financial assets are assessed at the end of each reporting period for obje¢live evidence of impairment. If obje¢live evidence of impairment is found, an impairment loss is recognised in the income statement. Critical Accounting Estimates and Judgements The preparation of the financial statements in conformity with FRS 102 requires management lo make judgements, estimates and assumptions that affect the application of policies and reported amounts of assets and liabilities, income, and expenses. Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectslions of future events that are believed to be reasonable under the circumstances. The company makes estimates and assumptions concerning the future. The resulting accounting estimates will, by definition, seldom equal the related actual results. The Trustees consider that there are no following critical accounting eslimales and judgements have a significant risk of causing a material adjustment lo the carrying amounts of assets and liabilities within the next financial year. Operatlng leases Rentals paid under operating leases a 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. Pensions Employees of the charity are entitled to join a defined contribution pension scheme. Pension contributions in relation lo defined contribution schemes are recognised as an expense in the Statement of Financial Activities as incurred. Page31
Family Compass CIO Notes to the Financial Statements for the Year Ended 31 May 2024 (continued) 2 Income from donations and legacies Unrestricted funds Restricted funds Total funds Total donations and legacies 17,419 17,419 Total for 2024 17,419 17,419 Total donations and legacies 10,471 10,471 Total for 2023 10,471 10,471 3 Income from charitable activities Unrestricted funds Restricted funds Total funds KIT box sales Services Other income Grants 173 370,711 6,272 44,725 173 370.711 6,272 79,133 34,408 Total for 2024 421,881 34,408 456,289 KIT box sales Services Other income Grants 1,678 248,142 1,024 1,678 248,142 1,024 104,709 Total for 2023 299,904 55,649 355,553 Page 32
Family Compass CIO Notes to the Financial Statements for the Year Ended 31 May 2024 (continued) Unrestricted funds Restricted funds Total 2024 Total 2023 Fullabrook CIC Devon Community Foundation- PCC Safer Communities Bideford Bridge Trust Davie Barnslaple Trust ND Community Councillor Grants NHS Mental Health Crisis Training Groundworks (Tescol North Devon + UK Youth - Thriving Minds National Lottery Community Fund Rotary Club of Barnstaple Early Help Devon Community Foundation DCC- Growing Communities Fund The Voice The Fore Trust Enterprise Development Programme Smaller grants 4,000 4,000 4,000 9,967 2,000 2,000 675 9,967 2,000 2,000 675 9,471 4,625 1,500 9,471 4,625 1,500 44,725 44,725 49,060 9,980 300 900 9,975 944 250 21,800 7,500 170 34,408 170 79,133 44,725 Page 33
Family Compass CIO Notes to the Financial Statements for the Year Ended 31 May 2024 (continued) 4 Expenditure on charitable activities 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 al risk of, or are recovering from mental health difficulties., and, also, as a preventative measure lo build resilience and protect those people from the development of mental health difficulties. Unrestricted funds Restricted funds Totsl 2024 Total 2023 Direct cost of charitable activity Staff costs Independent therapists Other direct costs 239,614 39,584 1,921 281,119 32,647 272,261 39,584 3,441 315,286 196,914 46,245 4,455 247,614 1,520 34,167 Direct support costs Staff costs Marketing and development Premises and facilities IT and communications Administration and insurance Finance and depreciation 112,785 407 12,767 3,809 2,790 8,066 140,624 1,187 1.650 395 113,972 2,057 13,162 3,809 3,066 8,066 144,132 63,919 431 11,847 3,670 2,141 4,957 86,965 276 3,508 Governance costs Organisalional development Independent examiners fees Independent examiners fees- predecessor firm Interest costs 1,200 1,800 1,800 1,225 120 3,145 1,225 120 3,145 2,174 163 3,537 Total Support costs All support costs are allocated to the single charitable activity of the charity and are included above. 424,888 37,675 462,563 338,116 Page 34
