FAMILY ACTION (A company limited by guarantee) REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 Charity number.. 264713 Company number: 01068186 Isle of Man Company number. 6009F Isle of Man Charity Number'.1206 FAMILY ACTION TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2025 W*lcome trom lan Hargrave, Chair of Famlly Action This has been another busy yèar for Family Action. On top of our d8y-to-day service delivery. we complèted the acquisition ol the ¢h8rity Relate's staff and services and took forward significant orgariis8tional projects whilst also managing the impact of continuing cost of livin8 pressures on our service users, volunteer5 and staff. I continue to be very proud ol the leadership, drive and effectiveness that Family AGtion shows every day. Key aehievèment$ during the year included.. Providing over 150 communiry-based and national services that together reach hundreds of thousands of children. adults hnd families., ProvidiTI8 8 nutritious breakfast to over 380,000 children a day in disadvantagad 8rèas through the National School Breakfast Progr8rrme and achieving an extension to the contr8Ct to deliver the NSBP until July 2026-, Acquiring the business and services of Rel8te and bringing nearly 200 Rèlatè st8fF into F8mily Action with effect from l January 2025., In the 3 months from l Janu8ry 2025 to 31 March 2025, Relatè's services 8t Family Action provided 7,527 ses5ionE of professional support to 4.609 children and adults. Relate's huge reaeh demonstrates why it is the best_known brand in relationship support and why its acquisition is such an opportunity for Family Action.. Redesigning and relaunching our free to access flagship FamilyLinè sèrvicè, which provides practical advice and emotional support tts families to prevent challenges from reaching crisis poinL as a three Ti&r digital service. FamilyLine now provides free online support at Tier l. a free telephone helpline, text and email service at Tier 2, and free (by referral) counselling and befriending services at Tier 3,. The relaunched FBmilyLine service received over 66,000 contaets during the year. a sharp increase on the prevtous year's figures (9,000) evidencing the huge demand for ac¢95sible digital family support services,. In August 2024 we18unched our new website. From April 2024 - March 2025, we had 1.6 million page views from 429.000 users. The 8verage monthly page views have inere8sed by 119%, with a 309% incr&ase in views of the F8milyLine landin8 Pa8e. 8r8nd new self-help content had 82,000 views by 35,000 uniquo usgrs," Our free Familyconnect service which supports people to prepare to trece their adoption and care records had nearly 42,000 user5 and over 72,000 page views, an incrga5e in page views of Il% on the previous ye8r. Th8nks to funding from Adoption England, our Femilyconnect offer was expÉndéd Si8nificantly', new areas on the Familyconnect website have been developed, 8 new F8milyConnect Advice Line was 18unehed 8nd the original £150,000 fund, m8naged by PAC-UK, for intermodiary services for adoption5 that took place between 1949 and 1976 was doubled to £300.000 due to the volume of eligiblé applications received.. Through service lèvel agreements covering 78 local authorities across England. work delivored via the Adoption and Special Guardianship Support Fund. commissions frorn Adoption England and funding from the National Lottery Community Fund and othèr smaller grant providers, our adoption support agency PAC-UK supported over 6,000 people 8llected by adoption and special gu8rdianship during the reporting year,. FAMII Y ACTION TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 Our B¥rbl¥y¥' luiidvd Liftrskill) pi ogi"ainnie continues to 80 from stren8th tc strensth. 920 LifeSkill$ Opcn sessions were delivered to nearly 6,500 adult attendees {1,591 unique participants). LileSki115 Intensive received 95 referrals during the financiel yeBr, working with those furthest away from education, training or employment to support them with skills and confidence around work,. Our Christmas Toy Appeal 2024 sourced 15,000 gifts from 135 companies to distribute to children and young people supported across our services. we made 1,878 financial grants to the beneficiaries under our variou5 grants schemes with a total value of £856,001 and we maintained our network ol over 30 FOOD Clubs in direct response to continuing food insècurity resulting from cost of living pressures., 8nd We won over £Tm in new and retendered work over the year across England and Wales, including a new contr8Ct to deliver a Youth Support Service with Gloucestershire County Council. Family Action celebrates its 156th birthday this year. Please support this fBntastic charity to do even more. lan Hargrave Chair of Trusrees 18 September 2025 FAMILY ACTION TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2025 Our obj•et# To preserve and protect the good health lin particular mental health) and advance the education of families. individuals and groups wirhin the community, the relief of poverty and the relief of those in need by reason ot youth, age. ill-health, dis8bility. financial hardship or other disadvantage irn such ways as the Trustees see fit. Our purposa and •¢tivities At Family Action, our vision is of 8 SOCl&ty that understands the importance and power of family as a foundation for individu81 future8 and connected, resilient communities. We support people through ch8nge, challenge and crisis. It's what we've done for ovgr 150 years. We protect children, support young people and 8dults and offer diract, practical help to families and communities. We see first-hand tho powèr of family to shape lives. for better and worse, so we speak up for the importance of family in national and local policymaking, amplify family voices and represent the changing need3 of families in the UK today. We cere deeply about the children of today, the adults of tomorrow and all of us here now, the children we were and the people we could be in the future- with the ri8ht supporr. And that's whet we strive to offer. the right support at the right time - for every family in need and anyone who is, or ever has been, without the support of farnily or familial networks. Through every age and stage of life, we have specialist and practical support for those in need. Community FOOD e.liJhs hplr* With food and ègsantisils.. périnatal, parontin8 *nd pogt-adoption support sive8 families the best. life. while our family 5upporL wellbeing, helpline and counselling services help people to shape or reshape - their futures for themselves. Through 811 our work, we focus on.. Creating opportunity and life chances Promoting health, wellbeing and connectedne5S Supporting families through all life stages and major changes HAlpin8 tn hiJilA and su$tain gupportive rel*tionshipg Amplifying f8mily stories and the voi¢es of f8milies today. Family Action support hundreds of thousands of families, adults 8nd children each year through Some 150 community-b8sed 8ervices across England, W81es and the Isle ol Man and a significant portfolio of national services. We help many more every year with financial assistance through our UK-wide education and welfare grant programmes and through our FamilyLine service, through the services provided by Relate and via the National School Bre8kl8st Pro8ramme. FAMILY ACTION TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2025 What we deliver We provide life-changing support through B diverse range of specialist and practical programmes and service5. The following is not an exhaustive list, but 8 description of our core work grouped into nine key domains that align with our public facing website. Support tor childrèn and families As diverse as the families we support and covering a broad geographical area across England and Wales, our children and family support cover two broad areas.. i) Perinatal mental health 8nd early years support Eervices Services that 5peci81isÈ in supporting women through pregnancy and parents and carers with children from birth to 5 years, at home, in family centres and in education settings. This includes several community-b8sed projects supporting women at high risk of postnatal depression and 8 range of Ofsted regulated Early Years settings. 2) Support for children. young people and f8milies where a whole family approach to support is av8i18ble. For those who need some immedi8te support at any tirne of day or nighr we offer 8 range of online self- help articles covering topics we kriow are affecting familie5 right now. Our online support will continue to èvolve to align with what larnilies tell us they need sUPPOrt with, through our n8tional helpline, FamilyLine. For those that need more direct support, we have a wide r8n8e ol services across the country including= Short term targeted interventions to provide support with specific issues and intensive support for families with complox and ondurin8 n90ds Evidence-based parenting programmes to support children's emotional and social development Emotional health and wellbein8 services including counselling and therapeutic work for children who have suttered traum8, bere8vemernt or abuse and orher 5peciallsT servlces for children and farnilie¥ Young C8rers services including working with schools to identify and support young c8rers and their families Supervised contact centres and working with separ8ted parents Maintainin8 hi8h quality Children's Centres particularly in disadv8nta8ed areas Welfare benefita, debt ond houtsirn8 odvice. Adoption and spe¢i81 guardianship We support children and young people who havè been or who are currently under the care of the local aurhorliy. We support adopted adults with specialist ¢ounselling and other servicès to help uncover their history and trace relatives. We help birth parents come to terms with grief, loss and the stigma that often att8ches to giving up or having to 8ive up a child for adoption. We support adoptive f8milies as they navigate the joys and challenges of family life. Specialist services include.. Adoption support lor adopted childrern and youn8 people, 8dopted adults and adoptive families Specialist individual, group and pèer support for birth f8rnilies Specialist support for f8milies affected by special guardianship Cont8Ct services Familyconnect www.famil co FAMILY ACTION TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2025 Food and fingneial hardship At F8mily Actior), we believe everyone deserves dignity, respect and an equal chance at life. We work in P8rtner8hip with companies and communities to help families put food on the table and support people in the face of en ongoing cost of living crisis. These services represent Family Action 8t our most practical with schemes that give access to healthy and affordable food in local areas experiencin8 high food insecurity, community activities th8t build wellbein8 and confidence, and direct grants designed not just to help but also empower. Current services include.. A national nètwork of FOOD Clubs that promote dignity and alleviate hunger in Ioc81 communities A r¥n8e of food and wellbein8 related wrap-around support in¢ludin8 life skills and employability trainin8 Gr8nts and short term financial relief for individuals and families who have an immediate need for economic stability including pro8rammes themed around welfare, education and multipla compSeK needs (for example, our Open Doors pro8ramme} Schoo13 and education The National School Bre8kfa8t Programme is our18rge8t School provision. offering a tèsty, nutritlOU8 breaktast to over 380,000 children every school day, every year, many of whom would start the day too hungry to le8rn without it_ We also provide spècialist behaviour outreaeh support and emotional wellbeing service$ in schools. Promoting health and wellbeing We offer a range of services supporting mental health and wellbein8. ranging from WellFamily support in GPS surgeries to specialist therapeutic counsellin8 services lor survivors of domestic violence and abuse and sexuol violence. We deliver social prescribing service8 that are explicitly designed to support people with issues that gre affectin8 thg.ir hp.Alth l?Llt often do not havè a mgdic¥l cause. This c•n t•k• pr•$gura off GPS and the widèr hoalth service. and help people regain confidence and make supportive connections in their local area. For thoEe with more complex Th¥ocioI or mentel health i83ue¥, we run & number of therapeutic services aGros5 England including BAND in Bolton - a dedicated. mental health service for adults. Relationship support Having acquired the services of Relate, the relationship support charity, we are now a leadin8 provider nationally of relationship support for couples, families, children and young people. We deliver both contracted counselling services to organisations and direct to consumer counselling services and self-help resources including workbooks that cover a range ol issues from communication styles to m8n8gin8 blended families to parental conflict. Specialist Educational Needs and Disability (SEND) We provide support, information 8nd guidance to children. young people, families and adults who 8rè living with a Special Education81 Need or Disability. We are one ol the leading providers of SENDIAS services in the UK, supporting families and young people to understand their rights and get the help they need through advice, support end si8nposting. We provide online, over the phone and face to face information, advice and guidgnce to families of neurodiverse children and young pgople. Young people Family Action support young people between the 88es of16 and 25 in a variety of different ways, aiming always to meet young people where they are, listen and respecL and offer the right support at the right time. As well 8s our Young Carers, services which take a whole family approach, we also offer focused youth work, often supporting yOLJng people for whom family can be a sourcè of difficulty, as well as care experienced young people. Our work with young people 15 a growing area and we currently offer.. Local youth services Mentoring programmès for youn8 people Specialist ther8peutic support, including group work and art therapy. for young people and young adults Peer support lor adopted young people. FAMII Y Af.TinN TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2025 Skllls and ernployablllty Fernily Action offer support to overcome practlC81 b8rriers that get in the way of getting in or 8etting back into work. We have a range ol 8rent8, schemes and progr8mrnes that often particulerly benefit youn8 people without networks or single parents without fkmily around to support them. Our London based Headstart programme features 8 r8n8e of training and employment focused opportunities. including work placements. Pr8Ctice development Internally. we currently focus our practice development around thematic areas - the number of which moy expand as we grow into new 8re85, for exarnple relationship counselling. For now, we have nine them8tlC 8re8s ol worl each with its own Community of Practice- Perinatal mental health and the early years Children and 18mily support services Adoption 8nd parmanency Domestic and sexual violence 8nd abuse Specialist Educational Needs 8nd Disability (SEND) Adult ment81 he8lth and wellbeing Young people's support services Financial support Food services. We invest in communitie5 of pr8Ctice for each one of thesè thematic areas to ènsure organisation-wide qu81ity tstondard- end best practicg and to promotg dGvalopm•nt and innovation throLl8h the e.