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2025-03-31-accounts

UNITED FOR A BETTER CHILDHOOD Annual report and accounts 2024-25

In memory of Laura McFarlane 1960-2025 Director of the Lambeth Early Action Partnership

It is with deep respect and sorrow that we dedicate this report to the memory of Laura, our dear colleague and friend, who died shortly after her retirement from LEAP. Her work on behalf of children and families, deeply rooted in her dedication to the Lambeth community, was a source of inspiration to the many lives she touched. She will be sorely missed by her family, friends and colleagues.

Annual Report and Accounts 2024/25

Thank you to our supporters

We’d like to say a special thank you to the trusts,

foundations, statutory bodies and organisations that make our work possible through their support, partnership and funding. Alongside those who wish to remain anonymous, we are grateful to:

© National Children’s Bureau 2025

Registered charity No. 258825. Registered in England and Wales No. 952717.

Registered office: National Children’s Bureau, 23 Mentmore Terrace, Hackney, London E8 3PN. A Company Limited by Guarantee.

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Contents

Forewords ...................................................................... 5 .......................... 9 In loving memory of Laura McFarlane Introduction ................................................................. 11 Bright beginnings for our seventh decade ................13 .............................................................21 The NCB family Our achievements in 2024-25 .................................... 29 ................................................ 47 Our plans for 2025/26 ............................................... 49 Trustees’ annual report Financial review .......................................................... 58 Statement of responsibilities ..................................... 66 Independent auditor’s report .................................... 68 Financial statements ................................................... 75

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Forewords

From our Chair

espite this being a year overshadowed with sadness D following the untimely death of our dear colleague Laura McFarlane, NCB has achieved much to be proud of.

We have consolidated our position as one of the leading organisations driving positive change for children in the UK, while building exciting new areas of impact.

From uniting health sector organisations to develop a roadmap for NHS reforms, to providing children, young people, and parents with a platform to engage directly with political parties in the run-up to the election, NCB has built on its many strengths over the past 12 months.

Our position has been further enhanced by integrating Research in Practice into NCB, welcoming over 70 new staff members with diverse expertise into our charity, united by shared goals and ways of working. This has enriched our offer and strengthened further our reach, particularly with local authorities and local systems.

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These achievements would not have been possible without a robust governance structure and a dedicated board of trustees guiding our efforts.

We continued to strengthen our diverse board with the appointment of three new trustees, Dominic McSherry, Onder Beter, and our new Treasurer, Tayo Leigh. Tayo brings over 20 years of experience in financial leadership across various industries.

I was also particularly pleased that the Board published an updated commitment to Diversity, Equity and Inclusion (DEI) and oversaw the development of an ambitious - new multi year plan to advance DEI right across the organisation.

We have also implemented measures to ensure NCB can fully realise its five-year strategy, Building Brighter Futures. This includes embedding an assurance model to support strong governance and reviewing, improving, and streamlining our structures, processes, and programmes.

The skills and expertise of our board, combined with the passion of NCB’s staff, have enabled us to achieve so much. In this report, you will see the significant progress we have made.

Alison O’Sullivan Chair of the Board of Trustees

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From our CEO: A year of change and sad news

s we were writing this report, NCB was shocked and saddened to learn A of the death of Laura McFarlane, a valued and much-loved colleague whose longstanding contribution to the Lambeth Early Action Partnership and the community it serves had recently been celebrated at an event in the borough (find out more about Laura’s work on page 9).

The unwavering dedication of people like Laura is needed now more than ever to meet the challenges facing children and families. In 2024/25, rising levels of child poverty impacted almost every aspect of children’s lives—from education to health, housing quality, and mental wellbeing. As families struggled, the services they rely on faced tightening budgets and a decade-long squeeze on early intervention spending.

Against this backdrop, our work has never been more crucial.

We had to navigate substantial changes in the external environment with care and insight. The General Election of 2024 saw our central policy team and thought

leaders in our NCB family members working swiftly to build relationships with new parliamentarians, Ministers and officials. Through events, letters, roundtables, and briefings, we shared our expertise and insights with policymakers.

Our hard work saw important breakthroughs. Alongside our part in the evaluation of the Families First for Children

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pathfinders programme, we saw its national rollout backed by significant Government investment. Our lobbying efforts also contributed to continued funding for the Start for Life and Family Hubs programmes.

There have also been significant changes within NCB.

The end of the ten-year Lambeth Early Action Partnership (LEAP) marked a significant milestone where we celebrated the achievements of both the programme and Laura McFarlane following her retirement from longstanding role as Director.

It is a fitting tribute to both LEAP and Laura’s legacy, that NCB continues to draw on their innovative approach to the early years to shape policy and practice. By sharing learning from LEAP and the other A Better Start partnerships, for example, we were able to advocate for a single unique identifier on children’s records, a measure adopted in the Children’s Wellbeing and Schools Bill. Furthermore, the rollout of Best Start Family Hubs announced by Government in July 2025, is modelled on the community-based ethos of A Better Start and its focus on supporting disadvantaged communities.

We also saw exciting new developments, particularly the integration of Research in Practice into the NCB family. One collaboration is the Working Together with Parents Network, supporting professionals working with parents who have learning difficulties and learning disabilities.

As times change, NCB continues to evolve to meet new challenges. We hope you enjoy finding out more about what we have achieved.

Anna Feuchtwang Chief Executive

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In loving memory of Laura McFarlane

A cherished colleague, devoted mother, and tireless advocate for children and families.

Before we celebrate the achievements of the LEAP

programme (p 17), we must express our sorrow and gratitude for Laura McFarlane, the Lambeth Early Action Partnership’s much loved Director. Her untimely death has devastated all who knew her. Her dedication to the children, families, and communities of Lambeth was not just a career—it was a passion.

Laura’s career in community service began at just 16, when she first stepped into community work at the Caribou Centre. Even then, her passion for supporting young people was unmistakable, and she took this work forward working with NSPCC.

Her love for the Lambeth community only deepened as she raised her family on the Tulse Hill Estate. When she returned to work in Lambeth in the early 2000s it marked the beginning of a transformative chapter. Through her leadership of the Sure Start programme in Larkhall, she not only shaped services but redefined what community support could look like. As Head of Family Support, she revitalised Lambeth’s One O’clock Clubs and helped establish children’s centres that became lifelines for countless families.

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But Laura was never content to lead from behind a desk. She was a constant presence in the community— face-painting at the Lambeth Country Show, forging partnerships, and always listening, always caring.

In 2012, she became one of the Heads of Service for Lambeth’s multi-agency teams, and in 2013, she began what would become the defining chapter of her career: the development of the LEAP programme. By 2015, as Director of LEAP, Laura brought her vision, compassion, and energy to a role that would touch thousands of lives.

Under her guidance, LEAP became a beacon of hope and innovation—improving early childhood development, addressing health inequalities, and supporting families with empathy and excellence. Laura’s ability to unite teams, build trust, and champion early intervention made LEAP a model not just for Lambeth, but for communities across the country.

One example of her lasting impact is how the ethos that LEAP championed, of early years services being embedded in the local communities they serve, has been echoed in the roll-out of Best Start Family Hubs across the country, targeting support at the most disadvantaged.

But Laura’s legacy is not only in the programmes she built or the policies she helped to shape—it lives on in the children who now have brighter futures, in the families who found support when they needed it most, and in the colleagues who were inspired by her strength, warmth, and unwavering belief in the power of community.

We will miss you, Laura.

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Introduction

elcome to the National Children’s Bureau’s Annual Report and Accounts for 2024-25, a W year that has been of particular importance for children, families, and the systems that support them. As we enter our seventh decade, the National Children’s Bureau (NCB) continues to champion the rights of children and young people across the UK, driving change based on evidence, innovation, and collaboration with experts by experience.

This year, we have faced unprecedented challenges, from rising child poverty to tightening budgets for essential services. Yet, amidst these difficulties, NCB has stood firm, delivering impactful initiatives that amplify the voices of children and families, influence national policy, and strengthen local systems. From shaping the national rollout of elements of the Families First for Children Pathfinders, to securing continued funding for Start for Life and Family Hubs, our work has been pivotal in creating brighter futures.

The integration of Research in Practice into the NCB family has enriched our expertise, enabling deeper collaboration and new approaches to complex issues. Whether it is supporting professionals working with parents with

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learning disabilities or conducting groundbreaking research on safeguarding pressures, we’ve expanded our reach and impact.

Our achievements are underpinned by a commitment to co-production, ensuring children, young people, and parents are at the heart of decision-making. From hosting the annual Youth Voice Matters conference to influencing party manifestos through the Children at the Table campaign, we’ve empowered the young to shape the future.

This report highlights the progress we’ve made across our six strategic goals, from amplifying voices to generating evidence that counts. It also celebrates the legacy of programmes like LEAP, which have transformed lives and left lasting impacts on policy and practice.

As you explore this report, you’ll discover the passion, dedication, and innovation that drive NCB’s mission. Together, we are united for a better childhood - one where every child has the opportunity to thrive. Dive in and be inspired by the stories, achievements, and vision that define our work.

Note: in this document we often use the term children to describe babies, children and young people.

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Bright beginnings for our seventh decade

Building Brighter Futures

As NCB enters its seventh decade, we have seen significant progress across the six strategic goals of our Building Brighter Futures strategy.

We’ve enabled a deeper engagement with expertsby-experience in research, policy and practice, and been a thought leader at both a local and national level.

To achieve this, we’ve evaluated and researched the evolving needs of children and families and used this as the basis for meeting the challenges that

children face. Whether its understanding innovation in the early years, creating the datasets that illuminate better mental health pathways for children with social workers, or evaluating new ways of providing children’s social care, we operate at the cutting-edge of research and learning.

This work has only been possible by also strengthening NCB’s own culture and organisational processes, making sure we have the best people for the challenges ahead.

Together, these efforts have collectively made progress possible and helped us move towards our strategy’s vision of a better and brighter future for children and families.

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Research in Practice’s first full year as NCB’s newest family member

Research in Practice has now been a part of the NCB family for over a year. During this time, we have been working across the organisation to learn from new colleagues, draw on expertise, and work together in new areas.