Family Compass CIO Notes to the Financial Statements for the Year Ended 31 May 2024 (continued) S Trustees remuneration and expenses No trustees, nor any persons connected with them, have received any remuneration from the charity during the year.12023 - None) No trustee expenses were paid during the year.12023 - None) 6 Stsff costs The agggate payroll costs were as follows". 2024 2023 Gross pay Employers Nl Pensions (Defined Contribution Scheme) 341,944 21,139 9,268 372,349 174,678 69,324 5,814 249,816 The average number of employees, including directors, during the year was 1812023.. 131. No employee received emoluments {excluding employer pension costs) of more than £60,000 during the year12023: None) The key management personnel of the Charity includes the Chief Executive Officer, Team Manager and Safeguarding Lead. The total employee benefits of the key management personnel were £61,752 12023.. £37,755) Page 35
Family Compass CIO Notes to the Financial Statements for the Year Ended 31 May 2024 (continued) 7 Taxation The charity is a registered charity and is therefore exempl from laxalion to the extent that such income or gain is applied to charitable purposes. 8 Tangible fixed assets Computer and other equipment Land and Office furniture buildings and equipment Total Cost Al 1 June 2023 Additions 24,078 5,756 3,504 349 33,338 349 Al 31 May 2024 24,078 5,756 3,853 33,687 Depreciation Al 1 June 2023 Charge for the year 1,605 4,815 2,425 1,355 1,684 900 5,714 7,070 Al 31 May 2024 6,420 3,780 2,584 12,784 Ngt book value Al 31 May 2024 17,658 1,976 1,269 20,903 Al 31 May 2023 22,473 3,331 1,820 27,624 9 Stock 2024 2023 Stocks 139 283 10 Debtors 2024 2023 Trade debtors Prepayments Rent deposit Accrued income 27,476 715 15,628 1,690 1,650 20,086 39,054 71,742 99,933 Page 36
Family Compass CIO Notes to the Financial Statements for the Year Ended 31 May 2024 (continued) 11 Cash and Cash equivalents 2024 2023 Bank current account Bank deposit account PayPal Cash on hand 8.434 10,584 397 217 19,632 7,752 54,577 704 63,033 12 Creditors- amounts falling due within one year 2024 2023 Tde creditors Bank loans due within one year PAYE and social security Accruals and deferred income Other short term loans 4,910 1.691 6,062 8,990 10,082 31,735 4,910 1,691 5,735 3,990 15,081 31,407 13 Creditors: amounts falling due after one year 2024 2023 Bank loans due after more than one year 2.149 Page 37
Family Compass CIO Notes to the Financial Statements for the Year Ended 31 May 2024 (continued) 14 Funds Balance at 1 June 2023 Balance at 31 May 2024 Income Expenditure Unrestricted funds 3,556 395, 194 1373,2181 25,532 Designated Designated funds 72,224 44,949 51,670 65,503 Total unrostrictod funds 75,780 440,143 424,888 91,035 Restricted funds InhalelExhale NHS Mental Health Crisis Training Devon Community Foundation- PCC Safer Communities Ukraine Wellbeing North Devon + (Marketing) 8,980 13,470 121,7001 750 9,471 14,5001 4,971 9,967 9,967 9,975 19,9751 1,500 Total restricted funds 18,955 34,408 37,675 15,688 Total funds 94,735 474,551 462,563 106,723 Page 38
Family Compass CIO Notes to the Financial Statements for the Year Ended 31 May 2024 (continued) Balance at 1 June 2022 Balance at 31 May 2023 Income Expenditure Transfers Unreslricled funds 16,632 238,151 1279,2951 28,068 3,556 DesiTgnoted Designated funds 44,600 72,224 44,600 72,224 Total unrostrictod funds 61,232 310,375 323,895 28,068 75,780 Restricted funds Old Town Station InhalelExhale Enterprise Development Progomme Ukraine Wellbeing Early help Total restricted funds 23,294 13,980 11,4941 15,0001 121,8001 8,980 5,595 7,500 9,975 goo 55,649 16,8271 16,2681 9,975 5,595 14,221 28,068 18,955 Total funds 66,827 366,024 338,116 94,735 Page 39
