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? inte￿entionS in adulthood"
Families in North Devon often experience particular difficulties with accessing specialist
mental health support due to its rurality. We are well pla￿d 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 servI￿s.
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 fO￿ard 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 se1vi￿s.
Safeguarding statistics
This year, we recorded 121 safeguarding concerns, with most being low-level. The number
of COn￿rnS 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 eXperIen￿d 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 pla￿ment 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 ac￿Ssible 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
Tyr￿a￿Al
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 ex￿ptIon 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 re￿iVed 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
othe￿iSe 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
reSoUr￿S 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 ex￿eded £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 Servi￿8. 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 re￿1vable 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 reSoUr￿s.
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 agg￿gate 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
T￿de 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 reSoUr￿S 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