Collaborating on exciting new programmes of work has made not just made NCB bigger, but also better. For example, a research project by Research in Practice for the Department for Education (DfE) on improving the outcomes of looked after children and

young people in complex situations with multiple needs, at risk or subject to a Deprivation of Liberty.

By working together, we were able to strengthen our understanding by drawing on findings from other related pieces of work currently taking place. This included NCB research for them on the drivers behind high-cost placements for children in care.

By pooling our understanding of complex needs and social care procurement, coupled with deeper insights into the increasing complexity of children’s needs, we were better able to identify missed opportunities in earlier interventions and suggest ways to prevent children from suffering further trauma.

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Working with adults

NCB works for babies, children, young people… and beyond.

We know that the lives of the people we serve do not neatly cut off at 18 or 25, so we don’t put this constraint around ourselves either. We take a wider view of whole course of a person’s life, with an understanding of the fundamental ways that childhood shapes this.

No one who works with children can afford to ignore the adults in their lives - the parents, carers, wider families and of course professionals they rely on for a good childhood. Looking at support for adults can give us a richer perspective on how to support children and young

people. Our recent article on Promoting wellbeing through intergenerational solidarity from Research in Practice Deputy Directors highlights key issues, such as transitioning from childhood to adulthood, and reforming social care.

We are therefore proud to have become the new home for the Working Together with Parents Network. Supporting professionals working with parents with learning disabilities and learning difficulties, and their children, this UK-wide network seeks to engage with key stakeholders. This includes adults and children’s social care, health, education, legal and independent advocacy sectors to work towards a common vision and effective ways of joint working.

Following 18 years at the

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School for Policy Studies at Bristol University and with over 1,000 members, the network aims to raise awareness of the issues that parents face and improve ways that parents with learning disabilities and learning difficulties are supported.

Research in Practice, as a subsidiary of NCB, continues to deliver a range of impactful work aimed at improving support for adults. This includes offering a programme of events and learning resources on key topics, such as safeguarding, - trauma informed practice, and more.

Highlights in 2024-25 included:

• Equity: Change Project: This openaccess resource supports individuals and organisations

in addressing DEI, intersectionality and justice within adult social care.

Leadership Programme: Commissioned by the Department of Health and Social Care, this programme supports Principal Social Workers, Practice and Operational Team leads, and Approved Mental Health Professional leads in adult social care, while nurturing aspiring Black and Global Majority leaders.

• Second National Analysis of Safeguarding Adult Reviews: Published in April 2024, this executive summary marks our second involvement in this critical analysis, in collaboration with the Local Government Association.

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Pride and sadness: farewell to the Lambeth Early Action Partnership (LEAP)

LEAP came to an end in March 2025 and its incredible journey, led from inception to completion by the late Laura McFarlane, is a proud achievement in NCB’s rich history.

From winning long-term funding from The National Lottery Community Fund — and becoming one of five A Better Start partnerships testing new ways of making support and services for families stronger — we have built partnerships, invested in infrastructure, adapted to local needs, trained workforces, embedded evidence-based models, and

navigated the impacts of the pandemic and cost of living crisis.

Crucially, local parents have been part of every step of the journey, co-producing the design and delivery of support, and being part of the governance of the partnership.

Shared learning has been central to the LEAP vision. As well as leaving a legacy of services and support to give children a better start in life, we wanted robust evidence to share our findings with others. This culminated in several eye-catching reports, showcased at our ‘10 Years of final conference, LEAP’.

The findings emphatically confirmed the positive impact of the programme on pregnant women and people, babies, and young children:

• 2.5-year-olds, who engaged with LEAP, were 40% more likely to

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reach expected levels of development than their non-engaged peers.

LEAP’s success hinged on how effectively its holistic practice connected different parents and carers to the support they needed and wanted, provided them with choices, and facilitated relationships with other parents and carers.

Racially minoritised groups, refugees, immigrants, and those experiencing deprivation — especially inadequate housing — often face systemic barriers that limit the impact of holistic practice. LEAP made it a

priority to reach out to these underserved groups.

At a national level, NCB supported LEAP and the other four A Better Start sites to influence policy development, including the design and implementation of the Family Hubs and Start for Life programmes.

Going forward, NCB is synthesising learning from A Better Start to ensure it continues to influence policy and practice, leaving a lasting legacy.

None of this could have been achieved without the dedication, determination, and resourcefulness of the LEAP team, led from the outset by Laura McFarlane, who co-produced support with local parents and community members.

We’d like to thank them for everything they’ve achieved.

Find out more at: leaplambeth.org.uk

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Valuing diversity, promoting equity, and improving inclusion

At NCB, we are committed to creating a diverse, equitable, and inclusive organisation that reflects the society we serve. Our Diversity, Equity, and Inclusion (DEI) strategy is not just an add-on; it is embedded throughout our work and backed by a commitment to being an anti-racist organisation. We are driving meaningful and lasting change both within our organisation and through our external work.

Guided by our new five-year strategy, United for a Better Childhood: Building Brighter Futures , we aim to ensure that every child, young person, and family feels

included and supported.

Improving DEI is a continuous journey, and we are proud to take a proactive, long-term approach. Our DEI strategy for 2024-2029 builds on the successes of our previous plan, while addressing areas where we can do better. We are committed to fostering a culture of belonging, where representation is matched by true inclusion. This means creating an environment where all staff feel valued and empowered to contribute to our mission.

Internal progress

In 2024-25, we made significant strides in advancing DEI across NCB. Internally, we have increased the representation of Black and Global Majority staff, particularly at mid-level roles, and are working to improve diversity at senior levels. We also began development of a programme for Black and

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Global Majority staff to prepare them for leadership roles and reduce turnover rates. This work was supported by a clear DEI vision from our board of trustees, which set out its priorities in a statement of intent, and by the recruitment of a DEI lead to drive change.

educational needs.

We also began a collaboration with King’s College London and other partners on the PATHWAYS trial, which aims to improve evidence-based interventions for genderdiverse young people.

Listening and learning

External influence

As part of our commitment to being an anti-racist organisation, we are working to advance equity throughout our work, whenever we can — recognising that many Black and Global Majority children and young people face intersecting inequalities.

Our Special Educational Consortium and Council for Disabled Children successfully influenced government policy and local practice to better reflect the needs of disabled children and young people, and those with special

Our DEI strategy was developed through extensive consultation with staff, trustees, and the children, young people, and families we work with. We conducted our first DEI staff survey, established three staff networks (Black and Global Majority, Disability & Neurodiversity, and LGBTQ+), and created platforms to ensure diverse voices are heard. This collaborative approach, coupled with a strong focus on measuring our success, has helped us identify priorities and shape actions that are both ambitious and achievable.

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The NCB family

We bring people and organisations together to drive change in society and deliver a better childhood across the UK.

Within the NCB family, seven specialist networks draw partners together to drive change in key areas where we need to make lives better – from conception to adulthood.

The Anti-Bullying Alliance’s vision is to stop bullying and create safer environments in which children and young people can live, grow, play and learn.

Highlights in 2024-25 included:

Find out more about our work at: - anti bullyingalliance.org.uk

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The Childhood Bereavement Network brings together those working with bereaved children and young people and those caring for them, underpinning our members with essential representation and support.

Highlights in 2024-25 included:

Find out more about our work at: childhoodbereavementnetwork. org.uk

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The Council for Disabled Children drives change in society to deliver a better childhood for disabled children and those with special educational needs (SEND).

Highlights in 2024-25 included:

us develop and publish 13 case studies and five research reports, and reach 348 practitioners through seminars and events.

Find out more about our work at: councilfordisabledchildren.org.uk

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LEAP worked to give thousands of children aged 0–3 living in parts of Lambeth a better start.

Highlights in 2024-25 included:

as the extent of our reach and engagement.

Find out more at: leaplambeth.org.uk

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Research in Practice works with and for professionals in the social care, health, criminal justice, and higher education sectors offering resources, learning opportunities and specialist expertise. We aim to support their learning to enable people – children, young people, families, adults, carers, and communities – to live good lives.

Highlights in 2024-25 included:

learning and networking events and learning resources on key social care topics.

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in education and children’s social care.

Find out more at: researchinpractice. org.uk

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The Schools Wellbeing Partnership is an influential and effective national network of over 230 member organisations from the education, health and wellbeing, and children's sectors.

Highlights in 2024-25 included:

Find out more about our work at: schoolswellbeing.org.uk

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The Special Educational Consortium, convened by CDC, is a group of 45 organisations who protect and promote the rights of disabled children and young people and those with special educational needs. SEC’s membership includes the voluntary and community sector, education providers, professional associations and parent carer groups.

Highlights in 2024-25 included:

people, particularly those missing school or excluded.

Find out more about our work here.

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Our achievements in 2024-25

Each member of the National Children’s Bureau family takes action on specific issues undermining children’s health, development, and happiness. But the core work of NCB is equally important to young lives and beyond.

Over the following pages we set out our achievements organised around each of the six strategic goals in our strategy Building Brighter Futures:

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Amplifying the voice of children, young people and families

When the voices of children and families are heard, policies are more relevant, and services meet needs more effectively.

We co-produced numerous activities with children, young people, and parents and carers across a broad range of themes during the year, enabling them to share their views and first-hand experiences on SEND, mental health, education, social care, and other pressing issues.

Key highlights included:

Young people in policy

promote local participation work, and developed and delivered the seventh national Youth Voice Matters conference providing a space for nearly 100 young people from across the country to engage with policymakers and a broad set of practitioners.

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youth perspectives influenced discussions.

Young people in practice

included initiatives like the Kingston Transitional Safeguarding project, which uses a multimethod approach to inform safeguarding strategies, and the Conceptualizing Vulnerability and Inclusion project for Ofsted, which explores how a better understanding of vulnerability can improve inclusive practice.

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Powerful voices in Westminster

In April, nearly 40 children, young people, and parents came together with over 150 representatives from across the children’s sector at a special All-Party Parliamentary Group for Children (APPGC) event convened by NCB. The experts-by-experience shared priorities with representatives from all major political parties and Dame Rachel de Souza, the Children’s Commissioner, influencing discussions on manifesto priorities just days before the election was called.