Family Compass CIO Notes to the Financial Statements for the Year Ended 31 May 2024 (continued) The specific purposes for which the funds are to be applied are as follows.. Restricted funds InhalelExhale Community Project - This is a grant and donation funded project which offers e1ve weeks oftherapeulic mental health support lo children and young people, who don't meet the thresholds for statutory SUPFX)rt. NHS Mental Health Crisis Toining - As part of the NHS ambition lo expand the mental health services for people in crisis, a gmnl was provided to increase the skills of our team in this area. Devon Community FoLJndation PCC Safer Communities This fund was awarded to provide therapeutic support for young people who have been referred for anti-social behaviour. Although awarded in the 2023-24 financial year, the planning has been undertaken and support is being provided in the 2024-25 financial year. Ukraine Wellbeing This grant was provided so we Could support Ukrainian children and families who had been uprooted and come lo this country as a safe place during the violence. The grant was received in the previous financial year during the planning process and was fully used in 2023-24. North Devon + (Marketing) As part of the Business Boost Small Business Grant Scheme this grant contributes lo the cost of marketing support lo raise awareness of Family Compass. Enterprise Development Programme The grant received from this fund is targeted al organisational development, adminislralive support to release management lime for strategic activities and at training and development of the team to expand our services and improve flexibility. Parl of the funding was also allocated to support our move lo the Old Town Station as part of our strategy lo 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 reSoUrS of the Old Town Station, our new premises. Early Help This grant, together with funds from our InhalelExhale fund, enabled us to provide badly needed support for an Individual where the funding was not forthcoming from anywhere else. Designated Funds Thriving Minds - The second tranche of the Thriving Minds grant for £44,600 was received at the end of the previous financial year. It was intended for, and was designated for, our InhalelExhale pr(ramme taking place in the current year, 2023-24. The funds received in the last financial year have now been used. The final tranche of £44,600 was received in June 2024 and designated for the subsequent financial year. 2024-25 Capitsl Expenditure - Our fixed assets are needed lo operate on a day to day basis, so reserves are designated to cover their book value. This reflects reserves which cannot be spent wilhoul the sale of the underlying assets Page 40
Family Compass CIO Notes to the Financial Statements for the Year Ended 31 May 2024 (continued) 15 Analysis of net assets between funds Total funds at 31 May 2024 Unrestricted funds General Designated Restricted funds Tangible fixed assets Current assets Current liabilities Creditors over 1 year 20,903 44,600 20,903 119,704 131,7351 2,149 59,416 131,7351 2,149 15,688 Total nel assets 25,532 65,503 15,688 106,723 Total funds at 31 May 2023 Unrestricted funds General Designated Restricted funds Tangible fixed assets Current assets Current liabilities Creditors over 1 year 27,624 44,600 27,624 102,370 131,4071 3,852 38,815 131,4071 3,852 18,955 Total nel assets 3,556 72,224 18,955 94,735 16 Operating Lease Commitments The total future minimum lease payments under non-cancellable operating leases are as follow". 2024 2023 Less than one year One lo five years 8,000 21,333 29,333 6,667 29,333 36,000 Page41
Family Compass CIO Notes to the Financial Statements for the Year Ended 31 May 2024 (continued) 17 Related party transactions Keda Johnslone 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.. 2024 2023 Keda Johnslone Lucy Capron 8,817 1,265 10.082 11,316 3,765 15,081 As Co-founders, funds were kindly advanced by Keda Johnslone and Lucy Capron lo Family Compass to help provide initial capital and to SLJPPOrt cash flow for the organisation. The loans are interest free. unsecured and bear no fixed dale 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 al any time at the option of Family Compass. Page 42