¥r.hAngp nf infarmatic)n and knowledge across our service portfolio. Our Staff Family Action is committed to encouraging diversity, promotinR equal opportunities, and providing fair treatment in all that we do. We strive for 8 working environrllent that is inclusive, free from discrimination and where everyone Is treated with dignity and respect. We believe that people with different back8rounds, skills, attitudes and ¥xpei"ienre6 brin8 fresh ideaa end perJpectivea to the workplocc. Wc Th¥cck to encourage and harnoss these difference5 to rneet the changing need5 8nd requirements of our staff, volunteers, service users, governance. partner5, funders and supporters. We 8re a signatory to the Race at Work Charter and 8 member of the Stonew811 Workplace Equality Index (WEI) and a holder of the Stonew811 WEI Silver Award. We 8180 hold the Level 2 - Disability Confident Employer st8tus which confirms that Family Action is cornmitted to the recruitrnent 8nd retention of disabled people, and that we do the following to enable this.. Interview a118pplicants with a disability who meet the minimum criteria tor a job vacancy 8nd eonsider them on their abilities. We operete a guaranteed interview process for any candidate who meets the essential criteria for 8 role and ensure that where candidates require reasonable adjustments in the selection process, that these are implemented. All recruiting managers receive training in our recruitmant processes. Ensure there is 8 mechanism in place to discuss. at any time but at le8St once a year, with dis8bled employees what can be dona to make sure they c8n develop their abilities. We do this through monthly supervision with all staff and an annual appraisal review where career development is discussed with every employee at Family Action. There are many opportunities for staff to get involved in excitin8 projects, and all stalf 8re encouraged to do this. M8ke evary effort when employees become disabled to make sure they stay in employment. We discus8 with employees any reasonable adjustments needèd to support them during the course of their FAMILY ACTION TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 •mploym•nL and gnsure appropriatè Eupport 16 put in plocc to occommodete theae requirements where feasible. Take action to ensure 811 employees develop the appropriate awareness needed to make these commitments work. We promote this through our organisational policies 8nd through the work of the Equ81ity. Diversity and Inelusion (EDI) steerin8 Group. We have a dedicated EDI M8nager role within our Senior Leadership Group. Oui smell EDI team leads all our organisation-wide EDI work in close collaboration with a range of staff diversity networks (see more about our staff networks and EDI work below). Good communic8tion is integral to all that we do at Family Action. There are a number of ways in which staff and man888rs are kept informed.. Our user-friendly staff intranet is rè8ularly updated to ensure that 811 employees are kept informed about important news, strategic developments, training opportunities, feedback received or key organisational initiatives such as our regular staff engagement surveys and recognition awards. We provide weekly updatès on the intranet about issuès discussed at our weekly Senior Leadership Group meeting SO that staff across the organisation are kept up to date with key organisation81 challenges and opportunities. Each member of the SLG takes it in turn to blog about these meetings, using this opportunity to communicate with the whole organisation about their lives, teams, familie8 and interests nd what inspires and motivataE them. ae well ?- thc ctsntcnt cf the weekly meetin8. Our monthly Family Action Bulletin (FAB) keeps everyone up to date with key news about what is happening acros5 the organisation. Our Executive Group also holds a virtual open meeting once a month to which the whole organisation is invited so that people can pose questions live to members of the Executive Group and hear updates on key or8anisation81 priorities. We have also introduced an anonymoL48'Ask EG, communication channel so anyone can ask EG 8nything at any time. Informstion on pro8T@gs against our strgt•gie objsctives is roportèd to, discueEed with and commurbicatcd up end down the organisation through a range of for8 including monthly Open Executive Group meetings. weekly Senior Le8dership Group meetings, re8ional and team meetings, and individual supervisions, so everyone in the organisatlon 15 kept infortne(J. Our Chief Executive re8ularly communicates with the entire st8ff group on important organ￿￿etional matter5. Every month, he personally inducts all new staff joining the or88nisatiDn that month and keeps highly visible profile within the organisation through regular communie8tion, through celebrating successes and keepin8 everyone informed on key news, opportunities and challenges. Our Executive Group also provides re8u18r updates on prograss towards our strategic objectives whenever there is an opportunity. through attendance at sèrvice level. thematic or r•8ional meetings or during thoir many vi51ts to services. We hold quarterly Joint Negotiating Committee meetings with our re¢o8nised unions Iunite and Unison) and staff representatives to discuss issues that irnpact upon staff including policies and procedures, organisational ¢han8es, and health and safety 188ues. We provide an extensive wellbeing programme with a focus on supporting the physical, emotional and financial wellbeing of our Staff. FAMILY ACTION TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2025 Our Volui)tÈ@r$ Family Action 18 fortun8te to have over 400 volunteers across our range of services. Our volunteers support our work in so many diff erent ways, for example.. helpin8 to run our FOOO Club services in locations acros3 En818nd and Wales as betrienders in our Perinatal Services as volunteers in Relate's ret8il shops in parent support roles in our Children's Cèntres as advi5er5, counsellors end befrienders in our FamilyLine Service as mentors to disadvantaged children, young people and care leavers accessing our Friendship Works service through the provision of practical support in our Emotional Health and Wellbeing services lor adults as fundraisers for us We are proud to hold the Investing in Volunteer5 (liv) Award. This is the UK quality Standard lor good practice in volunteer management. The Bward demonstrates our comrnitment to all our amazing voluntèers and provides objective external evidence of our ability to provide an outstanding volunteer experience. Our Values Our Values and Behaviours underpin 811 that we do. Family Action staff demonstrate our values and behaviours in thair work and in thoir professionsl rglstionghips with eollpa8ltg.q vnliintp.p.rs. F)xrtnÈr% and service users. We have a C¥n Do attitude., We ?trivc for Exccllcnee in everything we do., We are People Focused-, and We have Mutual Respect for colleagues. volunteers, partners and service users. Our Impact Family Action is committed to measuring the impact of our work. We seek to triarn8ulate the impact of our services through service user feedback, robust data collection and analysi5, compliance with contractually a8reed outGome8, and independent evaluation of thc trttectivene￿s ol our Bervice modèls. We also monitor how sharing the voices of families and our experience from our work has an imp8¢t on policy and investment decisions by government so that families today recèive the support they need, and systems and framework5 pl8ce familie5 at the heart of our society. We have an organisetional Theory ol Change, that is a living documenl updated to reflect changes in th organisation and the context we work in. Our Theory of Ch8nge has five key pillars where we consider thet we have a 8enuine role to play in changing families, lives. We have updated them thi8 ye8r to tit with our new brand n8rrBtive'. creating opportunities and life chances SLJpport through life's ch8nges and major stages building and maintaining safe, supportive relationships promoting health. we11being 8nd connectedness amplifying families voices arid sharing stories We know that these areas are complex. overlapping, ènd require integrated support from o variety of organisations, but our or8anisation81 Theory of Chan8e helps us to focus harder on how we can both achieve and evidence our own irrpact in thèse areas,. on what we havè learnt,. and on how we will build our impact in the future. FAMILY ACTION TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 Across our cliff•r•rit s•rvic•s in Family Action. we usa boÉpoko Theorie£ of Chan8e or Lo8ic Modcl- to cxprc33 how our ectivities contribute to outcomes which, in turn, help us achieve our goAls. Our Communities of Practice and Learning & Development roadmap are 8Iso supporting us to share and develop our practice across the differènt themes of our work and to enhance gur Le8rnin8 & Development offer to our steff and volunteers. Our impact- examples of sorvice 18edba¢k Many ol Family Action's sèrvices receive wonderful feedback. Here 8re just a few examples of the feedback received from our service users and partners for some of our service provision.. BAND Bolton - Bridging the Gap I have attencled various groups and activities organised by 8ridgin8 the Gap over the past few months and have found them ro be interesting and enjoyable. The main benefit for me is helping with my mental health. I have severe anxiety 8nd delusions and find that attending the groups helps me to remain calm and focused and the social aspéct of 8Ctivities gives me a sense of community and friendship. I cannot praise Bridging the Gap enough and hope for their continued sucegss moving forward. Llving Well BoFton l just Wanted the Living Well team in Bolton to know that 18m truly groteful for their input and being able to èccess their services. I had undergone a lot of setb8cks and this service enabled me to get b8ck on my feet. FamilyLine Thank you so much. I feel overwhelmed by the support you ¥vere able to provide in such a short time. You do not know how much of 8 difference you have made to me and rny son. I trigA nn .¢0 mAny oc.c8sions to aecoss support but wa$ not ablo to It WB$ $0 gasy to 8Ot through to your helpline. Thank you so much for listening and not judging. I don't feel quite so alone now. Wl)è£ è 8iv¥( yviJ vlftrr t*rid il 15 free too. Wondertul. It's taken 8 lot for me to reach out for support. It's not really what men do nowadsys. It's been so hard not seeing my son. Thank you for listening and 811 the information. You have been so helpful. Wandsworth WellFamily You have been r&ally nice to ma. I gèt rÉally Ahniit tAlltn8 my kgyworkgr 8bout my schievement* ¢&ch week and this has supported my Mental health too. I have felt motivated by'my keyworkerf too. It's good to speak freely and everything has been spot on. You can open your heart and there is courtesy, 8nd it feels like family. Hackney WellF8mily Plus Local GP feedb8ck.- I work closely wirh Rhonda and I cannot praise her enough for her dedic8tlOry Care and professionalism. My Patients consistently tell me how much she h8s helped them. She is very responsive and she meets peoples cultural needs. I cannot imagine not working with Rhondal Thank you for everything you do. Excellent service. Monik8 j8 very professional and has excellent rapport with patients. Shqipe is an incredibly responsi￿ And caring member of our team. A f8nt8$tic servicel Hackney WellFamily Plus I felt my voice was heard and I was given gre8t support and advice, very organised and infomiative. Service user FAMILY ACTION TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2025 R¥l&Lv Client Feedba¢k Summ8ry lJan-Mar 2025) Adults 48% of adults reported no longer takin8 time off work, with an additional 17% taking less time off 120% reported they h8d not been taking time off initially) 74% of aduSts lelt their méntal health had improved 77% of adults felt they finished their service with better coping strategies 81% of adults felt we had supported 2nd improved the main reason they came to Re18t8 83% of 8dults said they would use our 8ervi¢es again 88% of adults would recommend us as a provider Thank you for all your help, the sessions helped me 8 lot to come to terms with my feelings Bnd to accept the things I have no control of. Also 183ined more confidence 8nd I really learnt how to love myself more. It was very beneficial to speak to someone outside rhe Sltuation to clarify my own thoughts. l also learned some things abour my own re8ctlQnS that vwere helpful - particu18rly how things from the past sttll play into current feelin¥s. Childrenlyoung People 73% of children and young people felt they finished their service with better coping strategies 81% of children and youn8 pgop19 fglt th&ir menral hp.alth hAd imprtJVÉ*d 100% of children and young people would recommend us as a provider i am writing to express my deepesr grailiude for your 8S815f8nGe in helpin& my t*uri vv¥NfyvrirTg liib suiciilol thoughts. Counsellors timely intervencion and support were inv81uable during a very difficult time for our family. I reslly like how it helped with rny sadness. I havè been gble to tell my frignds now kbout my parents, divoreÉs. CDiJnsglling h*$ rp.Ally holpgd mg talk rt) my friends. I teel brave. Cumbria 0-19 Child •nd Family Support Servico I feel great, I was so stressed, it feels like I can breathe again, I was carrying so much. It feels like a huge weight has been lifted, I honestly feel so much better. We have both come such a long way compared to where we were at the end of last year to now, thera has been a mossive turn 8round. l am so proud of A shè hss not been in any trouble for ages. and she is really trying, she is so much happier herself. she is a changed girl. Parent of Child, who accessed Family Support For me doing the Domestic Abuse Recovery Toolkit helped me greatly 8nd made me realise everything I w8S blamed for in the relationship wasn't actually my fault and also re81ising what emotional abuse is arid how it was used against me. I w8s 8lways scared to talk about it because being a man you feel like you have to be stronger and that you are weak @specially when you are on th8 receiving end of the 8buse, but the course has made me a stronger person and m8de me reslise I wasn't weak_ Parent who 8ccessed Adult DART Neurodiversity Sheffield's Managin8 ADHD Groups Thank you so muchl I cannot begin to tell you how much of a difference your support both pre andpost diagnosis, h85 made to our family. The work you do is lile changing. I feel more empowered as 8 P8rent and I see how empowered my son feels. I cannot begin to describe what a difference you have made. l only hope you can continue to grow as there are so many families out there who I know could benefit just as much 85 we have. FAMILY ACTION TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2025 Grsntg Open Doors Grant Recipients Thank you $0 much for your help and support l am now able to make my house 8 home and make sure it is s nice pla¢e for me and my daughter to live. From 8 college re Education grants. Student is a single parent to four children. The support has relieved s lot of stress and pressure for the student 8nd overall improved her mental wellbeing. She is now able to complete coursework easily &nd promptly from home. Recipients of Barcl8ys Lo•rning Support Fund grants. Without thg 8r8nt I wouldn'r have been able to purchsse a laptop or new equipment for the course which has helped massively to my leorning outside of the course. The financial help at home has helped Me to get to and from college. Its relieved so much stress and anxiety. l am so grateful you awarded me this as I was full of worry befor8 this how I w8s going to complete my homework etc off a mobile phone. The laptop will help me with my next college course too. Th8nk you so much. Early Help - West Birminghgm I want ro express my deep gratitude for the exceptional support I received from Maimun8h. She was not only incredibly knowledseable but &lso compassionate and understanding throughout the entire process. Her dedic8tion to helping me navigate through my challenges was evidènt from the star¢ and her ability to listen 8nd provide thoughtlul solutions made a real differènce. Her kindness and prof8ssionali8rn truly stood ou¢ and I felt supported every step of the way. Both my child l Aro finding yoijr help and thg wsy you sre helping us admirkblo 4)nd holpful. A 8odsen4 professional and caring individual. We want to continue having the benefit of your help to ngvigate the cornplex landscape of services 8nd fundin8. Until you came along. we were lost. Medway Universal Pargntln8 Programme This (Solihull Understanding Your 8aby), course has given me confidence and providéd not only knowledge but also support during these e8rly weeks of baby's life. I feel these sessions will have a lasting imp8Ct for me and my baby. Becoming a new p8rent has been scary- I h£d so m8ny questions end fears and I feel like the course materi81 h8s addressed so many. The Facilitator.