The event inspired Liberal Democrat spokesperson Munira Wilson to demand for a leadership debate in the run-up to the election with a particular focus on children and young people, boldly challenging other parties to follow suit.

Repeatedly, children and young people speaking at the event, expressed frustration at not being involved in decision-making. “Raising the importance of youth voice has

become a broken record” when it is not followed up with action, said one young person.

The event ended with a warm tribute from Baroness Tyler to Tim Loughton, the former Children's Minister who has resolutely championed children’s rights during his long service as an MP in Parliament and co-chair of the APPGC.

Following the election, NCB relaunched the APPGC, ensuring early parliamentary engagement on the Children’s Wellbeing and Schools Bill, and welcomed four new officers, including Co-Chairs Jess Asato MP and Munira Wilson MP.

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Driving change in the local and regional systems children rely on

Increasingly, the decisions that matter most to children are taken locally or regionally rather than at a national level and we are experts in supporting the redesign of local systems around the outcomes that matter most to children and families.

Early years

Key highlights included:

Special educational needs and disabilities (SEND)

Young people

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programme came to an end this year. The Lottery-funded programme, which NCB supported through the LINKS network, has helped more than 150 projects in the region over almost 10 years. These projects have given young people in Northern Ireland the opportunity to develop skills to cope with difficult times in their lives, from mental health to disability, finding work to coping with serious illness.

Social care

we worked with more than 1,000 providers, with in person and virtual community of practice and knowledge sharing events for local authorities across all nine regions in England.

Bereavement support

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Driving change in national policy and legislation

Our long-established expertise in developing policy, based on the best available evidence and the views of children and young people, helped set the agenda during the general election year and for the new government.

We acted as a critical friend to all the political parties, speaking out about the things that needed changing, from poverty to social care, disability support to mental health. We convened the children’s sector around crucial issues to magnify our collective impact on party manifestos and worked at pace with the new government when it was elected.

Key highlights included:

on safeguarding partners to establish multi-agency child protection teams, and a register for children who are not in school. From the onset, NCB worked with sector partners to provide robust evidence-informed information to government officials that successfully improved elements of the bill, particularly in areas related to social care, child poverty, mental health and wellbeing and the use of a Single Unique Identifier on children’s records.

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Children at the Table

Ahead of the general election in July 2024, the UK’s five leading children’s charities – the NCB, Action for Children, Barnardo’s, The Children’s Society, and NSPCC – came together with the support of nearly 200 organisations from the voluntary and community sectors to make sure the next government had a plan to put Children at the Table.

The campaign successfully influenced political party manifestos, securing commitments such as a crossgovernment child poverty strategy and a commitment to improve mental health support in schools.

directly with decision-makers, including meetings with MPs, events at Labour and Conservative Party Conferences, and a petition handed-in at Downing Street signed by 30,000 people.

The campaign secured impressive national and sector media coverage reaching a combine audience of 1.8 billion, while the hashtag #ChildrenAtTheTable was viewed 56.4 million times across social media.

Building on this work, CDC collaborated with the Disabled Children’s Partnership to create a Disabled Children at the Table report. It highlighted the persistent challenges faced by disabled children in accessing inclusive education, highquality care, and accessible activities. It called for urgent action to make disabled children and their families central to government policymaking and emphasised the need for wellresourced, coordinated services.

Children at the Table engaged

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Strategy, establishing consensus across over 120 organisations. NCB presented these tests to senior Cabinet Office officials and included the voices of young people impacted by poverty in parliamentary discussions.

was part of the roll-out of the Families First Programme. NCB supported the programme through our role in the evaluation of the Families First Pathfnders. It is also the culmination of impactful reports by the Children’s Services Funding Alliance, highlighting the need for increased investment in early intervention services.

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discuss progress and future direction of children’s social care reform in NI. The group maintains ongoing engagement with Prof. Ray Jones, Independent Reviewer, alongside the NI Commissioner for

Generating evidence that counts

NCB excels in generating learning and evidence through delivering a broad range of different programmes and our skilled research team. We leverage our extensive networks of practitioners, commissioners, and policymakers, coupled with insights from children, young people, and families, to identify evolving needs and develop robust solutions.

Key highlights included: Children’s social care

Children and Young People, British Association of Social Workers, and NI Public Service Alliance, to share the Collective’s priorities and concerns.

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discussions, concluding with a theatre performance by young people with lived experience of disability, social care, or insecure immigration status.

• NCB played an ongoing role in the Families First for Children Pathfnders, an evaluation of pilot programmes focused on early intervention, family help, family-first models, and multiagency child protection teams. Our work included stakeholder engagement, expert consultations, and communicating findings, ensuring a robust methodology

that prioritised the voices of children and families. The findings significantly influenced DfE thinking, leading to the national rollout of elements of the Pathfinders, emphasizing the importance of consulting family networks and multi-agency collaboration.

Early years

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recommending the program.

Suicide bereavement

covering suicide bereavement support, sector standards, and policy progress, while recruiting 11 UK services to a Community of Practice aimed at improving evaluation practices in child bereavement services.

Preventing children's involvement in crime and violence

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security; and cost ratings for interventions. Additionally, NCB supported the YEF’s Supportive Home Project, which seeks to prevent youth involvement in violence by applying evidencebased interventions at home.

SEND

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Making sure children have the workforce they need

One of NCB’s greatest strengths is delivering engaging, evidenceinformed training and development opportunities to a whole range of different professionals. Our work helps not just to increase skills, but to shift thinking about what is possible for services, drawing on the experiences and challenges faced by communities across England.

Key highlights included:

SEND workforce

Support Services Network (IASSN) delivered 44 training events and offered 1,309 training spaces to SENDIAS staff, ranging from inperson events to online workshops and legal training.

Social care workforce

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Education staff

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those with special education needs who face significantly more barriers to accessing school life.

Early years practitioners

workforce through two key programmes: Making it REAL and Natural Thinkers.

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Building respect and trust as a pioneering and high-performing charity

We are proud of the culture we have built at NCB and collectively we want to run a modern, highly effective charity, attracting fantastic new talent and creating opportunities for development. Central to this is work across NCB to value diversity and promote equity and inclusion. We also have strong financial management, recognising that with so many issues to tackle, it is essential that every pound we spend achieves the greatest impact possible.

Key highlights included:

Strengthening processes and procedures

an organisation with approximately 200 employees.

Organisational integration and culture

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NCB staff and their new Research in Practice colleagues has borne fruit with joint working on multiple bids and projects.

Safeguarding improvements

Treasurer, to bolster leadership and oversight.

Communication and engagement

• NCB has enhanced its external profile through increased engagement metrics, including website visitors and social media interactions. The charity’s main LinkedIn account has added 3,775 followers over the last year and now has over 11,000. The account achieved an average of 352 weekly page views during the last financial year, growth of 34% on the previous year. Meanwhile, an average engagement rate with our posts of 7% between November 2024 and June 2025 compares with an engagement rate of just 1.8% on NCB’s X account over the same period.

Governance enhancements

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Annual Report and Accounts 2024/25

Our plans for 2025/26

This year promises to be another exciting chapter for NCB, as we build on the achievements outlined in this report and the momentum generated by welcoming Research in Practice into the NCB family.

Our key areas of focus include:

our world-class expertise in bringing the lived experiences of those most affected into these conversations.

counts - We will continue to grow our focus on children at

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Annual Report and Accounts 2024/25

risk of or involved in the youth justice system, combining our insights with our expertise in other systems such as SEND, education, and children’s social care - intersections that are often overlooked but deeply important.

race and faith-based bullying.

• Building respect and trust as a pioneering and high-performing charity - 2025/26 is the first year of our ambitious new action plan to improve diversity, equity and inclusion (DEI) at NCB. As the section above shows, DEI is threaded through many of our initiatives for the coming year. Alongside this, the plan focusses on key enablers, such as building strategic partnerships with other organisations and internal initiatives such as a development programme for Black and Global Majority staff.

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Annual Report and Accounts 2024/25

Trustees’ annual report

Incorporating the Directors’ Strategic Report and Administrative Report for Companies Act Purposes.

The Trustees of the National Children’s Bureau present their Annual Report for the Year Ended 31st March 2025 under the Charities Act 2011 and the Companies Act 2006, including the Directors’ Report and the Strategic Report under the 2006 Act, together with the audited financial statements for the year.

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Annual Report and Accounts 2024/25

Administrative information

Board of Trustees

Alison O’Sullivan Chair Sarah Mullen Vice-Chair Robert Whelan Treasurer (to 31 December 2024) Tayo Leigh Treasurer (from 1 January 2025)

Emma Beeden Onder Beter

Steven Crocker

Professor Neal Hazel Bethan Hoggan Dr Catriona Hugman Marjorie James Fergal McFerran (to 3 July 2024) Dr Dominic McSherry (from 3 July 2024) Jadesola Olusanya Kathryn Pugh, MBE Sarbjit Rana

Nainan Shah

Members of the Board of Trustees under charity law are also Directors of the charitable company for the purpose of company law.

Independent committee members

Claire Burgess People & Culture Committee Adam Land People & Culture Committee Judith Worthy Finance, Risk & Audit Committee

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Annual Report and Accounts 2024/25

Strategic leadership team Anna Feuchtwang Amanda Allard Programmes Dez Holmes Programmes Phil Anderson Rachel Rand

Chief Executive Strategic Director - Practice and Strategic Director - Practice and Strategic Director - External Affairs Chief Operating Officer

Advisors Auditors Sayer Vincent LLP 110 Golden Lane London EC1Y 0TG

Bankers

Barclays Bank PLC 1 Churchill Place London E14 5HP

Investment managers

CCLA Investment Management Ltd 80 Cheapside London EC2V 6DZ

The National Children’s Bureau (NCB) was registered as a charity in 1969 (charity number 258825), although it was founded in 1963 as the National Bureau for Cooperation in Child Care. NCB is also a company limited by guarantee (registration number 952717) and has a subsidiary charity NCB RiP (registration number 15336152, charity number 1211290) and a subsidiary trading company, National Children’s Bureau Enterprises Ltd (registration number 2633796).