% K5Jrp.n Anrl Nikki dolivgrésd th9 COLirgg in a consiclorocl. cl•&r w9V and their dedication and care really shows. Their practice is friendly, kind and non-judgementBI. They went the extr8 mile, by answering questions and doing additional research or signposting if they didn't know the answer. rbank you Ill PAC-UK Our adoption SLJpport ogency, PAC-UK, expanded its geo8r8phical reach too during the roporting year, winning new work in Hertfordshire, Bedford and Southend-on-sea. The PAC-UK service A teens won a commission from Adoption England to deliver'Adopt a Change, training to professionals pan-re8lOll311¥. The 8UPPOrt I received from PAC-UK helped me to feel understood without 8ny fear of jud8ement. Ir was truly what I needed 8t this point in my life... l am truly grateful a service like thi4 exists. It has helped me understand myself more and be more compassion8te with my specific situation. The suppor¢ kindness and understanding shown to me, as a very nervous person ready to take the steps to underst8nd my adoption history - was inv8lu8ble. l am so grateful and fèel like I have been supported through to rhe nexc ch8Pter of my life. I cannot thank PAC-UK enough. I have received excellent support and guid8nce from PAC-UK whén finding my birth family, its beon an ernotional journey but l Sm g18d I did it, now th8nks to PAC-UK I h8ve the final piece of the puzzle. PAC-UK hos helped me every step of the way. in a very professional, kind and supportive way, thank you. FAMILY ACTION TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2025 Chan8e4Lif* Emily is a real rockstar. She has been so knowledgeablè and easy to approach about 811 things durin8 my pregnancy. I have been &ble to counr on her for quite 8 bit of insight all through my pregnancy. St8rt4Life Change4Life Club The information is expert advice 8nd is reassuring. Answered questions with care. She g8ve me confidence to look afrer my baby s8fely. Minis 0-12 Months Change4Life Club Inclusive for 811 kids. My son is shy but got quire talkative by the end of the session Minis 1-4 Change4Life Club National School Breakfast Programme The NSBP has been instrumental in creating a welcoming start to the day for all students. Removing b8rriers to learning doesn't just take place inside the classroom. Making sure students are dressed, equipped and fed in a fflorning enables them to have the best possible start to the day. NSBP Secondary School Our punctuality 8nd overall attendance have significantly improved since introducing our breakfast club. Children 8re able to be part of 8 C8lm, sefe environment 8nd tell us gbout their weekend and have 8 Ghet before starting the school day. NSBP Primary School FOOD Clubs The main benefit of FOOD Club would hgvg to bo th• impact of how much I spond on foorl.ghnppir)s I hAVO hgpn using FOOD Club for 6 months and have found my monthly food bill has reduced between 20-30%. Even though we have been saving money, we have more food in the cupboard and have also been eating better. Medway SENDIASS It has provided the clarity and information I need ro be able to 80 into my first annual review especially as the school has been less than supportive and not accommodating the EHCP fully. Knowins I have rhe legal right to challenge and 8sk questions has made me more confident as opposed to feeling like we are being held liost8ge' by thc 4¥chool. Service user Nortolk and W8veney ADHDIAusti5m Support service Thank you $0 much for talking to me yestérday, it was so helpful to speak to someone who und&r$toool whBt it is like to be 8 parent to a child with SEND, snd to also be so informed 8nd able to share such useful support and advice. Th8nk you for all the information and links, they are all so helpful. We stsrtèd using some of the approeches you suggested when S came in from school yesterd8y, and it definitely helped him to feel more re8ulate4 which in tum 811evi8tes thè worry and stress for us as parents too. Participant attending the saft session at the Norfolk Discovery garden find that l am very isolated with autism. The garden gives Me a chance ro meer people 8nd be involved ènd included and to do some exercisé. I have been going on Mondays where everyone is lovely who attends. It fills void as no other servic&s will help for my ment81 hèèlth and the manager w85 kind enough to let me go. Everyone that attends seems happy 8nd included. FAMILY ACTION TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 l.eicestershir$ Post S•xual Abug8 Service L previously had outbursrs where she would lash out and have arguments with her sister. L is now much ¢81mer 8nd controlled and she uses breathing exercises to cope. The work h8s had a really big impact on us ss a family, che home is much calmer and pe8ceful. Beth also helped my ovvn ment31 healrh, she cook time and listened to me. Mum of L, age 12 Lincolnshire BOSS Feedback from a school following BOSS training The trainer's knowlodgo gnd experience was very inform8tive and useful. I now feel mor• confident in working and identifying children who might have experienced or are experiencing treuma. I really liked the practicel suggestions which supported the identified behaviours. Feedback from p8rents following BOSS work You are the first person we h8ve spoken to in the p8St 3 years who truly understands our daughter and what sho h8s been throu8h and what she still is going through. Feedback frorn pupil following BOSS work 18m now doing A levels at college and dicl well in my exams. I don't thffnk I would have got through school at 811 if you wasn't helping me, even my mum Cgn't believe I made it. FAMILY ACTION TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2025 StraieglG Report Achievements and Performance The 2024125 finencial year was the first year of Family Action's new five year str8tegy, Family can sh8pe the Future, for the period 2024-2029. During the year the Trustee Board worked with the senior management of the or8anisation to t8ke forward the five agreed strategic objectives in Family can shape thé Future. Examples of our progress against th8 five agreed strategic objectives over the first year of the Family c8n sh8pe the Future strategy to March 2025 are given below.. Ensurin8 wè maximise our positive impact on society Family Actioff) both wants, and has 8 responsibility to support and promote 8 society that enables Children, youn8 people. sdults and Families to thrive. We recognise th8t we operate within 8 broader system and we must ensure we do all we can to levérage our unique position to facilirate change for the benefit of f8milies in the UK During rhe reporting year ¥ve have continued to advocate acr05S the politi¢81 spectrum for policy and investment that is relevant to and supportive of families today. We were sorry to see our large and successful child and family support contracts acr058 Cumbria taken back in house by Cumber18nd and Westmorland 8nd Furness Local Authorities 8t the end ol these contracts. This is symptotnatic of the churn we Continue to see particularly in some of our local government financed provision as local authorities struggle to find ways to make their budgets stretch to cover all thèir rèsponsihilitipq tn thp.ir Ic)ral communities. Unfortunately. this leads to huge uncertainty for staff, service users and lor us as providers as contracts shift between providers and deep operating experience is inevitably lost. We continue to draw attention to the consequences lor everyone of a market in public services for vu1nerat)le chlldren and fatnilies that i¥ uyviyLiiits iii La iolitext of enorrnous financial strain. We have seized every opportunity to influence during the reporting year. We were pleased to be asked to be part of the Expert Reference Group for Lord Oarzi's independent investl88tion into the NHS in England. We submitte¢J evidence 8bout the need for a focus on prevention and providing more support in the community, which are now two of the thre@ 'shiftg' that rhe 8ovprnmg.nt decided that the Health 10 Year plan should focus on. We have continued to be a Member of the Partners Council for the Health 10 Year plan development. We were deli8hied ro see that breakfast PfOV15ioiI iiibluded iii the Labour Party Election rneniteato a3 a key pledge, as we had influenced continuously with key p8rliamentarians and civil servants about the impact of breakfast for children and youn8 people seen through the National School Breakfast Programme which we have operated since 2018. We submitted evidence to the Children's Wellbeing and Schoo15 Bill Committee Stage in January 2025 - MPS debaring the Bill havè picked up on our messa8es about needin8 to continue to support the most vulnerable, e.g. those with SEND, and ensurè qUBlity ol provision in the rollout ol the new universal primary breakfast scheme. The National School Breakfast Programme h8s been extended until the end of the school year in 2026. We were also asked to take p8rt in the Royal Foundation Centre for E8rly Childhood's Delphi Study on the social and emotional skills that matter most IAugust 231- this fed into their'shaping Us Framework., which is focused on 'improvin8 awarerness of and knowled8e about social and ernotional skills to inspire action across society, Ireleased Feb 20251. We have 8Iso achieved impact from influancing using Ioc81 madia and by contacting the local MP regarding our concerns about the lack of funding to continue our Portsmouth Abuse and Rapè Counselling Service. Funding has now been secured via the Local Authority, OPCC gnd National Lottery. FAMILY ACTION TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2025 Ensuring tha qLtality ot our work. F8mily Action aims to providé sector leadin& high quality. impactful services at the right tim&. in the right way and by the right people. We ère Gommirted to improving and sustaining outcomes for children, young people and families and adults through delivering high quality services. We aspire to always oper&te 8 high performance. high support and high challenge culture with safe8u8rding and continuous irnprovement centr81 to our work During the reporting year we have developed 8 comprehensive actiori plan under this objective 2 and linked this closely with thè action plan for objective 3 of our organisational Etrate8y Ensuring a strong culture thot &nable5 our people to thrive as the objectives are so interlinked. We developed a new governanee structure and an Operational Practice Group to lead de¢i8ion-making, resource ellocation and account8bility across our Services Director8te ensuring joined up working and transp8rency as we implement our quality action plan. Key developments and achievements include the delivery of11 well-attended Communities of Practice rhat together have reached over 500 staff over the rèporting year. We have also supported our seTvice8 With the development of service-specific logi¢ models and practice wheels. We have worked with all our case management services to review thèir referral to closure paperwork and to ensure that all these services have hi8h quality continuous improvèment plans in place. Senior colleagues aeross our Services Director8te and Learning and Development (L&D) teams have worked closely together and consulted with services to identify L&D needs across the organisation and 10 develop a new tiered offer of mandatory learning. an enhanced core curriculum and bespoke L&D Whe￿ required. By the end of the reporting year we had also developed a new one team approach to practice development and quality assurance, 58feguarding and perforrnance by merging existing teams and creating a new and fully integratèd Qu81ity. Continuous 1mprtsvp.ment and Sgfo8uarding team. 3. Ensuring a strong culture that enables our pèople to thrive Our people are the lifeblood of our organisation,. passionate st8ff and volunteers working together to 8chieve the best out¢omes possible for everyone we work with. We want and need an organisational culture that supports this and enables our people to thrive - ¢0 be supported equipped and engaged to achieve our strategic objectives. We will continue to develop a culture where the families we work with have a stron8 voice and influence. During the reporting yebr we launched our first People strategy and its supporting HR, L&D, EDI and Volunteering 5trate8ies. A rolling action plan sits behind the str8tegies to help drive implementation over the next five years. Work also continued on our Pay and Grading project. During the reportirig year we 88reed our Reward principles and proposition and sh8red these with the organisation and est8blished a designated reference group to be8in the very substantial task of collating all job descriptions across the whole organisation and agreeing the job evaluation factors at thè different levels of our new grading structure. Thi5 work will complate in the next financial year. During the reporting year work on the development of our new HR and Payroll System. iTr&nt, eontinued and w• were delighted to launch our Employee Self-5ervice in Decembor 2024 and our Manager Self-service with effect from l April 2025. In relation to EDI, wé wère pleased to launch 8 pilot reciprocal mèntoring programme in January 2025, with senior leaders and staff ol colour matched. This activity reflects the importance of the EDI Staff Survey highlighting areas lor improvement and implemènting interventions to help eddress these areas - in this case inclusive leadership and the progression of staff ol colour. We undertook our most recent bi-annual EDI Staff Survey in summer 2024. The survey received 488 responses, which pleasingly continues the upward trend in the responsè rate from 358 (in 2022) and 188 (in 2021). FAMILY ACTION TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 Eiisurlng org•nkfTration r*malns r•l¢v•nt and reJilient We will ensure th8t Family Action AS a strong, resilient and sustainable org8nisation that is able to manage uncertainty in a very ch811enging economic context, so that we are able to continue to be there for the people who need us. Throughout the reporting year we had to prepare lor the fact that we had several large contr8¢ts due to come to an end in 2025. We were delighted that the Department for Education decided to renew the National School Break18St Progr8mme for a further year to July 2026. We were equ811y disappoirited that Cumberland and Westmor18nd and Furness local 8Uthorities decided to take the highly successful 0-19 Child and Family Support Service contract5 that we had been delivering for them since 2020 in house. This led to a very large TUPE process for us in March 2025 but we worked hard to make that tr8nsition as smooth as possible for the staff concerned and to minimise the impact ol this transition on the many children and families who were relying on those services in the two Ioc81 authority areas. We will w8tch with interest to see if the taking in house of these services leads to any better outcomes lor local children and families or any Saving in public money. particularly when the added value provided by the voluntary sector is taken into 8¢count. Elsewhere in Farnily Action, we retained the very large majority of our service contracts which is 8 testament to the quality of the services we are providing across the country and the excellent working reletionships we have with our commissioners across the country. There is a clear need for Family Action to diversify its income away from too much reliance on local govarnment funding because of the financial diff iculties that ere evident in so many local authorities across the country. With this in mind. wg. Ar.tg.d oijitrkly and decisively when the opportunity arose to acouire the business and staff of Relate out of Adrninistration. Relate has a proud history of providing high quality support for over 80 years and the Relate brand is very widely known. As well as 8cquiring all Relate's contracts and services, and its retail chain of118hops, we also acquired Relate's remaining staff - and some 184 Relate colleagues joined Family Action on l January 2025. We worked hard to ensure that Relate's staff were able to continue to provide their quality services with as little disruption as possible to Relate's beneficiaries. In the three months since Relate joined Farnily Action, 4,609 children. youn8 people and adults hav& r•ceiverl prnfg.q_4innxl &iJpport through Relate's services. We have also taken the opportunity to review all Relate's income streams and sources of expenditure to stabilise the Relate services and ensure that the mistakes of the past are not allowed to happen again. We have great plans for Relate in the year ahead and we will say more about th81 in gur future ylttii¥ tJ¥lvw. This objective also embraces Family Action's environmental and technological sustainability. Family Action qU81ified for the Government's mandatory ESOS (Energy Savings Opportunity S¢hemel trom 31 December 2022 and we submitted our or8anis8tion compliance with the scheme on 30 July 2024 8nd submitted our Energy Action Pl8n IEAP) in January 2025. On thè technology side we successfully completed the Cyber Essentials external assessment And were pleased to 8chi8ve Cyber Essentials and Cytjer Essentials Plus certification for another year. We have also done a range of work during the year exploring how we can use Al well and proportionately to support processes and to iricrease efficiency within the organisation. FAMILY ACTION TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2025 5. Ensuring Famili•s tn th• UK ar• $g•n and h•ard Wè want f8milies to trust us an org8ni88tion that shares and 8rnplifies their voice buc import8rJtly, we will also reate spaces and platforms for families to share their stories themselves, as the experts in their own lives and experience. In order to achieve these priorities in the reporting year we have.. Developed a dedicated storytelling rolg and rolled out a new consent policy and processes. We hove delivored 8 now website, which along with our social media and our PR activity. provide the ¢hanne15 to share stories, which 8re all underpinned by our newly developed bwnd positioning and messaging ¢overin8 the breadth 8nd we depth of family life in its many forms. Rolled out our updated visual identity, supporting the visual identification of Family Action as a trusted bT8nd both nationally and in gur community based sèrvices across the country. Centred our fundraising 8Ctivity around sharing f8milies' stories to demonstrate the impact of our work that donors are supporting. We have more clearly defined our fundraising eudiences. allowing US to tailor our messaging and approach to them to drive income. Our annual Christmas Toy Appeal campaign was our most successful to dste. Established an active Co-production and Participation Community of Practice that engages 8cross the organisation and provides support to gur external engagement activity. Developed an active Influencing Group. compri5in8 representative intèrnal staff, which meets regularly to horizon scan and to agree our key influencing priorities. In the last year we have proectively engaged with the new Government through direct contact with polit1¢18ns and attendance at relevant APPGS and a range ol events. Used our membership of various networks and coalitions to maximise and amplify the voices of the families wé gupport. Established our media connectors programme across Family Action, which allows us confidently to maximise media and PR 8Ctivities, utilising the expÈrt15e of our staff and the families we work ¥vith to represent accur8iely the reallry of family life roday. In our media work over tha rèporting year we have sought to ensure that les9¢r heerd voice8 are amplified. The PR team secured BBC Radio seven times plus ITV News Anglia and London. During the reporting year our organic social media activity sew over 3.5 Million impressions across channels with a 200% increase in video view$ (qJ3 4?T vip.ws) FAMILY ACTION TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2025 Financithl Review Family Action's tot81 in¢ome for the year w8s £44.28m (2024.. £40.36rn}. 92% (2024.'95%1 of our income was restricted to fundin8 specific services. Incorne lor Operational Services came frotn Local Authorities, centrel government and NHS Trusts lor the provision of specific services. These funders are listed in the accounts (Note 5a,b&c). On the I" January 2025, Family Action acquired the Relate business, leading to an increase in unrestricted income. Of the £3.73m unrestricted income, £1.20m is for Relate business with expenditure of £1.55m resulting in 8 deficit of £0.28m. Total expenditure amounted to £42.67m (2024.. £39.32m), with £41.95m (2024.. £38.57m) relating to restricted charitable activities. 64%12024.' 64%) relate8 to $818ry Costs and we employed 8 monthly average of I,OI812024'. 920) staff in the year. Our net income position before gainsllosses on investments tor the year is £1.61m (2024-. £1.03m), and included in this result is unrestricted surplus position of £3.14m12024.. deficit1£0.9m)l. The increase in the unrestricted surplus is due to the transfer of funds tot81in8 £3.26m from old closed restricted balances. Total Fund5 8t year-end were £24.33m (2024.. £20.80m). There was a decre888 in the Pension deficit valuation at year-end from £10.86m to £9.02m (see pension fund statement lor further details). We have also seen a slight increase in the value of the Endowment funds from £9.86m in 2024 to £9.95m. The net increase in total funds was £3.52m (2024.. £0.13m}. Fundraisin8 approach and pÈrformaneè The charity undertakes fundraising activity to its supporters via a range of methods. including but not exclusively, tundr818ing event5. challenge vv¥iILè, ￿vI￿o[Late fuiidi.aisi1i81 Ti"ust& and Grants fundrai¥ins and online fundraitsin8, in line with the Fundraising Code of Practice set by the Fundraising Regulator. Our fundraising promise, which is av8i18ble on our website to re85sure supporters of our approach, outlines when you Support us, you can be sure of the following.. W• will never sell your ¢ontaet details to 8nynn*. If you are an individual supporter. we will only ¢ontact you if you have expressed an interest in our work If we phone you, we will always Cheek you are happy to take the call If you ask us to change how we communicate with you, or stop, we will respect Ih8t Wè do not enga8e in cold-¢alling. door-to-door or street fundraising. We try hard to ensure no one ever feels pressurised to support our work We are registered with the Fundraising Regulator and adhere to the Fundraising Code of Pr8Ctice All our activities are open, fair, hor)est and legal All our fundr8ising staff have re8u18r supervision and appraisals to ensure we are working to best practice Standards and regularly reinforcing our fundraising ethics. We have an Ethical Fundraising Policy which is reviewed at least every two years. The charity is registered with the Fundraising Regulator 8nd adheres to the st8nd8rds of the Fundraising Code of Practice. Over the course of this financial year. we have received no fundraising complaints. As such no complaints were referred to the Fundraising Regulator. Our complaints procedure 15 available on our website with all relevant cont8ct details. FAMILY ACTION TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 Reserves Policy The Trustees have considered their policy OE) building up reserves and established that the appropriate level ot free reserves is one that allows the Ch8rity to continue its norrnal activities in the event of a significant drop in funding, or loss of projects. with contribution toward the closure costs, if the project cannot absorb its own closure ¢osts. In considerin8 the nature and diverslty ol our income, the Trustees believe the appropriate level of frea reserves should be a minimum of £3.32ni which is made up of 4 month5, running Costs ol the central operation, contribution towards potential project closure costs and total leaso obligations payable. Our freely available general funds as 8t 31 March 2025 were £3.72m (2024- £4.95m). This covers the required level of reserves as required by the policy. General Funds form part of our Unrestricted Reserves which tot8led E9.89m at 31 March 2025 comp8red with £6.73m as at March 2024. Following a review of all contracts during the year, we identified a number ot closed contracts with fund balances. As all obligations under these contracts had been met the balances were released from Restricted Funds into Unrestricted Reserves and designated for the furtherance of the objects of the Charity. Funds designated lor specific purposes stood 8t £6.15m (2024.. £1.78m). This inerèasé in designated funds is cruci81 to enable Family Action implèment key aspects ol its 2024-2029 livé year organisational strategy (as approvèd by the Bo8rd18St yearl, to support us in further diversifying the charity's income b8se over the same period and to help us address some current challenges in managing risk within our Service delivery. It also include5 £2.54m designated to fund Relatè business until it breaks even. Notes 15-17 of the accounts show the various funds or reserves by type and summarise the year's movements on each fund. Not@ 18 shows the assets and liabilities attributable to the various funds. Going Concem The Tru¥tee8 have reviewed tho prgjeGted operations and aGtivitie6 of the Gompaiiy, iiicludi118 LuI)tsid¥i¥livii ul iliE existing contracts and a two ye8T projected cash flow forecast B85ed on the available financial information, the Trustees are of the opinion that adequate resoureÈs will continue to be available for a period of 8t least 12 months from the signing of the accounts to fund the activities and oper8tion$ of the company, therefore Family Action is going concern. Pension Fund In eornmon with other Charities with historic final salary schemes, our pension scheme shows a deficit which stood at £9.02m on 31 March 202512024.. £10.86m) and under UK accounting standards, we are required to account for this deficit on the balance sheet (Note 9). The net deficit on the defined benefit pension scheme decreased by £1.84m in the year to 31 March 2025. The main financial assumptions as of 31 March 2025 have changed sincè 31 March 2024. The discount rate increased from 4.85% to 5.73%. Inflation expectations reduced from 3.25% to 3.22% Changes in demographic gssumptionE on 31 March 2025 led to a gain of £0.48m (2024.. £0.52m). There w85 an experience loss of £O.Ilm (202￿. £1.52m), in addition, there was a loss on assets in excess ol intergst income of £1.90m (2024.. £0.25m). FAMILY ACTION TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2025 The fundin8 atatu- of the Scheme over thè poriod is as shown in th9 tabl• below. 31 March 2025 31 March 2024 Change £'ooo £'ooo £'ooo Present value of liabilities 123,982) 14,960 127,396) 3,414 MBrket value of assets 16,534 11,574) Funding deficit (9,022) (10,862) 1.840 The triennial valuation due in January 2023 was completed with a new repayment plan agreed with the Pension Regulator. The Charity continues to make annual payrnents towards the deficit in line with the new agreed repayment plan m8d8 Wlth the Pension Regulator from April 2024 8nd will do so until March 2027. The Trustees are aware that the deficit on the scheme under FRS102 will fluctuate with changing market conditions and that their responsibility IS to meet the required contributions. There are active options being considered with the Pension Schemo Trustees as we conrinue to manage the deficit. The Tru5tee5 do not consider this deficit to represent an irnmediata demand on the Charity s funds and do not, therefore, consider th8t there are any resultant limitations on resources available for general application or on the application of eny restricted income funds. Investment Policy and Pèrformance The Trustees. primary aim is to achieve suff icient income and capit818rowth from the investments so as to permit without interruption the continued provision of the Charity's core services. The Investment Strategy has two rnain objectives and a strategic decision to reduce portFolio risk to focus on capital preservation. More specifically the objectivas were prioritised in the form of 'Primary' and 'Secondary': Primary The target is that the value of the portFolio will be maintained at a minimum ol £IOm. Secondary To 8enerate £230,000 to £275,000 per annum of income available for distribution as grants,. Diversification,. and C8Pltal growth to keep pace with inflation (CPI). The above objectives have continued to be relevant in recent yeors given the challen8in8 market conditions. The InvesrmenT Corntnittee retained Ihe Woglth Management consultancy service of Epoch, and the Investment Managers are W8verton and Ruffers. The portfolio generated investment incorne during the year of £256k, compared with £352k for the yèar ending March 2024. With income at 2.48% (2024.. 3.44%) of capital value, the market conditions continue to be challenging but the portfolio w8s mana8ed closely by the Investment Managers to 8chieve income above the minimum target and achieve a capital value abovè £IOm. The forec85t income for 2025126 is expected to be £233k at 2.25% minimum t8rget. The portfolio value in¢reased slightly a8 of M8rch 2025 to £10.34m compared with £10.25m in 2024. During the year, the Investment Committee h8d 8 risk workshop with Epoch considering various options and risk profiles to maximise both the value and income generated by the portfolio. FAMILY ACTION TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2025 The performance of this investment strategy continues to r•.vi>w>.d hy Trustees. tho Inv&$tmènt Committee and Investment Managers on a quarterly basis, with 8 more in-depth revièw annually. The Investment Committee continues to have oversi8ht of the management of ihe endowment portfolig and relationship with the Investment Managers to provide assurance to the Board of Trustees in respect of the strat&gigS 8nd management ol this portfolio. in 8ccordance with the 8greed Investment Strategy. Plans lor the future In 2025126 Family Action will take forw8rd the 5 strategic objectives in the second year ol our 5 ytrar 2024-2029 or88nisational strategy, Family can shape the future. These 5 objectives are all underpinned by det8iled rolling ction plans which are owned and led individually by the 5 members of F8mily Action's Executive Group. Progress 888inst these rolling action plens is reported at regLJl8r intervals to the Senior Leadership Group and is monitored by the Board ol Trustees. Unfortursately, we are expecting the 2025126 financiBI ye8r to be challenging again. As we noted in our Trustees, report last year, the combined imp8Ct of more than a decade of austerityi the le8gcy of the p8ndemi¢ and continuing cost of living pressures have widened inequalities, particularly lor the most disadvantaged. and is continuing to fuel demand for Family Action's services. At the same time, wa are seein8 huge pressures particul8rly on local government bud8ets and this is leadin8 to some very difficult choices being made at local level to cut much-needed services or to focus resourc88 on crisis intervention when much more attention needs to be given to early intervention end prevention. The consequences of this local decision-m8king inevitably impact on F8mily Action when we see high-performin8 sèrvices ending for financial reasons. As we also said in our Trustees, report 188t year, organisations like Family Action that bid for publicly tendered work for the majority ol their income ara locked into a m*rk•t *nd 8 funding system that d09E not tolerate intlation-rclatcd onnual contrect incre&se3 and, in a similar way, there has been no recognition of the additional pressures put on our budgets by recent increases to rates ol Employers Nl or the N8tional Minimum W8g&. As a result, we stru8gle to recruit and retain staff in some of our 5ervlces and our flexlblllry 10 cover increasing costs and to Increase salaries within existin8 budgets becomes ever more limited. This is a systemic issue that cannot be ignored or the safety net provided by the charity sector will start to rip and fail. These systemic freilties are issues that politicien8 from all parties need to acknowledge, prioritise, resource 8nd resolve before it is too18te. In rhg moantim@. Fsmily Action needs to k••p looking ahaad for now source8 of income so that we Can continuc to deliver high quality services that provide the support that vulnerable families, children and adults need. Our ex¢itin8 8¢qUlSition ol Relate's business has broadened the diversity of our income base and reduced our reliance on local government incorne. We are determined to build up Relate's business in rhe year ahead and to enhance it by blending aspects of Relate's offer with Femily Action's broader experience of working with Children. young people. adults and femilies in so many differènt contexts. Family Action needs to continue to win