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Annual Report and Accounts 2024/25

NCB’s Registered Office is at 23 Mentmore Terrace, Hackney, London, E8 3PN.

NCB was established for the public benefit in order to advance the wellbeing of children and young people in particular by (but not limited to):

For the purposes of carrying out these objects, NCB’s Articles of Association expect it to promote and organise cooperation and partnerships and to influence and inform policy, practice and service development by bringing together voluntary organisations, statutory authorities, individual professionals and all those concerned with the well-being of children and young people.

The liability of members in respect of the guarantee, as set out in the Articles, is limited to £1 per member of the company.

Governance and management

The Board is ultimately accountable for NCB’s strategic and financial sustainability and growth and that this is achieved through an organisational culture based on integrity, accountability and transparency. With this, NCB is committed to upholding its organisational culture and values inline with the seven principles of the Charity Governance Code (updated 2020):

NCB’s Board of Trustees and Strategic Leadership Team reflect these standards across practices, function and behaviours, conscious of the fact that the organisational culture is influenced and embedded

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Annual Report and Accounts 2024/25

from these levels. The Governance Code is also embedded across NCB particularly with regard to setting the foundations for the governance objectives and outcomes in the organisational strategy 2024-2029.

As set out in the Memorandum and Articles of Association, NCB’s Board of Trustees comprises a maximum membership of fifteen, including the Chair, Vice-Chair, and Treasurer and at least two Trustees must be under the age of 25 years at the time of appointment to fulfil NCB’s young governance requirements. The maximum size of the Board of Trustees exceeds the Governance Code’s recommended maximum in recognition of the fact younger trustees are at a stage in life where they typically have less control over their time so are less likely to be able to attend all meetings.

Each Board member serves a maximum of two terms each of three-years, with the possibility of a one-year extension at the end of their second term in exceptional circumstances, and Honorary Offices allowed to serve a maximum of nine years. At the request of the Board, Alison O’Sullivan has agreed to extend her term in office and tenure

as Chair up to 31 December 2026. This provides a period of stability as the strategic opportunities of Research in Practice are explored as well as time to recruit and induct the next Chair. Alison O’Sullivan will step down from the Board once her successor is in place.

At Year-end 31st March 2025, the Board membership was fifteen with the above requirements met.

The Board remains fully committed to promoting an inclusive approach recognising that a more diverse Board better supports its leadership, effectiveness and decision making from harnessing a broader range of perspectives and that lived experience is as equally valuable as professional expertise. The Board seeks to continuously develop and enhance its structures and ways of working to support inclusivity. As part of the process, the Board periodically reviews its collective membership and individual expertise, lived experience and development requirements. Annual one to ones are held with each Trustee and either the Chair or Vice-Chair, an annual appraisal of the chair is performed, and all Board members sign the Trustee Code of Conduct. External

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Annual Report and Accounts 2024/25

effectiveness reviews are undertaken periodically to obtain independent assessment and advice.

The Board has continued to seek ongoing improvement through the year investing in external facilitation of the annual Trustee Strategy Day to focus on developing the group leadership skills of the Board. This development focus will continue through the year ending 31 March 2026.

The Finance, Risk and Audit Committee (FRAC) ensures that NCB is compliant in its financial obligations, auditing standards and legal requirements of regulatory bodies, including the Charity Commission, through an appropriate framework of policies, processes and controls. A focus of FRAC through the year has been the documentation of our Risk Assurance Framework.

The People and Culture Committee is focused on all matters pertaining to ‘people’ including Board membership, succession planning, Trustee recruitment, diversity, equity and inclusion (DEI) and delivery of key strategic objectives. The development and approval of our second five-year DEI plan has been a

priority this year.

The Board may establish advisory groups to support the development of strategic objectives. The Strategic Advisory Group (SAG) continues its work with focus on delivery against our strategy.

Senior pay

NCB aims to ensure that all staff are paid on a grade appropriate to the nature of the work and the experience, knowledge and skills needed to carry out the job within the organisation.

NCB also aims to ensure that all jobs are at a pay level which is reasonable when compared with the external market pay ranges for the charity and civil service sectors. The grades of all roles are assessed as part of NCB’s job evaluation process, with the exception of the Chief Executive’s and Directors’ salaries which are proposed by the People and Culture Committee of the Board of Trustees for determination by the Board of Trustees.

Fundraising

NCB has not contracted the services

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Annual Report and Accounts 2024/25

of professional fundraisers or commercial participants.

NCB benefits as one of four recipients from donations secured by Childlife, a consortium charity whose methods include door-to-door, street fundraising and payroll giving. All activity lines are rigorously observant of industry recognised, best practice in ethical fundraising.

We delegate our low-level individual giving because our work does not lend itself to a large scale, fundraising opportunity with the general public. Accordingly, the advice we give to those wishing to fundraise on our behalf, is offered on a case-by-case basis, with Institute of Fundraising best practice in mind.

NCB and Childlife are registered with the Fundraising Regulator. No complaints have been received about our fundraising activities.

Risk and internal control

The Trustees continue to review the risks facing NCB group, controls in place and mitigating actions being taken using the organisation’s general statement of risk appetite with its corresponding set of principles around generally acceptable levels of risks.

The Trustees remain of the view that appropriate control procedures are in place to manage risks and that the systems of financial control comply in all material aspects with the guidelines issued by the Charity Commission. NCB’s approach to management of risk is set out in a Risk Assurance Framework that is regularly reviewed and updated.

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Annual Report and Accounts 2024/25

Risk

People - Organisational Change Capacity

The need to respond to changes in the political and economic landscape, the desire to maximise on the strategic opportunities of the transfer in of Research in Practice a year ago and the need to continue integrating operational models across the larger organisation could overload staff resulting in lower levels of engagement and increased levels of staff turnover.

Key mitigating actions

Financial - Working Capital

The scale and breath of the organisation’s work has grown significantly over the past few years. During the time the level of income received in advance of delivery has reduced which increases working capital requirements. If the working capital needs are not met it could result in failure to meet payment terms, inability to capitalise on opportunities and, in extreme circumstances, result in insolvency.

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Annual Report and Accounts 2024/25

Risk

Delivery - Economic and Government Environment:

The change in Government during the year, ongoing changes to the structure of public bodies and the 2025 comprehensive spending review create a sense of uncertainty, especially around future income, and makes longer term planning challenging.

This is coupled with a challenging economic environment with cost inflation changeable and staffing costs rising significantly with National Insurance increases.

The quality and breadth of work we can deliver for beneficiaries is at risk of being reduced due to rising cost pressures whilst income is increasingly harder to secure.

Key mitigating actions

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Annual Report and Accounts 2024/25

Financial review

Understanding NCB’s finances

Leading partnerships

We are entrusted by our funders to convene and lead many programmes in partnership with other organisations. To simplify how these larger projects are managed, funders often require that we receive and disburse income to partners.

Crucially, this means that just £13.8m this year goes to NCB’s core activities, and £12.7m of that to ongoing areas of work. LEAP is a 10-year, timebound programme which ended in 2024/25.

Partners £2.0m

LEAP £1.1m

Income in NCB’s Accounts £15.8m

NCB’s ongoing teams £12.7m

All income received that we manage must, for technical accounting reasons, be classed as NCB’s own income - even though much of it is not ultimately spent by NCB. Our income figure may therefore give an overly inflated perspective of how much funding we can truly spend at our discretion.

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Annual Report and Accounts 2024/25

NCB’s structure

NCB is a unifying voice in the sector and our core family of membership networks play a vital role to help us achieve our charitable mission.

The £13.8m 2024/25 net income is broadly broken down as follows:

Net income £13.8m

LEAP £1.1m

Council for Disabled children £4m Anti-Bullying Alliance £0.4m Childhood Bereavement Network £0.2m Research in Practice £4.6m Other NCB programmes £3.5m

NCB’s unrestricted income

Our accounts show £10.9m of “Unrestricted” income this year. Counter-intuitively most of the income labelled “Unrestricted” is not at our discretion to spend, as it relates to contractual income for specific services, where all the costs of delivery must be met from this income. Accounting standards dictate that these very real limitations on discretion to spend do not constitute ‘restrictions’ for accounting purposes.

While this may give the impression that we have a large sum of money

to cover discretionary costs or projects we choose to undertake, this is not the case. Only £133k (1% of our income) was given to us with free choice as to how we spend it, which when combined with interest earned on cash deposits (£150k this year), gives us around £283k of truly unrestricted income.

NCB’s reserves and reserves policy

NCB’s Trustees maintain a reserve policy in line with the Charity Commission’s best practice.

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Annual Report and Accounts 2024/25

Risks and Requirements

The Trustees have adapted a benchmarked framework to assess risks to the organisation, informed by the organisation’s risk register, and considered the possible financial impacts that these may have, alongside anticipated proactive requirements to spend funds. The most material items are:

NCB’s Current Reserves

Trustees consider £1.5m of free reserves a minimum, reflecting the size and complexity of the organisation, and we would explain here if reserves fell below this. Our reserves are currently safely above this. We have grown significantly in the last year through the full-year impact of the acquisition of Research in Practice’s activities, which are subject to an ongoing integration programme. Our largest programme, LEAP, concluded in 2024/25 and we are investing in some transition, legacy and knowledge management over the next few years. We expect the funding climate to remain challenging, including disruption following the general election, meaning covering necessary in-year costs fully may be difficult. In this

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new context, and with a new fiveyear strategy and multi-year income plan now underway, trustees are comfortable with the current level of reserves. Trustees will use the next period to review whether some further reserves can be safely utilised for investing in NCB’s strategy and long-term future. We will continue to seek funding for all programmes, including funding for developing new solutions to emerging needs.