new work in this difficult climate, whilst also retaining as many of our existing sérvices as we can and providing our services to as high a st8nd8rd as possible. We will continue to make the case lor greatèr investrnent in high quality early intervention and preventative services such as those we provide across the country. and this is a me9saga that we arè givin8 clearly in all our public and private influencing work. FAMII Y AC.TION TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2025 Partlcular objecrivE¥ fvi F¥iTiily AGLioii iii the ypai" ahead will be to Implement the rolling action plans under e8¢h of our 5 strategic objectives M8ke the most ol our recent eequisition of Relate'5 services and brilli8nt near 200 stron8 Steff team Continue to seize opportunities to develop new services th8t meet emerging needs for vulnerable children, individuals and families with 8 particular focus on combining the expertise of Relate and Family Action in new service development Invest in our quality and Continuous Improvement team further to enhance the oversight and quality ot our service provision Continue implementing our People strategy and its underpinning HR, People Volunteering and EDI strategies Complete and begin implementing our new Job Ev8lu8tion Framework in the context ol continuing to improve Family Action's total reward p8ck8ge for our staff Usg our campaigns and other en8a8ement work with professional 8udiences. influencer5 and political decision makers to influence societBI understanding of thè diversity ol contemporary family life, to drive torward positive Change, and to act 8s a platform for the voices of all those with whom we work. We are planning to develop a network of 'influencers' across the organisation tg facilitate local and sp8cialist influencing activity and to expand our reech Explore options, through our Co-production 8nd Participation Community of Practice, for lived experiencelservice user panels which will direct our activity and hold us to account across 811 our extern81 engagement activity Develop ar)d ro11 out further corg rn•$$98in8 for key audione&$ and key ArpAS nf Family Action's worl including the articulation ol our young people's services, our therapeutic and relationship support (including Relate), and our adoption and permanency work Deliver a new website to support the needs of rhe fam115es accesslng our SENDIAS 5ervib¥¥ - pi uvitJi118 inforrnation and advice independently of local authority commissioners. FAMILY ACTION TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2025 StTUCture. Gov•rnane• And Mana8•m•nt Gov•rnin8 Document and group structure Family Action h85 Its origins in the Charity Or8anisation Socigty, which was established in 1869. Today, Family Action is 8 Company Limited by Guarantee governed by its Articles ol Association18st amended on 25 April 2019. It is re8lStered as a Charity with the Charity Commission and 85 8 company with Companies House. Family Action subsidiaries are Friendship Works, BAND, PAC-UK and PARCS which are registered and charitable companies that are now dormant following their mergers and transfers of trade and assets to F8mily Action. Appointment ot Truste•$ Our Articles of Association provide that Family Action may have up to 15 Trustees and the present members of the Board are listed in this report. The recruitment of Trustees is steered through the Governance Committee, chaired by the Chair of Trustees. We assèss the strengths of the Board and the skills th8t wo need for effective govemance on 8n on80ing basis. Trugtee Induction ond TrAlnlng All new Trustees receive a bespoke induction plan according to individual noad. AS 8 minimum, this includes meetings with the Chair, CEO, Director ol Finance, other members of EG other key staff, the opportunity to observe a Board meeting before joining the Board, the opportunity to learn more about Family Action's services and an offer to attend the monthly corporate induction session for new staff where the CEO presents in detail on the charity's history, Strategy, services, finanees and current operating environment We 8150 have a standard Trustee Induction Pack which we keep updated, that contains key information about Trustees, legal dutiès and rosponsibilities under Charity •nd Company Law. the Charity Commis8ion 8uidanec on public benefit the Charity. Articlès 8nd detailed organisational information. New Trustees are offered a Trustee mentor, and we provide tr8ining, including safeguarding trainin8, as necessary to ènsure that all Trustees are kept up to date with changin8 requirements. Trusiee5 have also been kepi aware of the chan8in8 landscape around the règulation ot Charity tundr8ising and Charity law. Organisation The Board of Trustees administers the Charity. The Chiel Executive is appointed by the Trustees to man8ge the day to day operations of the Charity. To facilitate effective operations, the Chief Executive has delegated authority, within terms of delegation approved by the Trustees under its Executive Limitations, lor operational matters including finsneè, contracts, service provision and employment. The Board m8ets five time$ a year and there are four Board sub comrnittees.. Audit Committee, Quality & Performance Committee, Governance Committee and Investment Committee which meet up to four times 8 year under their respective terms of reference. Related Parties and Co-op•r8tion with other Org•nl$ation8 Any interest bètweèn a Trustee or senior manager 8nd the Charity must be disclosed to the full Board of Trustees in the same way as any othor contr8CtU81 relationship with a related party. Dez Holmes, a trustee of F8mily Action, is also a member ol the key management personnel of Rasearch in Practice IRIP) (part of the Ngtion81 Children's Bureau), a membership organisation providing online resources supporting evidence-informed pr8Ctice with children and f8rnilies. young people 8nd adults. During the yèar. Family Action had an active membership subscription to RIP at a c05t of £25,500 excluding VAT per annum, as this is a valuable professional resource lor 811 Family Action staff. This transaction was carried out at an arm's length basis. There are no other related p8rty transactions to report. 24 FAMII Y AQTlnN TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 Trustee Indemnlty In¥ur4nF Family Action provides insurance to its Trustees against liability in respect of 8ctions brought by third parties, Subject to the conditions Set out in the Companies Act 2006. Such qualifying third-party indemnity insurance remains In loree as at the date of approvirig the Trustees, Report. Key Management Personnel Remuneration The Directors, who ere the Trustees, consider the Board of Trustees and the Executive Group as comprising the key man88ement personnel ol the Charity in charge of directing and controlling, running and operating the Charity on a day to day basi5. All Trustees give their time freely and no Trustee received remuneration in the year. Thè pay of the Executive Group is reviewed annually. In view of the nature of the Charity, the Trustees benchmerk a8ainst pay levels in other Charities of similar size and activity to ensure that the remuneration set 15 fair and not out of line with that generally paid for similar roles. The remuneration benchmark is the rnid-point ot the range paid for similar roles adjusted for 8 weighting ol up to 30% for any additional responsibilities. Risk Management The Trustees have a risk management strategy which comprises.. a review of the principal risks and uncertainties faced by Fomily Action as a standing agenda item at every Audit Committég mtyotin8. and by th@. RnArd nt TrkJ.*tgps on an annu81 b8si5'. re8ular review of the princip81 risks and uncertainties faced by Family Action and the group by the Executive Group, in line with the Fsrnily can shape the future Str8tegy,' well-esr8blished policies, conirols, sysiem5 and proce¢Juie¥ LU ITiiLi8¢iL¥ rjlly iisks identified," and cle8r processes designed to minimise or manage any potential impact on F8mily Action and the group, should those risks materialise. The main risks are identified within Family Action's Risk Register. At each Audit Committee meeting we review the Riek Resitstar and also highlight thg eurr•nt hi8hest risks that tho ExacLltivp Pirniip iq rAne.¥)rn@d about (with commentary and controls). The following top risks were identified over the last year.. Failure to retain contracted services or win replacement work Unstable external environmènt impacts on sraff mor8le and engagemenL and our ability to recruit ar)Ll retain staff Source and sufficiency of management charge to fund cèntral infrastructure Death of, or serious harm to, a service user, due to poor safeguardin8 practice Occurrence of a serious data protection breach Monitoring and maintaining quality of service delivery. Key factors in the management of these risks are also reflected in our Family can shape the future Strategy. The strategy has live underpinfting objectives to help us prioritise and manage ongoing organisational risks and opportunities, especi811y in light of the external environmant- these live strate8ic objectives are summarised elsewhere in this report. Further to the above, there remains ongoing mitigation of other key risks such as those rèlating to data protection. HR, quality. IT. and Health & Safety. FAMILY ACTION TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2025 Slgv•ry and Human Trgffieking Stot•m•nt The Modern Slavery Act 2015 introduced new obligations in rel8tion to slavery and human traflieking. Family Acrion is fully supportive of the le8islation as it is in keepin8 Wlth our values. Family Action 1$ committed to the principles of the Modern Slavery Act 2015 and the abolition of modern slavery and human trafficking. As an equal opportunities, employer, Family Action is committed to cre8tin8 and ensuring a non-discrimin8tOry and respectful working environment for its stall and volunteers. F8mily Action wants all its staff and volunteers to feel confident that they can expose wrongdoing without any risk to themselves. The nBture of our org8nis8tion and supply ehBins means Family Action has a low risk of being exposed to suppliers who utilise human trafficking or slavery. However, we are committed to improvin8 our practices and processgs to combat slavery and human trafficking. wherever we can. Du• Diligence Processes for Slavery and Human Trafficking As part of our initiative to identify and mitigate risk, our Procurement Policy and processes ensure we have in pl8ee systems to_. identify and 88sès8 Potential risk areas in our supply chains,. mitigate the risk of Slavery and human tratfieking occurring in our supply chains.. and rnonitor potential risk areas in our supply chains. We have a zero tolerance to slavery and human trafficking, and we ensure all those in our supply chain and contractors, and our investment5 comply with these values. Family Action maintains the following policies which are accessible via the Family Action intranet= Employ9@ Codé of Conduct Anti-Bribery Policy Anti-Fraud Policy EThlcal Fundralslng Pollcy Health & Wellbeing Policy Whistleblowing Policy Anti-Bullying and Harassment Policy Equality, Diversity & Inclusion Policy Safeguardin8 Adults Policy Sglgr R•eruitmant Policy. Family Action does not enter into business Wlth any organisation, in the United Kingdom or abroad. which knowingly supports, or is found to be, involved in slavery, sorvitude and forced or compulsory labour. This statement is made pursuant to sèction 54(11 of the Modern Sl8very Act 2015 and constitutes the s18very and human trafficking statement for the financial year endèd 31 M8rch 2025. FAMII Y AQ.TlnN TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2025 5t¥tement of Tru5tpps' R¥¥pg112TribiliLle¥ The Trustees {who are 8180 the directors of Family Action for the purpose of Company Law) are responsiblè for preparing the Trustees, Report (including the Strategic Report) and the fin8nci81 statemenrs in accordance with applicable Law and United Kingdom A¢counting Standards (United Kingdom Generally Accepted Accounting Practice Company Law requires the Trustees to prepare fin8ncial statements for each financial year which give a true and fair view ol the st8te of affair5 of the Ch8ri18ble Compény and of the incoming resources end 8ppIic8tion of resources including the income and expenditure of the Charitable Company for that period. In preparing these financial statements, the Trustees are required to.. Sèlect suitable accounting policies and apply them consistently. Observe the methods and principles ol the Charitiés SORP. Make judgements 8nd estimates that are re8sonable and prudent. Prepare the financi81 statements on the going concern basis, unless it is inappropriate to assume that the Charity will continue on that basis. State whether 8pplic8ble UK Accounting St8ndgrds have been followed, subject to any material departures disclosed and explained in the financial statements. The Trustees are responsible for keeping proper accountin8 records which disclose, with reasonable 8ccur8cy at any time, the financial position of thè Charitable Comp8ny to enable them to ensure that the financial statements comply with the Compgnigs Act 2006. They are algo rÉt$ponsiblp for sAfg.8IJArdin8 the assets of the Ch8rit8ble Company, hence taking reasonable steps for the prevention and detection of fraud and other irregularities. In 50 far as each of the Trusrees is aware, There Is no relevant audit inforrtittlivii wliityli Ll iv il)èi"itable company, auditor is unaware of and they have taken 811 the steps that they ou8ht to have taken, as Trustees. in order to make themselves aware of any relevant audit information and to &stablish that the auditor is aware of that information. Public Benèlit Statement The Charities Act 2011 requires 811 charities to have a purpose that is for the public benefit. The public benefit requirement has two aspects.. the"benelit" aspect and the "public" aspect. All Family Action services provide an identifiable benefit that is capable of being proved by evidence and are madè available to the public or sufficient sectior)s ol the public. This 15 entirely in accordance with the two Bspects of the public benefit requirement. The Trustees can confirm th8t they have complied with thè duty in Section17 of the Charities Act 2011 to have due reg8rd to the Charity Commission's general guidance on public benefit, "Charities and Public Benefit". Family Action's charitable purpose is enshrined in its vision of a society that understand8 the importance and power of family 8S 8 foundation for individual futures and connected. resilient communities. The Trustees ensure th8t this purpose is carried out lor the public benefit by delivering services in accordance with our str8tegi¢ aims. Many ol our services are open to all and our aw8reness raisin8 and campaigning work benefit5 everyone. FAMILY ACTION TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2025 Carbon PBrform•nce 2024125 Emissions are reported annually in June each year coverirng the previous financial year running April-march. These are calcu18ted in accordance with the Cerbon Trust Corporate Reporting and Accounting Standard using GOV.UK carbon conversion factors. The calculation lor scope 3 uses carbon conversion factors for an average UK car. Data ineludes all activities where we have operational control end specifically eliminates any ener￿ that is procured by 8 third party. This will inelude any procured by a landlord and recharged to Family Action as part of a service charge (or similar). We have also adopted the 2015 WRII WBCSD Scope 2 Guidance on procured renewable onor8y. For our efficiency Index we use'per FTE,. Gas combustion (Scope I requirements) - includes 8as consumed for stationary or mobile activities for which Family Aetion is responsible. Electricity consumption (Scope 2 réquirements) - includes the purchase of electricity by Family Action for its own use, including for the purposes of transport. Transport (Scope 3 requirements) - includes en8rgy consumption from trBn$port where Family Action 15 rèsponsible for purchasing the fuel e.g. fuel used in le8sed vehicles for business use. fuel used in personal cars for business use. including where Family Action reimburses staff for business mileage claims. This excludes where a transportation service is procured that includes an indirect payment for the fuel COll5UmPtion e.g. tr8inlplaneltaxi or similar where Family ActlDn does not operate thg tr8nsF)Ort. IC02a 219.47 12.635 174 406.105 0.4057 63.oxt pos comDusT¢on Ixope li Eledricity consumption Iscope 2) Transport Iscope 31 Toial Curbon footprint per FfE 92.69 31.73 35.58 169.89 237.2 43.41 176.77 0.2489 50.2% 78.5% Family Action has had a target set out in our business assurance system processes to ensure that a carbon footprint deGreases by 5% per annum per FTE from a baselin& of 0.74 pg.r FfF spr ir$ 2019120. Compared with18St year, there is a significant increase in cerbon emissions, this is mainly down to the following re$aona.' l.) From 1st January we acquire Relate business with additional Scope 1, 2 and 3 carbon emissions frorn Relate retail shops. 