Most of our free reserves are from a one-off event, being the net proceeds from selling our previous freehold office; unlike some charities, the funds are not from donors who expect these to be spent to achieve impact swiftly. With only around £100k of truly unrestricted income each year (plus interest earned from time to time), it is also extremely difficult to rebuild any reserves that are spent. As NCB’s mission involves systemic improvement across a wide range of themes, we do not have an ambition to spend reserves to “complete” this mission at any foreseeable point in the future. Trustees therefore take a prudent view on retaining these free reserves where possible. Free reserves currently stand at £2.7m and are held to cover the risks and

requirements set out above, over a practically unlimited time frame.

The remaining, and majority of, reserve funds shown are then not free reserves. The value of our office property and other fixed assets (£4.3m); this value is tied up in the property, providing office space and reducing our running costs, and not available as cash to use. We have designated funds where we expect upcoming obligations, commitments or plans; currently to cover strategic investment in delivering our new strategy, meeting evolving needs, as well as to continue to improve our delivery, quality and consistency, all during an uncertain political and economic period, as well as for VAT and other costs relating to the property purchase (all totalling £0.8m). The £0.4m of restricted funds held are merely funds given in advance, and ring-fenced, by funders for agreed projects.

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Summary for the year under review

2024/25 sees the start of a new fiveyear strategy. We have developed a new five-year financial model and development plan, as we enter a new strategic period. The plan is designed to grow and strengthen the diversity of income as we meet evolving and emerging needs, maintaining economies of scale and value. The focus on financial balance has seen us achieve an operational break-even this year (as in previous years), matching unrestricted income and expenditure, and maintaining our strong reserves. Our aim is to continue to do so in future years.

The result seen in the financial statements can be broken down as follows:

Exceptional expenditure of £8k gives an overall surplus on unrestricted funds of £2k.

Net expenditure on operational restricted funds was £0.2m, reflecting merely the timing of spend on grant funded projects.

This resulted in NCB’s net assets and overall funds reducing to £8.2m (2024 £8.4m), in line with the planned use of restricted programme funds and exceptional expenditure, and free reserves strengthened to £2.9m (2024 £2.5m), having used some designated funds. NCB is therefore in a strong financial position, with free reserves above the policy minimum set out above, a significant property asset and a strategic plan for income generation to continue this strong financial performance in the years ahead.

There was a small operating surplus on unrestricted funds of £10k (2024 £9k surplus), before taking into account exceptional expenditure, representing an important continuation of broadly running at break-even whilst maintaining investment in income generation for future years.

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Annual Report and Accounts 2024/25

Financial performance

Income

As expected, overall income increased during the year from £12.8m in 2023/24 to £15.8m. Unrestricted income increased to £10.9m (£7.2m in 2023/24), mainly reflecting a full year of Research in Practice’s partnership network. Restricted income lessened from £5.5m to £4.9m, reflecting particularly the expected change in activity in our LEAP ‘A Better Start’ programme for National Lottery Community Fund. Outside of these the charity continues to hold a number of government contracts for the future and has secured significant grants for its projects and research from a range of government, trust and other sources.

Expenditure

Expenditure increased in line with the changes in activity mentioned above, from £13.3m last year to £16.0m this year.

Financial position

NCB’s total reserves decreased from

£8.4m at the start of the year to £8.2m at the end of the year. NCB has a strong general funds position (£2.7m) retained in line with the reserves policy by virtue of the break-even performance in the year, alongside further funds designated to meet specific needs or risks in the near future. In addition, the total net assets of £8.2m (£8.4m 2024), includes the funds invested in our main London office.

Other matters

Going concern

As is normal in the preparation of accounts, Trustees are required to determine whether the accounts are to be compiled on a going concern basis.

The sale of the freehold property, and subsequent investment in a new property put NCB in a strong reserves and cash position, maintained by several subsequent years of breakeven financial performance.

NCB currently holds £2.7m of free reserves (in excess of designated funds), which meets the reserves policy set out above, assures the

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Board of Trustees we can meet any risks that become issues, and puts NCB in a good position for the coming period.

Taking all these factors into consideration Trustees believe it is reasonable to expect that NCB will generate sufficient resources to finance its operations for the foreseeable future and believe there are no material uncertainties that call into doubt the charity’s ability to continue. Accordingly, the accounts have been prepared on the basis that the charity is a going concern.

Subsidiaries

NCB RiP, a charitable subsidiary, undertakes the activities of Research in Practice. These were merged into NCB’s group from 1st February 2024 and provide learning opportunities to professionals in social care, health, education and criminal justice, to improve outcomes. The subsidiary produced a break-even result for the year under review, keeping funds within the limit of the on-demand facility agreement with NCB.

National Children’s Bureau Enterprises Ltd exists to manage, as and when appropriate, conference and lettings

programmes, various funding activities and support services for other charities. The majority of work has largely been stopped, and the residual, incidental trading activity handled within the charity itself, resulting in no turnover or profit in the company for the year, as was the case in the prior year. The company was dormant throughout the financial year. Any profit made by NCB Enterprises’ is gift-aided to the charity.

Joint Venture

Childlife is a joint venture between four charities, with NCB therefore having an equal 25% share of voting rights. NCB recognised income of £115k from Childlife in the year.

Investment policy

NCB’s investment policy is to limit investment in more volatile assets and to keep key reserves in cash deposits. The Trustees continue to monitor this approach to investment, to ensure the best use of the significant funds from the sale of the freehold property. This is the role of the Finance, Risk and Audit Committee which is chaired by the

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Treasurer, with the Chair attending as an observer, and with the Chief Executive and the Chief Operating Officer in attendance.

The Committee advises the Board on investment policy to ensure risk, return and liquidity are balanced in the best interests of the charity and, where necessary, will seek independent external advice. In addition, it recommends to the Board the proportion of its investments to be held in longer term funds against maintaining prudent cash, or cash equivalent, balances, or retaining for use directly on charitable activities, infrastructure and operations.

The risk appetite of the policy above makes it unlikely we will invest significantly in this area, but for any future investment in equities and other financial products, the charity will continue with an ethical investment policy, including avoiding companies with more than 50 per cent of their turnover in gambling, tobacco or armaments. The

Committee will also advise the Board on maintaining a reasoned ethical approach, and will seek to take external advice to set this against the need for proper returns on new funds.

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Statement of responsibilities

he Trustees are responsible for preparing the Strategic Report, T the Trustees’ Report and the financial statements in accordance with applicable law and regulations. Company law requires the trustees to prepare financial statements for each financial year in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards) and applicable law. Under company law the trustees must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of its net incoming resources for that period. In preparing these financial statements, the trustees are required to:

that are reasonable and prudent

The trustees are responsible for keeping proper accounting records that are sufficient to show and explain the charitable company’s transactions and disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the

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prevention and detection of fraud and other irregularities.

Insofar as each of the trustees of the company at the date of approval of this report is aware there is no relevant audit information (information needed by the company’s auditor in connection with preparing the audit report) of which the company’s auditor is unaware. Each trustee has taken all of the steps that he/ she should have taken as a trustee in order to make himself/ herself aware of any relevant audit information and to establish that the company’s auditor is aware of that information.

Compliance with statutory requirements

The financial statements have been prepared in compliance with current statutory requirements, the Memorandum and Articles of Association and the Statement of Recommended Practice ‘Accounting and Reporting by Charities’ (SORP FRS 102) issued under the auspices of the Charity Commission.

Funders, stakeholders and sponsors

We would like to express our grateful thanks to government departments, charitable bodies, companies and individuals for their considerable support in financing NCB’s activities.

Auditors

Sayer Vincent LLP has indicated its willingness to be reappointed statutory auditor. This Annual Report of the Trustees, under the Charities Act 2011 and the Companies Act 2006, was approved by the Board of Trustees on 2nd July 2025, including approving in their capacity as company directors the Strategic Report contained therein, and is signed as authorised on its behalf by:

Alison O’Sullivan

Chair National Children’s Bureau Company Number: 952717

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Independent auditor’s report to the members of National Children’s Bureau

Opinion

We have audited the financial statements of National Children’s Bureau (the ‘parent charitable company’) and its subsidiary (the ‘group’) for the year ended 31 March 2025 which comprise the consolidated statement of financial activities, the group and parent charitable company balance sheets, the consolidated statement of cash flows and the notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally

Accepted Accounting Practice). In our opinion, the financial statements:

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Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the group financial statements section of our report. We are independent of the group and parent charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on National Children’s Bureau's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other Information

The other information comprises the information included in the trustees’ annual report, including the strategic report, other than the group financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the group financial statements does not cover the other information, and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility

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is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the group financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the group financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

financial year for which the financial statements are prepared is consistent with the financial statements

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the group and the parent charitable company and their environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ annual report, including the strategic report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 and Charities Act 2011 requires us to report to you if, in our opinion:

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visited by us; or

Responsibilities of trustees

As explained more fully in the statement of trustees’ responsibilities set out in the trustees’ annual report, the trustees (who are also the directors of the parent charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the group’s and the parent charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the group or the parent charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

We have been appointed auditor under the Companies Act 2006 and section 151 of the Charites Act 2011 and report in accordance with those Acts.

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is

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a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud are set out below.

Capability of the audit in detecting irregularities

In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and

regulations, our procedures included the following:

▫ The internal controls established to mitigate risks related to fraud or noncompliance with laws and regulations.

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or that had a fundamental effect on the operations of the group from our professional and sector experience.

In addressing the risk of fraud through management override of controls, we tested the appropriateness of journal entries and other adjustments, assessed whether the judgements made in making accounting estimates are indicative of a potential bias and tested significant transactions that are unusual or those outside the

normal course of business.

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial

statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

A further description of our responsibilities is available on the Financial Reporting Council’s website at: www.frc.org.uk/ auditorsresponsibilities. This description forms part of our auditor’s report.

Use of our report

This report is made solely to the charitable company's members as a body, in accordance with Chapter 3

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of Part 16 of the Companies Act 2006 and section 144 of the Charities Act 2011 and regulations made under section 154 of that Act. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.