2.) Accurate meter reading8 8re now provided for many of our gas supplies. previously these were estimated and those with underestimations rolled over into the 202412025 year. 3.) There has been a gener81 increase in Scope l (885) consumption across all Femily Action sites, most notably at Hollyshaw House. Due to the nature of our contract5, we would see significant swin8s in FTE numbers 8s well as responsible properties therefore we are using the floor area of thosè"responsible" properties as the intensiry ratio for Scope I and 2, and use FTE lor Scope 3, that way any changes throughout the year do not distort the overall percentage fi8ures. We have seen a reduction in our Scope 2 due to the purchasing of green energy, but Rel8te properties are not on a green tariff, in just three months the retail shops used over 8 third of the emi55ions that Family Action emitted in the previou8 12 months. therefore there will be an increase in Scope 2 emissions in thè next report The percentage difference is compared year on year but the reduction target per FTE should be from the b8se level in 201912020 which was 0.75 per FtE. 11 we take a 5% reduction each year from 2019120 rhen our target woulcl be at 0.58 per FTE, so we have exceeded our reduction target by achieving 0.41 per FTE in 24125. FAMILY ACTION TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2025 8vEtiLiii 172 Compaiiip* AGt 2006 Acting in accordance with Section 172 of The Companies Act 2006 ("Duty to promote the success ol a company") F8mily Action's Trustees consider that they have complied with their duties by promoting the Charity's success in achievin8 Its charitable purpose to build stronger families. Specifically, Trustees, working closely with the Exe¢utive Group, have supported the Charity to implement its new 5 year (2024-2029) corporate strategy - Family can shape the future - 8nd to navigate the continuin8 Cost of living crisis pres8ures (for more detail see the Trustees Report above). Long-temi consequences of decisions A key decision taken during the year was to aCqUiTe Relate's business and some 184 staff out of Administr8tion with ellect from l January 2025. Family Action h85 designated £2.5m of its unrestricted reserve5 to support the stabilisation and development of Relatè at Family Action over the next two years with the expectation that this money will be paid back over time Interests of Employeè5 Trustees as well as the Executive Group have been 8Ctively involved in decisions affecting employees, such as the approval of the 1% cost of living pay increase to all Btaff in October 2024 to reflect continuing cost of living prossLires Triiqtp.g.q hAvp. rp.r>.iVébd regular updates on the r)rogress of Family Action's ongoing Pay and Reward project and the Board's Governance and Quality & Performance Committees take 8 particular interest in strate&c Issues relating to employees and volunteers. The Board of Trustees annually reviews Family Action's Gender Pay Gap data and Report. Trustees continue to take a close interest in the organisation's EDI action plan which is being led by our EDI Manager and our EDI Steering Group. As also mentioned above, Family Action has continued to take an active role in ensuring an enhanced wellbeing support offer to all stalf. Business R•l8tionships with suppliers, Customers and other3: and reputation for high standards of business conduct During the year, Trustees and the Executive Group have overseen relationships with all our key commissioners and suppliers to ensure we maintain positive and effective relationships. The quality of these relationships has continued to be tested by cost of livin8 pressures but the Charity's longstanding efforts to maintain good relatior)ships with commissioners and suppliers has ensured th8t these relationships remained strong. Fundraising Family Action has a wide range of fundraising activities to generate voluntary donations toward$ our vit81 s8rviceE for children, families and adults. Our Board of TrLsStees and Executive Group are committed to building relationships and trust with our supporters. The Board works closely with the Executive Group to ensure that th8 Charity remains compliant at 811 times with Fundraisin8 regtAlations and best practice. Wé are registered with the Fundraising Regulator. Impact In the Community $nd Envlronment Trustees and the Executive Group are committed to acting in accordance with our Environmental Policy and to identifying end seeking to minimise negetive environmental impact. F8mily Action holds ISO 14001 (Environmental Management) certification. Please also see our Carbon Perfomance above. FAMILY ACTION TRUSTEES, REPORT FOR THE YEAR ENDED 31 MARCH 2025 Aetlll8 falrly b•tw••n m•mb•r$ Family Action is committed to ensurin8 all colleagues are treated fairly. To help achieve this we have a small EDI team and an ambitious pro8rarnme of EDI development work. We also have an active approach to staff wellbeing and maintain vèry positive relationships with our recognised trade unions. Family Action's status as an employer of choice was reflected in us bèing recognised as UK Charity of the Ye8r in the Third Sector Awards 2021. Appointment of Audltors A resolution proposing the appointment of our auditor8 will be submitted at our AGM in 2025. Our Thanks 202412025 has been an exciting and challenging year for Family Action and we have contirnued to deliver all our services to a very high standard whilst also managing considerable change. Trustees recognise the exception81 198dership of Family Action's Chief Executive. Sir David Holmes CBE, and the huge contribution of the Executive Group. Senior Leadership Group and all our excellent staff, volunteers and supportgrs. I thank them 811. In approving this Trustees, ReporL the Board is also approving the Strategic Report included herein in their capacity as Cotnpany Directors. On behalf of the Board. lan Hargrave Chair of Trustee5 18 September 2025 FAMILY ACTION TRUSTEES. REPORT FOR THE YEAR ENDED 31 MARCH 2025 FHIMily A¢tloii Tru*toe&. Officors and Advls•r• Patron HRH The Princess of Wales Family Action R•gistered Office 34 Wharf Road London Nl 7GR Tel.. 020 7254 6251 info famil -acti Vice Patrons Dame Christine Davies DBE CBE Dr Andrew Mcculloch Dame Denise Platt DBE Katie V8nneck-Smith Professor Harriet Ward C8E .uk www.famil .or Family Action is governed by its Articles of Assoeiation. It is a registered Cherity {No 2647131 and Company limited by gu8rentee not having a share c8Pltal (No 01068186) in England and Wales. Registered as a Foreign Company (No 6009F) and Ch8rity (No 1206) in the18le of Man. Trustees lan Hargrav (Chairl Paul Hayes (Vice Chair) Louise Posocco (Honorary Trèasurer) Sophy Doyle (10 5 December 2024) Robert T8p8field" George Dunnett (to 2 May 2024) Dez Holmes Philippe Broadhead RArin Rrixn Rny** (to 5 December 2024) Ayodele Arogundade Melanie Williams Browne Caroline Wal¥li Ch8rlotte Heiss. Jennifer Holly Katherine Prince Philippa Kramer (from 13 February 2025> ** Prineipal Advisers to Family Action Bank Coutts & Co Commer¢i81 Banking 440 Str8nd London WC2R OQS Independent Auditor Haysmac LLP 10 Queen Street Place London EC4R IAG Investment Advisors Brewin Dolphin Ltd 12 Smithfield Street, London ECIA 9LA Chiaf Executive (and Company Secretary) Sir David Holmes CBE Ruffer 80 Victoria Street London SWIE 5JL Director ot Finanee Funke Fatunl8 W8verton 16 Babmaes Street London SWIY 6AH General Counsel & Director of Sy$t•ms Ricardo Gomes da Silv8 Dlrector of Service$ & Innov8tlon Helen Cantrell Lawyers Foot Anstey LLP, Salt Quay House 4 North Eest Quay, Sutton Harbour Plymouth, PL4 OBN Director of Dèvelopment & External Att•ir$ Anja Bailey Stone King LLP, Boundary House 91 Ch8rterhouse Street London, ECIM 6HR **** Chair ol Investment Committeè Chair of Governance Committee Chair of Audit Committee Chair of Quality & Perlorm8nc¢ Committee *** INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF FAMILY ACTION Opinion We have audited the financial statements of Family Action for the year ended 31 March 2025. which ompriae the Stoternent of finan¢ial Activities, the oummai"y Iiicoine aiid EAyviitSiLurg ALLvunt, the Balance Sheet, the Statement of Cash Flows and the related notes, including a summary of significant 8ccounting policies. The financial reportin8 framework that has been applied in their prepar8tion is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Stanclard applicablg in the UK and Republic of Irel$nd (united Kingdom Generally Accepted Accounting Pr8Ctice). In our opinion the financial statements- giva a true and fair view of the state of the charitable company's affairs as 8t 31 March 2025, and of the charitable company's net movement in funds. including it5 income and expenditure, for the year then ended-, have been properly prepared in accordance with United Kingdom Generally Accepted A¢countin8 Practice,. end have been prepared in accordance with the requirements of the Compani@$ Act 2006. B•sis for opinion We conducted our 8udit in accordance with International Standards on Auditing (UK) ISAS (UK> and applicable law. Our responsibilities under those stond8rds are further described in the Auditor's re5ponsibiliiies for the 8udit ol the financial statements section of our report. We are indepènaernt of the charitable company in eccordance with the ethic81 requirements that are relevant to our audit of th8 financial statements in thé UK, including the FRC'S Ethic81 Standard, and we have fulfilled our other ethic81 responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropN8te to provide a basis for our opinion. Conclusions relating to going eoneem In auditin8 the finfjncial fjtateineiiis. Nvv I l¢aV¥ ¥uiitsluded Lliét the Tru5tees' use of Ihe golng concern basis of accounting in the preparation of the financial statements is appropriate. Besecl on Ihe 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 the charitable company's ability to continue as 8 80in8 concern for a period of at least twelve months from when the financial statements are authori5ed for issue. Our responsibilities and the responsibilities of tha Trustèes with respect to going concern are described in the relevant sèctions ol this report. Other intormotion The Trustees are responsible for the other information. The other information Comprises the information included in the Trustees, Annual Report. Our opinion on the financial 5t8tements 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 con¢lu5ion thereon. n connection with our 8udit of the financial stgtements, our responsibility is to read the other information and, in doin8 $0, consider whether the other information is materially Inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparant material misstatements, we are required to determine whother there is a material misstatement in the financial statèments or a material misstatement of the other information. If. based on the work we have performed, we conclude that there is a material misstatement ol this other information, wye are required to report that fact. We have nothing to report in this regard. INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF FAMILY ACTION Opinions on other m•tter8 pre¥¢ribed by th¢ Companies A¢t 2006 In our opinion, besed on the work undertaken in the course of the audit.. the information given in the Trustees, Annual Report (which incorporates the Strategic Report 8n¢ the Directors, Report) for the fin8nci81 year for which the fin8ncial statements arè prepared is consistent with the financial statements-, and the Strategic Report and the Directors, Report included within the Trustees, Annual Report h8ve been prepared in accordance with applicablè le8al requirements. Matters on which we are required to report by exception In light of the knowled8e and understanding of the charitable company and its environment obt8ined in the course of the audit, we h8ve not identified materi81 misstatements in the Trustees, Annual Report (which incorpor8tes the Strategic Report and thè Directors, Report). We have nothing to report in respect of the following mattèrs in relation to which thè Companies Act 2006 requires us to report to you if, in our opinion-. 8dequate accounting records have not been kept by the charitable company. or returns adequate lor our audit have not been received from branches not V15ited by us,. or the charitable company financial st8temènts are not in 88reement with the accounting records and return8', or certain disclosures of Trustees, remuneration specified by law are not made,. or we have not received all the information and explanations we raquire lor our eudit. Responsibilities of Trustees for the financial 5tat¢mgnts As explained more fully in the Trustees. responsibilities statement. the Trustees (who are also The dlrectors of the charitable company for the purposes of comp8ny law) are responsible tor the prep8r8tiorn of the financial statements and for being $8tisfied that they ￿1ve a rrue and fair view, 8nd for such internal control as the Trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, the Trustees are responsible for assessing the charitable company's ability to continue as a going concern, disclosing, as applicable, m8tters related to goin8 concern and using the going concern basis ot accounting unless the Trustees either intend ro Ilquldare rhe chgritable Lortipariy or to cease oper8tions. or have no re81istic alternative but to do so. Auditor's responsibilities for th* audlt of the financial st8tom•nts Our objectives are to obtain reasonable assurance about whether the financial statements as a wholè arè free from materi81 misstatement, whether due to fraud or error, end to issue an 8uditor's report that include8 our opiniorn. Reasonable 8Ssurance is a high level of gssurance, but is not a guarantee that 8n audit conducted in eccordance with ISAS (UK) will always detecr a m8terial misstatemenr when it exists. Misstatements C8n arise from fraud or error and are considered material if, individuelly or in aggregate. they could reason8bly be expected to influence the economic decisions of users taken on the basis ol these financial statements. Irre8ularitie$, including fraud. are inst8ne&s of non-compliance with laws and reguletions. We design procedures in line with our responsibilities. outlined above, to detect m8t6rial misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularitiés. including fraud is detailed below. Based on our underst8nding of the charitable company and the environment in which it operates, we identified that the princip81 risks of non-compli8n¢e with laws and regulations related to charity law. and we considered the extent to which non-complience might have a m8terial effect on the financial statements. INDEPENDENT AUDITOR'S REPORT TO THE MEMBERS OF FAMILY AcfioN We also considered those18ws and rk8iJlxtinnq that havo a dirèct impact on th• pr•p*rstion of tho financial statements such as the Companies Act 2006, the Charities Act 2011, corporation taK payroll tax and sales tax. We evaluatèd m8n88ement's incentives and opportunities for fraudulent manipulation of the financial statements lineluding the risk of override of controls), and determined that the principal ri5k5 were related to thè posting of inappropriate journ81 entries and management bias in accountin8 estimates and judgemènts. Audit procedures performed by the engagement team included.. Inspecting correspondence with regulators and tax authorities,. Discussions with management includin8 consideration of known or suspected instances of non-compliance with laws and re8ulation and fraud., Evaluating