Joanna Pittman (Senior statutory auditor) 17 July 2025

for and on behalf of Sayer Vincent LLP, Statutory Auditor

110 Golden Lane, LONDON, EC1Y 0TG

Sayer Vincent LLP is eligible to act as auditor in terms of section 1212 of the Companies Act 2006

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Financial statements

Consolidated statement of financial activities

(incorporating an Income and Expenditure Account) Year ended 31 March 2025

Year ended 31 March 2025
Restricted
Funds
Notes
£'000
Income from:
1 & 2
Donations and legacies
157
Charitable activities
4,700
Other activities
-
Income from investments
-
Total
4,857
Expenditure on:
1, 3 & 6
Raising funds
Fundraising
-
Charitable activities
5,084
Exceptional expenditure
13
-
Total
5,084
Net movement in funds
(227)
Reconciliation of funds
Total funds brought forward
615
Total funds carried forward
388		 Restricted
Funds
£'000
157
4,700
-
-
Unrestricted
Funds
£'000
133
10,632
5
150		 2025
£'000
290
15,332
5
150		 2024
£'000
276
12,272
5
198
4,857 10,920 15,777 12,751
48
10,862
8		 48
15,946
8		 34
13,096
166
5,084 10,918 16,002 13,296
(227)
615		 2
7,787		 (225)
8,402		 (545)
8,947
388 7,789 8,177 8,402

Notes 1 to 19 form part of these financial statements Full comparative figures are shown in note 18.

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Balance sheets

As at 31 March 2025

Notes
Fixed assets:
Tangible assets
1 & 6
Shares in subsidiary undertaking
9
Total fixed assets
Current assets:
Debtors
11
Notice deposits
8
Cash at bank
Total current assets
Liabilities:
Creditors: Amounts falling due within one year
12
Net current assets
Total net assets
16
The funds of the charity:
Restricted Funds
1 & 14
General Funds (Free Reserves)
1 & 15
Designated Unrestricted Funds
1 & 15
Total charity funds
18		 Group
2025
2024
£'000
£'000
4,317
4,466
0
-
4,317
4,466
3,910
4,264
-
2,000
4,375
2,740
8,285
9,004
(4,425)
(5,068)
3,860
3,936
8,177
8,402
388
615
2,702
2,531
5,087
5,256
8,177
8,402		 NCB
2025
2024
£'000
£'000
4,317
4,466
0
-
4,317
4,466
2,340
3,092
-
2,000
3,732
2,494
6,072
7,586
(1,887)
(3,324)
4,185
4,262
8,502
8,728
362
589
3,053
2,883
5,087
5,256
8,502
8,728		 NCB
2025
2024
£'000
£'000
4,317
4,466
0
-
4,317
4,466
2,340
3,092
-
2,000
3,732
2,494
6,072
7,586
(1,887)
(3,324)
4,185
4,262
8,502
8,728
362
589
3,053
2,883
5,087
5,256
8,502
8,728
2024
£'000
4,466
-
4,466
3,092
2,000
2,494
7,586
(3,324)
4,262
8,728
589
2,883
5,256
8,728

Notes 1 to 19 form part of these financial statements

The net result for the period ending 31 March 2025 was a deficit of £0.2m (2024 deficit of £0.5m).

The financial statements were approved and authorised for issue by the trustees on 27 June 2025 and were signed on their behalf by:

Alison O’Sullivan

Chair

National Children’s Bureau

Company number: 952717

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Annual Report and Accounts 2024/25

Consolidated cash flow statement for the year ended 31 March 2025

Cash flows from operating activities
Net cash used in operating activities
Cash flows from investing activities
Interest from investments
Purchase of leasehold property and equipment
Net cash provided by investing activities
Change in cash and cash equivalents in the reporting period
Cash and cash equivalents at the beginning of the reporting period
Cash and cash equivalents at the end of the reporting period
Analysis of cash and cash equivalents
Cash in hand
Notice deposits
Total cash and cash equivalents
Reconciliation of cash flows from operating activities
Net expenditure for the reporting period (as per the Statement of Financial Activities)
Adjustments for:
Depreciation charges
Decrease in creditors
Decrease (Increase) in debtors
Interest receivable
Net cash used in operating activities		 2025
2024
£'000
£'000
(457)
(717)
150
198
(58)
(252)
92
(54)
(365)
(771)
4,740
5,511
4,375
4,740
2025
2024
£'000
£'000
4,375
2,740
-
2,000
4,375
4,740
2025
2024
£'000
£'000
(225)
(545)
207
240
(643)
2,256
354
(2,470)
(150)
(198)
(457)
(717)

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Annual Report and Accounts 2024/25

Notes to the Financial Statements

for the year ended 31 March 2025

1 ACCOUNTING POLICIES

Statutory information

National Children’s Bureau (NCB) is a registered charity and company limited by guarantee, incorporated in the United Kingdom. The registered office address and principal place of business is 23 Mentmore Terrace, London, England E8 3PN.

Basis of preparation

The financial statements have been prepared in accordance with Accounting and Reporting by

Charities: Statement of Recommended Practice applicable to charities preparing their accounts in

Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy or note.

In applying the financial reporting framework, the Trustees have made a number of subjective judgements, for example in respect of significant accounting estimates. Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. The nature of the estimation means the actual outcomes could differ from those estimates.

accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) - Charities SORP (FRS 102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the revision and future periods if the revision affects the current and future periods.

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Annual Report and Accounts 2024/25

Details of the main accounting estimates can be found in the notes to the accounts.

The trustees do not consider that there are any sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next reporting period.

Public benefit entity

The charity meets the definition of a public benefit entity under FRS 102.

Going Concern

After making enquiries, the Trustees have a reasonable expectation that the charity has adequate

resources to continue its activities for the foreseeable future. Accordingly they continue to adopt the

going concern basis in preparing the financial statements as outlined in the Statement of Trustees' Responsibilities.

consolidation basisin respect of NCB, its wholly owned subsidiary National Children's Bureau Enterprises Ltd and its subsidiary charity NCB RIP. No separate statement of Financial Activities has been presented for NCB alone as permitted by Section 408 of Companies Act 2006.

NCB has taken advantage of the exemptions in FRS 102 from the requirements to present a charityonly Cash Flow Statement and certain disclosures regarding NCB's financial instruments.

Consortium charity

NCB is one of four charities in the field of childcare which receive grants from the consortium undertaking, Childlife. The grants are recognised in the Statement of Financial Activities with Donations and appeals. The accounts of Childlife are considered not material for the purpose of consolidation. Financial details are set out in note 10.

Income

Group accounts

Group financial statements have been prepared on a line by line

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the income have been met, it is

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Annual Report and Accounts 2024/25

probable that the income will be received and that the amount can be measured reliably.

For legacies, entitlement is taken as the earlier of the date on which either: the charity is aware that probate has been granted, the estate has been finalised and notification has been made by the executor(s) to the charity that a distribution will be made, or when a distribution is received from the estate. Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably and the charity has been notified of the executor’s intention to make a distribution. Where legacies have been notified to the charity, or the charity is aware of the granting of probate, and the criteria for income recognition have not been met, then the legacy is a treated as a contingent asset and disclosed if material.

Income received in advance of the provision of a specified service is deferred until the criteria for income recognition are met.

Interest on funds held on deposit is included when receivable and the amount can be measured reliably

by the charity; this is normally upon notification of the interest paid or payable by the bank.

Fund accounting

Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure which meets these criteria is charged to the fund.

Unrestricted funds are donations and other incoming resources received or generated for the charitable purposes.

Designated funds are unrestricted funds earmarked by the trustees for particular purposes.

The strategic priorities fund and the building fund are expected to utilised by 31st March 2026.

Expenditure and irrecoverable VAT

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings:

• Expenditure on Raising funds

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Annual Report and Accounts 2024/25

relate to the staff costs and other expenditure incurred by the charity in inducing third parties to make voluntary contributions to it, as well as the cost of any activities with a fundraising purpose

NCB is a partially-exempt body for VAT purposes. Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

Delivery Partners

Expenditure subcontracted, or managed on, to partners is recognised to the same policy as expenditure above, or when funds are passed on, as a grant, as agreed.

Allocation of support costs

Resources expended are allocated to the particular activity where the cost relates directly to that activity. However, the cost of overall direction and administration of each activity, comprising the salary

and overhead costs of the central function, is apportioned on a basis consistent with the budgeted use of the resources. Support services are allocated by income or by full-time equivalent staff.

Support services includes chief executive office, facilities, finance, human resources and equipment depreciation.

Governance costs are the costs associated with the governance arrangements of the charity. These costs are associated with constitutional and statutory requirements and include any costs associated with the strategic management of the charity’s activities including trustees, audit and general legal expenses.

Operating leases

Rental costs under operating leases are charged to the SOFA in equal amounts over the period of the leases.

Tangible fixed assets

Items of equipment are capitalised where the purchase price exceeds £500. Depreciation costs are

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Annual Report and Accounts 2024/25

allocated to activities on the basis of the use of the related assets in those activities. Assets are reviewed for impairment if circumstances indicate their carrying value may exceed their net realisable value and value in use.

Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows:

follows:
Leasehold property 100 years
Fitting out costs 20 years
Furniture and
IT equipment 3 to 5
years
Software 7 years

Investments

Investments in subsidiaries are at cost.

Cash at Bank and In Hand

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

Notice Deposits

Notice Deposits are liquid investments with a notice period greater than one month.

Debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

Creditors and provisions

Creditors and provisions are recognised where the group has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

Financial instruments

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value.

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Annual Report and Accounts 2024/25

Pension costs

Employers' contributions are made to a defined contribution scheme, managed by Standard Life, and employees' personal pensions. These are charged in the year in which they become payable.

2. INCOME

Donations and legacies
Charitable activities
Government grants
National Lottery Community Fund grants
Other project grants
Contract income
Memberships
Other income
Other activities
Income from investments
Bank and other interest receivable		 Restricted
£'000
157
651
1,855
2,193
-
-
-

-

-
4,856		 Unrestricted
£'000
133
-

-
-
6,845
2,484
1,303
5
150
10,920		 2025
£'000
290
651
1,855
2,193
6,845
2,484
1,303
5
150		 Restricted
£'000
172
924
3,301
1,117
-
-
-
-
-
5,514		 Unrestricted
£'000
104
-
-
-
6,170
27
732
5
198
7,236		 2024
£'000
276
924
3,301
1,117
6,170
27
732
5
198
15,776 12,750

Government grants are for project delivery work secured by a bidding process. Significant items are shown in note 14.