management's controls designed to prevent and detect irregularities.. Identifying and testing journals, in particu18rjournal entries posted that significantly imp8Ct on the result lor the year, posting in areas subject to Sl8nific8nt judgements or estimates, postings in accounts thet are considered to be higher risk,. and Challenging 8ssumptions and judgements made by man8gement in their critlC81 accounting estimates. Becausè of the inherent limitations ol an audit there is 8 risk th8t we will not detect all irregularities, including those leading to a rnaterial misstatement in the financial statements or non-compliance with regulation. This risk increases the rnore that compliance with 8 law or regulation is removed from the events and transactions reflected in the financial statemants, 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 then error, as fraud involves intentional concealment, for£erv. collusion, omission or misrepresentation. A further description of our respon8ibilities lor the audit of the financial statement3 13 located on the Finan¢i81 Reporting Council's website at.. rc.or onsibilitiès. This description forms psrt of our auditols report Us• •f •ur roport This report is made solely to the charitable company's members, as a body, in accordance with Chapter 3 of Part 16 of the Lompanies Act 2006. Our audit work has been undertaken so that we might state to the charitable companys members those matters we are required to state to them in an auditor s report and for no other purpose. To the fullest extent permittèd by18w. we do not accept or assume responsibility to anyone other than the charitable company end charitable company's members 8s a body. for our audit worl for this repor¢ or lor the opinions we have formed. Kathryn Burton (Senior Statutory Auditor) for and on behalf of Hay5Mac LLP. Statutory Auditor 10 Queen Street Place London EC4R IAG Date.. 25fd Zal FAMI1 Y Af.TION STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 MARCH 2025 Unr•8triGted Re#tri¢ted Funds Funds £'ooo £'ooo Endowment Fund5 £'ooo T•tol 2025 £'ooo Total 2024 £'ooo Notas Income and Endowments from: Donations and legacies Investment Charitable activities 1,050 477 2,203 2,125 267 38,160 3,175 3,315 744 610 40,363 36,436 Totsl 3,730 40,552 44,282 40,361 Expènditure on: R8ising funds Charitable activities 630 3.222 93 723 753 41,948 38,570 38,726 3.852 38,726 93 42,671 39,323 Net (expenditure)lincome before Transtor between Funds (122) 1.828 (93) 1.038 Transfer between Funds 3,267 (3,267) Net incomel (expenditure) before investments gain8 3,145 (1.441) (93) 185 1,038 Gains on invgstmÉ*nts 188 340 Net income l(expenditurc) bcforc other recognized gains and losses 3.145 (1,438) 92 1,799 1,378 Remeasurement of (Jefined benefit pension liability 1,730 1,730 (l242) Net movements in funds 3,145 292 92 3,529 136 Fund balance brought forward at l Apnl 2024 6,729 4.215 9,885 20.809 20.673 Fund balances carried forward At 31 March 2025 9.874 4,507 9,957 24,338 20,809 All amounts relate to continuing activities. Conduit activities are not included above but are set out in Note 20. The attached notes form part of the financial statements. FAMILY ACTION SUMMARY INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 MARCH 2025 2025 2024 £'ooo £'ooo Total income 44,282 40,361 Total expenditure èxcluding endowment funds ch8r8es (42,578) 139.153) Net income before investments gains {excluding endowment funds charges) Gains on investments (excluding endowment funds) 1.704 1.208 Net income for the year 1,707 1.214 Tot81 income comprises £3,730k1202d: É2.004kl unrèstTlCted funds and £40,552k (2024= £38.357k) restrictèd funds. A detailed analysis of èxpenditure is available in the Statement of Financial Activities and Note 6. The Summary Income and Expenditure Aecgunts are derived from the Statement of Financial Activities with movements in endowment funds excluded to comply with Company Law. All income and expenditure are derived from continuing activities. The Statement of Financial Activities, together with the notes to the accounts. provides full inforrnation nn the movements during the year on all the funds of the charitable company. The attoch•d not•* form part of the financial Btatements. FAMILY ACTION BALANCE SHEET AT 31 MARCH 2025 COMPANY NUMBER: 01068186 2025 2024 Notes £'ooo £'ooo £'ooo £'ooo FIXED ASSETS Tangible assets Trust and Snv8Stments 10 4,425 10,342 4,497 10,247 CURRENT ASSETS Debtors Cash 13 5,844 16,834 5,980 13,942 22,678 19,922 CREDITORS: amounts falling due within one year 14 (4,085) (1995) NET CURRENT ASSETS 18.593 16,927 TOTAL ASs￿s LESS CURRENT Pension scheme deficit (9.022) (10,862) NET ASSETS 18 24,338 20,809 FUNDS Unrestricted funds.. General funds Designated rgserv8 15 15 3,722 4952 6,152 1,777 9,874 6,729 Restricted funds Income funds includin8 revaluation reserve of1£33k) (2024.'1£29k)) 16 13,529 15,077 Pension Reserves (9,022) (10,862) Endowrnent Funds - including revaluation reserve of £(884kl 9,957 9.865 12024.. (£736k)) 24,338 20,809 The Financial Statements on pages 35 to 70 were approved and authorised for issue by the Board of Trustees, and signed on its behalf on 18" September 2025 by.. lan Harg ve Chairman o Louise Posocco Honorary Treasurer tee Board The attached notes form part ol the financial statements. 37 FAMILY ACTION bTATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2025 2025 2024 £'ooo £'ooo £'ooo £'ooo Net cash provided in operating activities 1218 979 Cash flow from investing 8Ctivities'. Dividends and interest received Purchase of tangible assets Proceeds from s81e of investments Purchase of investments Net movement in cash held not yet invested 744 1701 369 (Z926) 2.557 610 (27) 9,892 (10,581) 689 Net cash provided by investing 8Ctivitie8 674 583 Change in cash and eosh equivalents in the year Z892 1,562 Cash and cash equivalents at the be8innin8 of the year 13,942 12380 Cash and cash equivalents at the end of the year 18,834 13,942 FAMILY ACTION NOTES TO THE STATEMENT OF CASH FLOWS FOR THE YEAR ENDED 31 MARCH 2025 RECONCILIATION or NET INCOME TO NET CASH FLOW FROM OPERATING ACTIVITIES 2025 2024 £'ooo £'ooo Net income for the year befor¢ investment gain31 (losses) Depreciation Decreasel(Incre8se) in debtors Increase in creditors Decrease in pension scheme deficiL nat of gainsllosses Net investment income Investment rnanager lees 1,038 122 1345) 665 1611 {610) 170 140 136 1,092 (1101 1744) 93 Net cash providedl(used in) by optrating activities 2218 979 ANALYSIS OF CASH AND CASH EQUIVALENTS 2025 2024 £'ooo £'ooo Cash in hand 16,834 13,942 16,834 13,942 ANALYSIS OF CHANGES IN NET FUNDS At start of Cgsh flows year Other non-cash chan8aS At ond of year £'ooo £'ooo £'ooo £'ooo Cash 13,942 2.892 16,834 TOTAL 13,942 2,892 16,834 No separate reconciliotion of net debt h88 been prepared as there is no difference between the net cash (debt) of the charity and the above cssh and cash equivalènts. FAMILY ACTION NOTES TO THE FINANCIAL STATEMENTS Icont) FOR THE YEAR ENDED 31 MARCH 2025 I ACCOUNTING POLICIES {•) G*neral information Family Action is a charitable private cornpany limited by guBrantee incorporated in England and Wales (co. number 01068186) and registered with the Charity Commission (Charity Registration no. 264713). The Charity's registered office address is 34 Wharf Road, London Nl 7GR. The members of the ¢omp8ny are the Trustees. In the event of the Ch8rity bein8 wound up, the liability in respect of the guarantee is limited to £1 per member of the Charity. (bl Basi5 Ot Preparation The financial statements have been prepared under the historical cost conventiory as modified by the revaluation ol fixed 8sset investments, which are carried at lair value and in accordance with the Accounting arid Reporting by Charities.. Statement of Recommended Practice (SORP) applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland IFRS 1021 second edition effective l January 2019, applicable accountin8 Standards IFRS 102) and tha Companies Act 2006. Family Action is a public benefit entity as set out in section 3 of FRS 102. (cl Going concern Following a thorough review of projections, including consideration of the delivery costs of existing contracts. a two year projected cash flow forecast and the company's operations. the Trustees consider that there are no material uncertainties regarding the Ch8rity's ability to continue as a going concern. Accordingly. the Trustees continue to adopt the going concern basis in pr&parin8 the financi81 Ét¥t&mont8. Idl Entlty Combinations Entity combinations are the effect on the accounts of Family Action of changes to the structure of the Charity and the 8roup that may arise from the acquisition of businesses and companies, the gift of charities and mergers between charities. In accounting lor entity cornbin8tions. Family Ae.ti()n applies the requirements of Sections 19 and PBE34.75 PBE34.86 of FRS102 and the guidance set out in the Charity SORP. Unless the requirements for merger accountin8 are met, an acquiring entity 15 identified in an entity combination, being the dominant party in 8 charity merger or the contractual acquirer of 8 business or company. The 8ssets and liabilitiès tsf thp p.ntity joinin8 th& group at the datè of combinstion or being transferred to th6 parent charitable company are initially recognised in Family Action's accounts at their fair values. After that date, the accounting policies of Family Action are applied to reco8nition, de-recognition and valuation of the 888ets and liabilities. When the transaction is in substance a gift from the Trust8es or members of an existing charity. the fair value ol the net assèts and liabilities acquired is recognised as a gain or loss within the Statement ol Financial Activitie8. (e) Ineomo Income is recognised when the charity has entitlement to the funds. any performance conditions attached to the income have bèen met, it is probablè th8t the income will be received and the amount can be mea$ured reliably. Income is deferred when the charity has to lulfil conditions before becoming entitled or where th8 donor or contracting party has specified the incomè be expended in a future period. Grants from government and other agencies amounting to a contr8Ct for services are recognised as iricome 8S the charity earns thè right to the consideration by its delivery of those services. Income received in advance of the provision of a specified service is deferred until the service is delivered. FAMILY ACTION NOTES TO THE FINANCIAL STATEMENTS Icont) FOR THE YEAR ENDED 31 MARCH 2025 Legacies ere recognised on notification of an impending distribution or on receipt. For the purposes vl viiLiLlvi iivi"IC tliiè i• ¢on&idered to be the earlier of the d&te on which with thc charity ie mado awgrè that probate has been granted. the est8t& has been finalised and notification has been made by the executor(s) to the ch8rity that a distribution will be made, or when a distribution is received from an estate. Receipt of a legacy, in whole or in parL is only considered probable when the 8mount can be measured reliably and the ch8rity has been notified of the executor's intention to make a distribution. Where legacie5 have been notified to the charity, or the charity is aware of the granting of probate, and the criteria for income recognition has not been met then the legacy is treated as a contingent asset and disclosed if material. Donated services and facilities are included as 'income from donations and legacies. 8t their estimeted value to the Charity when received, and under the appropriate expenditure heading depending on the nature of service or facility provided, at the same value and time. No amounts are included in the financial statements for 8ervices donated by volunteers. If) Expenditure All expenditure is accounted for on accruals and ha5 been classified under headings that aggreg8te 811 costs related to the ¢8tegory. Fundraising and publicity costs are those incurred in seeking voluntary contributions and do not include the costs of disseminating information in support of charitable activities. Direct expenditure on charitabl8 activities includes all costs directly rel8ting to deliverin8 the Charity's principal activities of providini services and financial support to families, individu81s 8nd groups within the community. Grant expenditure includes those grants awarded to individuals under the charitrfs grant programme and those direct and 8llo¢ated support costs incurred in relation to the award and monitorin8 of 8rentg. Gront Cmpenditure 1% recogniÉed once an off•r h*$ been awarded and cornrnuniceted to the recipient. Support eosrs 8rp. thnqg. incurred directly in support of the expenditure on the obiects of the Charity and governance costs and have been allocated, together with overheads, based on the head count. Governance costs are those incurred in connection with compliance with constitutional and st8tutory requirernEiiL¥ vl Lli¥ Cliaiity. {gl Tangible Fixed Assats and Depreci•tion Tangible lixed assets are stated at purchase cost and any incidental expenses of acquisition or deemed cost less a¢¢umulated depreciation and accumulated impairment losse5. Amounts financed by unrestricted funds and costiri8 more than £500 are capitalised. Depreciation is provided on 811 tangible assets, other than freehold18nd, to write off the cost les$ estimated residual value of each asset over its expected useful life on 8 Str8ight-line basis. The estimated useful lives are as follow5= Freehold and Leasehold property - 75 ye8rs Leasehold Property Improvements - 20 years Leasehold Improvements - term of the Lease Equipment - 4 years Computers - 3 years Furniture 10 years IT infrastructure- 5 years {h) Fixed asset inv•stmènts Investment5 are stated at market value 8t th8 balance sheet date. The SOFA inelude8 the net g8ins and losses arising on revaluations and disposals throughout the year. Investments in unlisted investments and subsidiary undertakings are stated at COSL less provision for diminution in value. FAMILY ACTION NOTES TO THE FINANCIAL STATEMENTS (cont) FOR THE YEAR ENDED 31 MARCH 2025 (il Cash and cash equivalents C8sh and c8- -h equivtslcnto include ¢88h in hand, dopositt held at banks, other short-tei In liiglily liquid investments with original maturities of three months or less and bank overdrafts. Bank overdrafts. when applicable, are shown within current liabilit195. ti) F inancial instruments Financial a55ets Basic financial assets, includin8 trade and other receiv8bles, cash and bank ba18nces. are initially recognised at transaction price. Such assets are subsequently carried at the amortised cost usin8 the ellective interest method, less impairment. Other financial assets, including investments in equity instruments which are not subsidiaries, associates or joint ventures, are initially measured at fair value, with subsequent changes in fair value recognisèd in the SOFA, except investments that are not publicly traded and whose fair values cannot be measured reliably are measured 8t cost less impairment. At the end of each reporting period, financial assets rrea5ured at amortised cost are assessed for objective evidence of impairment. If an asset 15 impeired the impairment loss is the difference between the carrying amount and the present value of the est8bli5hed cash flows discounted at th& asset's original effective interest rate. The impairment loss is recognised in the SOF Finsnci81 li8bilities Basic financial liabilities. including trade and other payables, and loans from third parties are initially recognised at transaction price. Trade payables are obligations to pay for goods or services that have been acquired in the ordinary course of business from suppliers. Trade payables are recognised initl8lly at transaction price and Ub￿Cque￿￿Y mcasured et emortl8ed Goat LJJin8 the effective interest iiietliod. Loans obtained by the Charity to further its charitable purposes at rates below prevailin8 market rates are classified as concéi*sic)nAry Inan.8 8nd arcountod for in accordanc• with Sgction 34 of FRS 102. Such loans are initially recognised end measured at the amount received and subsequently adjusted to reflect any repayments, accrued interest and any subsequent impairment. {kl Employge b$nefits The charity provides a ran8e of benefits to employees including paid holiday arran￿eMentS and defined benefit and defined contribution pension plans. Short-term ￿etIt$ Short-term benefits, incluolin8 holidays and other similar non-monetary benefits are recogni5ed 88 8n expense in the period in which the service is received. Termination costs All costs included in terminating an employee contract are accounted for on an 8ccruals basis and disclosed in 8ggregate in staff e05t5. Termination benefits are measured at the bèst estimate of the expenditure required to settle the obligation at the rèporting date. Defined contribution pension p18ns The Charity contributes to a Group Personal Pension arrangement administered by Aviva (mer8ed with Friends Lifel. New members are auto enrolled into the GPP based on eligibility except where employees choose the option to opt out. The contributions are recognised as an expense when they fall due. The assets ol the pension plans are held separately from the Council in independently administered funds. 