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Annual Report and Accounts 2024/25

Staff
Delivery
partners
Other
expenses
£'000
£'000
£'000
Raising funds
Fundraising
48
-

-

Charitable activities
8,864
1,969
3,137
Support Services
702
-

1,187
Governance costs
-

-
87
Exceptional expenditure
-

-

8
Total Expenditure
9,614
1,969
4,419
Comparative figures for the prior year
Staff
Delivery
partners
Other
expenses
£'000
£'000
£'000
Raising funds
Fundraising
33
-
1
Charitable activities
6,365
2,636
2,390
Support Services
517
-

1,092
Governance costs
-

-
96
Exceptional expenditure
10
-

156
Total Expenditure
6,925
2,636
3,735
Support Services
Facilities and IT
Human resources
Finance
Management
Governance costs
Trustees' expenses
Auditors' remuneration (excluding non-governance services listed below)
Internal Audit
Other meeting costs (including virtual)
Trustee Recruitment
Other expenses
Restricted
£'000
Expenditure includes
Depreciation
Auditors' remuneration - Statutory audit current year provision
-
- Statutory audit prior year
2
-

- Project audits prior and current years
- Other work
3. EXPENDITURE		 Staff
Delivery
partners
Other
expenses
£'000
£'000
£'000
48
-

-

8,864
1,969
3,137
702
-

1,187
-

-
87
-

-

8
9,614
1,969
4,419		 Support
services
£'000
-
1,976

(1,889)
(87)
-
-
 2025
£'000
48
15,946
-
-
8
16,002
Staff
Delivery
partners
Other
expenses
£'000
£'000
£'000
33
-
1
6,365
2,636
2,390
517
-

1,092
-

-
96
10
-

156
6,925
2,636
3,735		 Support
services
£'000
-
1,705

(1,609)
(96)
-

-		 2024
£'000
34
13,096
-

-
166
13,296
2025
£'000
1,034
347
362
146
1,889
2025
£'000
5
42
0
14
18
8
87
2025
£'000
207
42
-

2
-
2024
£'000
901
236
344
128
1,609
2024
£'000
3
30
15
16
27
5
96
2024
£'000
240
30
-
6
-

84

Annual Report and Accounts 2024/25

Non-staff expenditure on governance and support services (including auditors' remuneration) shown includes partially irrecoverable VAT (where charged by suppliers) according to the balance of business and non-business, and exempt activity supported. For 2024-25 58% of this VAT was irrecoverable (2023-24 49%), ie adding 11.5% (2023-24 9.8%) to relevant costs.

4. DELIVERY PARTNERS

LEAP (Lambeth Early Action Partnership)
Early Years SEND Partnership
RISE partnership - Targeted Support
Fostering Connections
Other		 2025
£'000
716
329
480
395
49
1,969		 2024
£'000
1,938
306
247
113
32
2,636

NCB works in partnership to achieve the aims of its programmes; amounts shown here are subcontracting, or passing on and over-seeing the use of funding, where there is a high degree of visibility for other organisations to the ultimate funder. NCB worked with 38 organisations in this way in the year (2024: 55).

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Annual Report and Accounts 2024/25

5. STAFF AND TRUSTEES

Group & NCB Staff costs
Salaries and wages
Social Security costs
Staff pension costs
Redundancy costs
Full-time staff
Part-time staff
Group & NCB Average head count staff numbers
Staff earning over £60,000
between £60,000 and £70,000
between £70,000 and £80,000
between £80,000 and £90,000
between £100,000 and £110,000
between £110,000 and £120,000		 2025
£'000
8,079
845
552
138
9,614
2025
number
154

52

206
14

4
2
-
1		 2024
£'000
5,933
623
369
-
6,925
2024
number
119
28
147
9
-
1
1
-

The key management personnel of the Charity, comprise the Trustees, Chief Executive, Chief Operating Officer, two Strategic Directors - Practice & Programmes Director and Strategic Director - External Affairs. The total employee remuneration and benefits received by the five key management personnel were £551k (2024: four £407k).

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Annual Report and Accounts 2024/25

In compliance with recommendations for disclosure from the National Council for Voluntary Organisations (NCVO), NCB have chosen to disclose the fulltime equivalent, gross salaries of the senior leadership team at 31 March 2025, which were:

Role 2025 2024
Chief Executive £ 116,218 £ 111,427
Chief Operating Officer £ 86,085 £ 82,775
Strategic Director - Practice & Programmes £ 86,085 £ 82,774
Strategic Director - Practice & Programmes £ 86,085 £ 82,775
Strategic Director - External Affairs £ 86,085 £ 82,774

No remuneration is payable to trustees. Travel and accomodation expenses totalling £4,763 (2024: £2,616) were reimbursed to 8 trustees (2024: 8 trustees).

Trustee Indemnity Insurance £896 (2024: £896) was purchased in the year. £138k redundancy costs were incurred and paid during the year (2024: None).

6. TANGIBLE FIXED ASSETS

Group and NCB
Cost
Cost as at 1 April 2024
Additions
Disposals
Cost as at 31 March 2025
Depreciation as at 1 April 2024
Charge
Disposals
Depreciation as at 31 March 2025
Net book value as at 31 March 2025		 Leasehold
property
Furniture and
equipment
Total
4,677
807
5,484
11
47
58
-
-
-
4,688
854
5,542
447
571
1,018
101
106
207
-
-
-
548
677
1,225
4,140
177
4,317
Net book value as at 31 March 2024 4,230
236
4,466

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Annual Report and Accounts 2024/25

7. OPERATING LEASE COMMITMENTS

The Group has annual commitments under non-cancellable operating leases expiring as follows:

expiring as follows:
Due within one year
Land and buildings
Equipment
2 to 5 years
Equipment		 2025
£'000
13
5
11
29		 2024
£'000
7
-
3
10

Lease payments recognised in the year amounted to £51k (2024: £14k).

8. NOTICE DEPOSITS

Group and NCB
Notice deposits
Barclays		 2025
£'000
-
 2024
£'000
2,000

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Annual Report and Accounts 2024/25

9. SUBSIDIARY UNDERTAKING

NCB RIP was incorporated on 23 December 2023 as a company limited by guarantee, and is a charity registered at 23 Mentmore Terrace, London E8 3PN. The directors are Anna Feuchtwang, Phillip Anderson and Rachel Rand (until 21st May 2025).

On 1 February 2024 The Dartington Hall Trust transferred its Research in Practice activities to NCB RIP, and as such the periods covered in the below table are 12 months to 31st March 2025 and 2 months to 31st March 2024. NCB has consolidated the results of NCB RIP on a line by line basis.

The value of assets and liabilities acquired by NCB on transfer of NCB RIP was nil.

Income from:
Charitable activities
Total
Expenditure on:
Charitable activities
Total
Net income (expenditure)		 Restricted
Funds
£'000
110
110
110
110
-		 Unrestricted
Funds
£'000
4,826
4,826
4,825
4,825
1		 2025
£'000
4,936
4,936
4,935
4,935
1		 2024
£'000
423
423
754
754
(331)

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Annual Report and Accounts 2024/25

Included within Charitable activities is a management charge of £655k from NCB.

The aggregate of the assets, liabilities and reserves was:

Assets
Liabilities
Reserves
Liabilities include:
Income received in advance
Amount due to NCB		 2025
£'000
2,570
(2,901)
(331)
(2,171)
(358)

Shares in subsidiary undertaking represents NCB's holding of 100 ordinary shares of £1 each, which is a 100% interest, in the share capital of National Children's Bureau Enterprises Limited, a company registered in England and Wales (no. 2633796) and a wholly owned subsidiary of the charity. Financial statements are filed with the Registrar of Companies.

The company has been dormant for the whole financial year. The net assets brought and carried forward are £5k, with the debtor due from the charity, NCB. An audit was not performed.

Activity may start up again in future, through letting of the new office, or from other emerging fundraising approaches.

The parent charity's gross income and net expenditure for the year are disclosed as follows:

Gross income
Net (expenditure)		 2025
£'000
10,841
(226)		 2024
£'000
12,328
(214)

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Annual Report and Accounts 2024/25

10. JOINT VENTURE

Childlife is a joint venture between four charities, with NCB therefore having an equal 25% share of voting rights. The information below shows the full activities, liabilities and assets, of which NCB has a 25% interest. The 25% share of these amounts are not consolidated into NCB’s financial statements. NCB recognised income of £100,000 from Childlife in the year. Notes 1 and 13 provide further information on our relationship.

provide further information on our relationship.
2025
£'000
Income
1,356
Expenditure
707
Net income
649
Distribution to member charities
(450)
Net movement in funds
199
The aggregate of assets, liabilities and funds was:
Assets
873
Liabilities
(57)
Net assets
816
Total funds
816
Group
2025
2024
£'000
£'000
Trade debtors
2,638
2,551
Other debtors and prepayments
92
177
Amount due from subsidiary undertaking
-
-
Accrued income (unrestricted)
761
947
Accrued income (grants due for projects)
419
589
3,910
4,264
11. DEBTORS		 2025
£'000
901
64
358
598
419		 2024
restated
£'000
1,310
673
637
(410)
227
838
(221)
617
617
NCB
2024
£'000
1,358
111
323
711
589
3,092
2024
£'000
1,358
111
323
711
589
2,340 3,092

11. DEBTORS

NCB and NCB RiP entered into an on-demand facility agreement dated 30 January 2024 under which RIP may borrow from NCB funds up to the total value of £500,000.

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Annual Report and Accounts 2024/25

12. CREDITORS FALLING DUE WITHIN ONE YEAR

Trade Creditors
Social Security and other taxes
Pension contributions
Amount due to subsidiary undertaking
Other creditors and accrued charges
Income received in advance
Income received in advance in respect of 2024/25
Services and other income		 Group
2025
2024
£'000
£'000
445
1,013
660
762
76
135
-
-

823
1,157
2,421
2,001
4,425
5,068
B/fwd
Received
1 Apr 2024
2025
£'000
£'000
2,001
11,340
2,001
11,340		 NCB
2025
2024
£'000
£'000
249
841
553
697
76
135
5
5
755
966
249
680
1,887
3,324
Income
C/fwd
2025
31 March
2025
£'000
£'000
10,920
2,421
10,920
2,421		 NCB
2025
2024
£'000
£'000
249
841
553
697
76
135
5
5
755
966
249
680
1,887
3,324
Income
C/fwd
2025
31 March
2025
£'000
£'000
10,920
2,421
10,920
2,421
2024
£'000
841
697
135
5
966
680
3,324
C/fwd
31 March
2025
£'000
2,421
2,421

13. RELATED PARTY TRANSACTIONS

NCB Enterprises Ltd (a wholly owned subsidiary of NCB, also registered at 23 Mentmore Terrace, London E8 3PN) did not trade in 2024-25. The amount owed from the parent company at 31st March 2025 was £5,374 (2024: £5,374).

Further details are shown in note 9.

NCB RiP was incorporated on 23 December 2023 as a company limited by guarantee, and is a charity registered at 23 Mentmore Terrace, London E8 3PN. The directors are Anna Feuchtwang, Phillip Anderson and Rachel Rand (until 21st May 2025).

On 1 February 2024 The Dartington Hall Trust transferred its Research in Practice activities to NCB RIP. NCB has consolidated the results of NCB RIP on a line by line basis.

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Annual Report and Accounts 2024/25

NCB and NCB RiP entered into an on-demand facility agreement dated 30 January 2024 under which NCB RiP may borrow from NCB funds up to the total value of £500,000.

Exceptional costs were incurred in the transfer:

Exceptional costs were incurred in the transfer:
Due Diligence, legal & tax advice
IT migration
HR migration
Finance migration
Staff
Other		 2025
£'000
8
-
-

-
-
-
8		 2024
£'000
102
27
16
4
10
7
166

Lawrence Walker was a trustee of Childlife; a consortium which donated £115,000 to NCB for 2024-25 (2023-24: £100,000). No donations were received from any other related parties.

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Annual Report and Accounts 2024/25

14. RESTRICTED FUNDS

Project and Unit funds
Project
Funder
Early Years SEND
Department for Education
Other Grants from Government Departments
Lambeth Early Action Partnership
National Lottery Community Fund
REAL in Lewisham
Charity of Sir Richard Whittington
Anti Bullying Week fundraising
Various
Toolkit and Synthesis Partner Review
Youth Endowment Fund
Fostering Connections
Youth Endowment Fund
Other grants and income
NCB - restricted funds
Other grants and income
Subsidiaries - restricted funds
Group - restricted funds		 B/fwd
C/fwd
1 April 2024
Income
Expenses
31 March 2025
£'000
£'000
£'000
£'000
-
581
(581)
-
10
70
(60)
20
132
1,855
(1,938)
49
93
-
(93)
-
137
73
(157)
53
5
436
(441)
-
36
760
(714)
82
176
972
(990)
158
589
4,747
(4,974)
362
26
110
(110)
26
26
110
(110)
26
615
4,857
(5,084)
388
Comparative figures for prior year
Project and Unit funds
Project
Funder
Early Years SEND
Department for Education
United Against Bullying
Department for Education
Other Grants from Government Departments
Lambeth Early Action Partnership
National Lottery Community Fund
REAL in Lewisham
Charity of Sir Richard Whittington
Anti Bullying Week fundraising
Various
Other grants and income
B/fwd
1 April 2023
£'000
-
-
36
660
193
51
142		 Income
£'000
533
346
45
3,301
-
104
1,155		 Expenses
£'000
(533)
(346)
(71)
(3,829)
(100)
(18)
(1,080)		 C/fwd
31 Mar 2024
£'000
-
-
10
132
93
137
217
1,082 5,484 (5,977) 589

All restricted funds represent grants for specific projects, as agreed with the funder in an application process and carried forward to continue the agreed project, with the exception of the £157k of donations shown on the Statement of Financial Activities and Note 2 (2023-24: £172k), which were mainly

given by individuals in response to our Anti-Bullying Week campaign, or by organisations to our Special Education Consortium or Health Policy Influencing Group.

94

Annual Report and Accounts 2024/25

15. UNRESTRICTED OTHER FUNDS

Designated funds
Fixed asset fund
Strategic priorities fund
Capital Goods Scheme fund
Building fund
General Funds (Free Reserves)
NCB - unrestricted funds
General Funds (Free Reserves)
Subsidiaries - unrestricted funds
Group - unrestricted funds
Comparative figures for the prior year
Designated funds
Fixed asset fund - designated element
Strategic priorities fund
Capital Goods Scheme fund
New building fund
General Funds (Free Reserves)
NCB - unrestricted funds before pension reserve
General Funds (Free Reserves)
Subsidiaries - unrestricted funds before pension reserve
Group - unrestricted funds before pension reserve		 B/fwd
1 Apr 2024
£'000
4,468
500
220
68
5,256
2,883
8,139
(352)
(352)
7,787		 Income
£'000
-

-
-
-

-

6,094
10,920
4,826
4,826
10,920		 Expenses
£'000
(207)
(190)
-
-

(397)
(5,696)
(10,918)
(4,825)
(4,825)
(10,918)		 Allocations
and Transfers
£'000
58
190
(52)
32

228
(228)
-
-

-

-
 C/fwd 31
March 2025
£'000
4,319
500
168
100
5,087
3,053
8,140
(351)
(351)
7,789
B/fwd
1 Apr 2023
£'000
4,455
324
272
68
5,119
2,741
7,860		 Income
£'000
-
-
-

-
-
6,844
6,844		 Expenses
£'000
(240)
(220)
-

-
(460)
(6,105)
(6,565)		 Allocations
and Transfers
£'000
253
396
(52)
-
597
(597)
-		 C/fwd 31 Mar
2024
£'000
4,468
500
220
68
5,256
2,883
8,139
5
5
7,865		 392

392

7,236		 (749)
(749)
(7,314)		 -
-

-
(352)
(352)
7,787

The Fixed asset fund represents the net book value of tangible fixed assets; our office building and it's contents, as well as our laptops and systems. The New building fund is set aside to fund the remaining costs for the fit-out, maintenance and enhancement of our main London office property over the next twelve months, subject to contractor capacity and resources.

The Capital Goods Scheme fund is set aside for any additional expense of recovered VAT during the ten year period of the Capital Goods Scheme that NCB is required to run regarding expenditure on the new leasehold property. This represents NCB's full exposure through the period.

The Strategic Priorities Fund is set aside for investment in the coming year

95

Annual Report and Accounts 2024/25

(or just beyond) in the transition, knowledge management and legacy of our 10 year LEAP programme as it starts to come to an end, enhancing our digital capabilities and prorgamme management, strengthening the diversity and scale of our income, adapting to new needs for our expertise and celebrating and involving children and young people in NCB's 60th anniversary, as well as continuing to manage the cost of inflationary pressures.

General funds represent the net of accumulated surplus and deficits of income and expenditure after transfers to designated funds.

  1. ANALYSIS OF NET ASSETS BETWEEN FUNDS
Restricted Funds
Unrestricted - Designated funds
- General funds
Group Net Assets
Comparative figures for the prior year
Restricted Funds
Unrestricted - Designated funds
- General funds
Group Net Assets		 Tangible
Fixed Assets
£'000
-

4,319

-
4,319

Tangible
Fixed Assets
£'000
-

4,466

-
4,466
 Net
Current
£'000
388
768

2,702
3,858

Net
Current
£'000
615

788

2,531

3,934		 Total
£'000
388
5,087
2,702
8,177
Total
£'000
615
5,256
2,531
8,402

96

Annual Report and Accounts 2024/25

17. PENSION ARRANGEMENTS

The disclosures set out below relate to pension arrangements to which contributions are made by the charity.

Defined contribution scheme

The charity participates in a defined contribution scheme independently managed by Standard Life. Contributions to the scheme are charged to the statement of financial activities as they become payable. NCB makes twice the employees’ percentage contribution, up to a maximum of 10% (2024: 10%A=) of pensionable salaries. The cost of NCB’s contributions for the year ended 31 March 2025 was £540k (2024: £355k).

18. CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES WITH COMPARATIVES

Notes
1 & 2
Income from:
Donations and legacies
Charitable activities
Other activities
Income from investments
Total
Expenditure on:
1, 3 & 6
Raising funds
Fundraising
Other trading activities
Charitable activities
Exceptional expenditure
Total
Net movement in funds		 Restricted
Funds
Unrestricted
Pension
Reserve
Unrestricted
Other Funds
2025
Restricted
Funds
Unrestricted
Pension
Reserve
Unrestricted
Other Funds
2024
£'000
£'000
£'000
£'000
£'000
£'000
£'000
£'000
157
-
133
290
172
-
104
276
4,700
-

10,632
15,332
5,343
-

6,929
12,272
-
-
5
5
-

-

5
5
-

-

150
150
-

-

198
198
4,857
-
10,920
15,777
5,515
-

7,236
12,751
-
-
48
48
-

-

34
34
-

-

-

-

-
-
-
-
5,084
-
10,862
15,946
5,982
-

7,114
13,096
-

-
8
8
-

-

166
166
5,084
-

10,918
16,002
5,982
-
7,314
13,296
(227)
-
2
(225)
(467)
-

(78)
(545)

19. FINANCIAL INSTRUMENTS

At the balance sheet date the group held Financial assets at amortised cost of £3,848k (2024 £4,154k) and Financial liabilities at amortised cost of £1,268k (2024 £2,170k).

97

About the National Children’s Bureau

For over 60 years, the National Children’s Bureau has worked to champion the rights of children and young people in the UK. We interrogate policy and uncover evidence to shape future legislation and develop more effective ways of supporting children and families. As a leading children’s charity, we take the voices of children to the heart of Government, bringing people and organisations together to drive change in society and deliver a better childhood for the UK. We are united for a better childhood.

ncb.org.uk