42 FAMILY ACTION NOTES TO THE FINANCIAL STATEMENTS (cont) FOR THE YEAR ENDED 31 MARCH 2025 Defined benefit pension scheme Family Action operatea a defined benefit pcntsion ￿Cheme, which GloBed, to future ac¢ru814 in May 2012, the assets of which are administered by Trustees. The liability reeognised in the balance sheét in respect of the defined benefit pension scheme is the present value of the defined benefit oblig8titsn at the end of the reportin8 date less the fair VBlue of the scheme assets at the reporting date. The defined benefit obligation is calculated usin8 the projected unit credit method. Annually the Ch8rity engages an independent actuary to calculate the obligation. The present value is determined by discountin8 the estimated future payments using market yièlds on hi8h quality corporate bonds that 8re denominated in sterling and that have term5 approximating the estimated period of the future periods ("discount rate.). The fair value ol the sch8tne's assets are me8sured in accordance with the FRS 102 lair value hierarchy, and include the use of appropriate valuation techniques. Actuarial gains and losses arising from experiencè adjustments and chenges in actuarial assumptions are Charged or credited to other comprehensive income. These arnount5 together with the return on plan assets, less amounts included in net interest, are disclosed as "re-measurement of net defined benefit pension liability". The c05t of the defined benefit plan is recognised in the SOFA as employee costs and comprises: The increase in the pension benefit liability arising from employee service durin8 the year and The cost of plan introductions, benefit Changes, curtailments and settlements. The net interest cost is c8l¢ulated by applyin8 the discount rate to the net balance of the defined benefit obligation and the fair value of the scheme assets. The cost is recognised in the SOFA within "expenditurè on charitable activities-. Details of the scheme assets and liabilities end major assumptions are shown in Note 9. (l) Fund A¢counting General funds are unreatriGted fund3 which orc tsvailoble lor use at the disorotion of thg Tru$t••s in furtherance of the general objectives of the Charity and which have not been designated lor other purposes. Designated funds are the unrestrictèd funds that have beèn set aside by the Trustees lor particular purposes. The aim and use of each designated fund is set out in the Notes to thé Financial Statements. Restricted funds 8re funds that are used in accordance with the specific instructions imposed by the donors, or which have been raised by the Charity for particular purposes. Investment income and gains are allocated to the appropriata fund. (m) Leasing Rentals in respect of operating leases are charged orn a straight-line ba515 over the lease term. Incentives received to enter an operating lease are credited to the SOFA, to reduce the lease expense, on a str8ight-line basis over the period ol the lease. FAMILY ACTION NOTES TO THE FINANCIAL STATEMENTS (cont) FOR THE YEAR ENDED 31 MARCH 2025 I CRITICAL ACCOUNTING ESTIMATES AND JUDGEMENTS In preparing these financial statements, management has made judgements, estimates and assumptions that affect the 8ppIic8tion ol the Charity's accounting policies and the reported assets. li8bilities, income and expenditure and the disclosurgs made in the financial statements. Estimates and judgements are continually avaluated and are based on histori¢81 experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. Key areas subject to judgement and estimation are as follow5.. D•fined benetit pension sch•me The Charity has obligations to pay pension benefits under a defined benefit pension scheme. The cost of these benefits and the present value of the obligation depend on a number of factors includin8 life expectancy, salary in¢re8ses, asset valuations end the discount rat8 on corporate bonds. The Trustees, in consultation with the scheme's actuary, agree the key factors and estimates that determine the net pension obligation in the b818nce sheet on th& basis of historical experience and current trends. FAMILY ACTION NOTES TO THE FINANCIAL STATEMENTS (cont) FOR THE YEAR ENDED 31 MARCH 2025 DONATIONS AND LEGACIES 2025 2024 e'ooo e'ooo Individuals Charitable trusts Companies 714 609 326 2,135 599 2,107 3.175 3.315 INVESTMENT INCOME 2025 £'ooo 2024 £'ooo Interest received Dividends received from Kottegen investments Dividends received from other investments 478 255 10 256 352 744 610 5. INCOME FROM CHARITABLE ACTIVITIES Funds £'ooo Funds E'ooo 2025 E'ooo N•te¥ Incoma Statutory, Lottery & Trusts Fundin8 Fees and Retail Income Other Income 5alblc 175 1,017 1,011 35,514 2,415 231 35,689 3,432 1,242 2,203 38.160 40.363 INCOME FROM CHARITABLE ACTIVITIES BY SERVICE TYPE Unrestrlcted Fund5 £'ooo Re5triFtvd Funds £'ooo Total 2025 £'ooo Notes Income Early Years Work Children and Families Work Adult Mental Health & Wellbeing National Services 4,750 16,953 3,727 12,730 4,750 17,128 3,727 14,758 175 2,028 2.203 38.160 40,363 FAMILY ACTION NOTES TO THE FINANCIAL STATEMENTS (cont) FOR THE YEAR ENDED 31 MARCH 2025 INCOME FROM CHARITABLE ACTIVITIES Unrestricted Funds Rèstricted Fund$ Total 2024 Notes £'ooo £'ooo £'ooo Incom• Statutory. Lottery & Trusts Fundin8 Fees and Retail Income Other income 5alblc 32,834 2,377 303 32,834 2,468 1,134 91 831 922 35,514 36,436 INCOME FROM CHARITABLE ACTIVITIES BY SERVICE TYPE Unre$tri¢ted Funds £'ooo Restricted Funds £'ooo Total 2024 £'ooo Not?8 Incom• Early Years Work Children and Families Work Adult Mental Health & Wellbeing Nation81 Services 3,624 16,518 3,177 12,195 3,624 16.594 3,177 13,041 76 846 Total 922 35,514 36,436 FAMILY ACTION NOTES TO THE HNANCIAL STATEMENTS (cont) FOR THE YEAR ENDED 31 MARCH 2025 5a. LOTTERY FUND. I KUS IS & GRANTS This is a list of funding where the lunders required disclosure. It is not a complete list of statutory, lottery 8nd trusts funding. Movement in Funds Project Ref. Nurnbgr Balanc8 01-Apr 2024 Incoming R8sources Outgoing Re5ourGes Balanc8 31-Mar 2025 Th8S8 funds ar• part of statutory funding in restricted funds National Lottery Community Fund BAND budrJyin8 project NatlOn81 Lottery Community Fund - Project llldigo National Lottery Community Fund - Peterborough Charteri$ Centre National Lott8ry Community Fund - Young Car8r5 National Lottery Community Fund - PARCS N8tion81 Lottery Community Fund - Medway Perinatal Project- Covid Recovery Service National Lottery Community Fund - Community Organisations Cost of Living National Lottery Community Fund - RC Yorkshire and Humber Region Department ol Health CYP MH Early Intervention Hubs 20159294 20,201 61,774 154,7321 27,243 20224661 59,850 128.2041 31.646 20226265 50,286 1323791 17,907 20104822 9,812 104,907 63,119 195,0041 (63.1191 19,715 C40608 20169038 26,342 153,396 1135,967) 43,771 20279157 19,616 119,616) 20186907 108,403 1113.648) 9.839 15,084 307,883 (267,3861 40,497 Feedin8 Bristol HSF DHSC - Brid8in8 the Gap - Weekends and Co- orGurrln8 CuiidiLiVII¥ WCVA VoluriteeTing Wales Main Grant PAthwAyS City Bridge Trust City of London Combined Relief of Poverty ChaTIty City ol London HSF Grant Birmingham City Council Emergency Food Aid Fund Mansfield District Council- Food Club Programrne Mansfield District Council- Mansfield Community Grant 9,946 (9.9461 2023 009V 18,782) 100.233 1164,2761 17Z8251 VMGG- Rd3_64 11.241 122,4821 9,800 24,301 29,753 9.300 9,800 20231 124,3011 140.7561 (9,3001 20114 20,739 9,736 23 123) 7,800 (7,800} UKSPF 10.631 110.631) Hampshire & IOW OPCC DVA Grant DASV22025 53.995 153,995) MOJ - Victim SupporL Bradford CLVSGG-22123- 24125-041 20161 Fuel Your Finances 43,015 143.0151 North Northamptonshiro Council Flourishin8 Babi8s 8.439 87,780 180,7031 15.516 Caclent Centre8 for Wsrrnth Grant 81.806 154.0331 27,773 Southend UKSPF National Lott8ry Community Fund Award5 for All land - Hollinwood FOOD Club e1464 (57,4651 3,999 19.616 (19,6161 103,099 1,489.915 {1,408.397) 184,617 FAMILY ACTION NOTES TO THE FINANCIAL STATEMENTS (cont) FOR THE YEAR ENDED 31 MARCH 2025 6b. LOCAL AUTHORITY, GOVERNMENT DEPARTMENT IAGENCIES FUNDERS Ado tion Support Fund Hertlordshire Count Council Norfolk Count Council Norfolk Community Health & Care NHS Trust IC8 Bsrnsl Metropolitan Borough Hull City Council Bedford Borough Council Isle of Man GDverntnent North East Lincolnshire Council Birmin ham City Council Bl3ck Country Healthcare NHS Founclation Trust Isle of Wight Council North Eèst London ICB Kent County Council North Llncolnshire Cwncil Bolton Metropolitan Borou h Council Leeds City Council Leicester, Leice8ter8hirE and Rutland Inte rated Care Board North Yorkshire County Council Borou h Council of Kin s Lynn North8rn C8re Alliance NHS Foundation Office ol Polic8 & CTim8 Commissioner Ham 5hir8 8r8dford District and Craven CCG Leicestershire County Council Bradlord Metropolitan District Council Lincolnshire Count Council Peterborough City Council 8radford Trident London Borou h of Barnet Portsmouth City Council Buckin hamshir8 Council LondoTI Borou h ot Camden Redcar & Cleveland Borou h Council CAMHS Alrance NELDN ICB Children & FBmily Court Advisrjry Support Serwce (CAFCASSI London Borou h of Ealin Royal Borou h of Kensignton & Chelse London Borou h of Hackney Royal Boro h of Windsor & Maidenhead City and Hackne GP Confeder8tion City of Bradlord Metropolitan District Council London BorouRh of Harrow Sandwell MetroDolitan Borou h Council London Borou h of Islington Sallord Ro al NHS Foundation Trust City of Doncaster Councll London Borough of Lambeth Sefton Council Cit ol London Corporation London Borou h of Waltham For8St Sheffield City Council City of Westminster Council London Borough ot W8nd8WOrth SolShull M8tropolit8n Borough Council City of York Council Manchgstgr Ci Council Manchester University NHS Foundation Trust tgffnrdghir@ Pouneil Conwy County Borough Council Stockton-On-Tees Boro h Council Suffolk and North E8St Essex Intè8rated Care Board CumbeTland Council Mansfield District Council Darlin ton Borou h Council Medway Council Suffolk County Council Departrnent for Education Middle5brou h Covncil Swaffham and Downham PCN Department ol Health and SoGial Cere NHS Bohon ICB Wakefield Council Dorset Coun¢il NHS Greater Manchester ICB NHS Leicester, L8IC8St8rshire and Rut18nd ICB Walsèll Council Durharn County Council W8nd$worth Council East London NHS Foundation Trust NHS Norfolk and W8veney ICB West Yorkshire Inte8rated CHre Board Essex County Council NHS North Esst London ICB Westminster City Council lou¢estershire County Council Gre8ter Manchester Mental Health NHS Founclation Trust NHS North W8St London ICB Westmorland and Furness Council NHS South West London IC8 an Coun¢ll Haverin Health GP Federation Nortolk & Suffolk NHS Foundation Wiltshire Council FAMILY ACTION NOTES TO THE FINANCIAL STATEMENTS (cont) FOR THE YEAR ENDED 31 MARCH 2025 Incomo & Expenditure for lale of Man Govcrnrncnt Fundin8 (Family Action regi$ter•d Charity No 1206 Family Action Foreign Company No- 6009F): 2025 £'ooo 887 (946) 2024 £'ooo 868 (850) Income Expenditure Deficit (59) 18 6a. EDUCATIONAL & ALLEVIATION OF NEED The Charity made 1.878 (2024.. 2.14018r8nts to individuals and families in the year that tot8led £856k {2024-. £855kl. The Charity has opted to take the exemption available under Charity Law not to disclose the names of grants recipients in these financial statements. The grants are funded by Investment income and Corporate Donations. (Notes 3 & 4 above). 6b. ANALYSIS OFTOTAL EXPENDITURE- 2025 Activiti•s Undertaken Dir¢etly £'ooo Grant Funding Activities £'ooo Support Costs 2025 2024 £'ooo £'ooo £'ooo Raising funds Fundraising and publicity 630 93 723 753 costa Cost of ¢h8rit8ble actlvltles Early Years work Children and Families work Adult Mental Health & Wellbeing Educational & Alleviation of need Nation81 se￿Ices 4,040 15,279 200 755 4,240 16,034 3,273 17,109 3,920 194 4,114 3,305 900 947 44 1,891 894 14,931 738 15,669 13,989 39,070 947 1,931 41,948 38,570 39,700 1,040 1,931 42,671 39.323 'National services include Food Clubs and the National School Breakfast Programme etc. FAMILY ACTION NOTES TO THE FINANCIAL STATEMENTS (cont) FOR THE YEAR ENDED 31 MARCH 2025 ANALYSIS OF TOTAL EXPENDITURE - 2024 Activitiès Undertaken Directly £'ooo Grant Funding Support Costs Activities 2024 £'ooo £'ooo £'ooo Raising funds Fundraising and publicity costs 583 170 753 Cost of charitable activltl•s Early Ye8rs work Children and Families work 3.126 16,342 3.157 147 767 3,273 17.109 3,305 Adult Mental Health & Wellbeing 148 Educational & Allevistion of need 855 39 894 National Servicès. 13,362 627 13,989 35,987 855 1,728 38.570 2024 36,570 I025 1,728 39.323 61x ANALYSIS OF TOTAL EXPENDITURE 2025 £'ooo 2024 £'ooo Support costs includ•- Staff Costs Office Premises Rates Cleening & materials Office Equipment Telephone Depreciation Governence Others 1,283 32 18 38 1.228 30 24 42 18 52 122 40 172 L17 140 46 321 1,931 1,728 The above èxpenditure includes the following charges.. £'ooo 2025 £'ooo 2024 Auditorfs remuneration Statutory audit Depreciation Operating lease rentals.. Buildings Other 44 37 140 122 833 854 FAMILY ACTION NOTES TO THE FINANCIAL STATEmE￿rs (cont) FOR THE YEAR ENDED J1 MARCH 2025 STAFF COSTS 2025 £'ooo 23,308 63 2,013 1,847 2024 £'ooo 21,339 49 l813 1,691 Staffcosts consist ofr Wages and salaries Redundancy Social security costs Employerfs Pension costs 27,231 282 24,892 452 A8ency costs 27,513 25.344 The monthly average number of employees was 1,018 920 The numbers ot employees with emoluments over £60,000 were as follows.. 2025 2024 No £60,000 - £70,000 £70.000 - £80,000 £80,000 - £90,000 £90.000 - £100,000 £100,000 - £110,000 £110,000 - £120,000 £170,000 - £180,000 £200.000 - £210.000 In the bandings above, where these staff are also includèd, the required definition gf emoluments is total gross P8y. The Directors consider the Board of Directors, who are the Trustees, and the Senior Management Team as comprising the key man8gement personnel of the Charity. The Senior Management Team of the group comprises the Chief Exècutive Officer, Director of Services & Innovation, General Counsel & Director of Systems, Director of Finance and Director ol Development & External Affairs. The total compensation of the Senior Management Team was £685,824 12024". £660,631}. 8. TRUSTEES, REMUNERATION AND EXPENSES The Charity's Trustee5 We￿ not paid or received any other benefit5 from èmployment with the Charity or its subsidiary in the ye8r (2024.. £nil), and reimbursed expenses durin8 the ye8r of £70 (2024.. £129). No Charity Trustee received payrnent for professional or other 5ervire5 Supplied to the Ch8rity (2024." £nil). FAMILY ACTION NOTES TO THE FINANCIAL STATEMENTS (corbt) FOR THE YEAR ENDED 31 MARCH 2025 9. PENSION COSTS Pension Arrangem•nts The group h85 two pension arr8ngernents, a defined contribution and a defined benefits scheme. The defined contribution scheme is a Group Personal Pension IGPP) arrangement administered by Friends Life, now Aviv8. New members are auto enrolled into the GPP based on eli8ibility except where employaes choose the option to opt out. The total defined contribution payable and recognised as 8n expense in the SOFA was £1,079,162 (2024.. £994,646). The administration of the closed defined benefits is with Cartwright Group. The scheme closed to future 8¢cru815 on 31 May 2012 except for payments due under a Recovery Plan agreed with the pension Trustees. There is an obligation to fund the ongoing administration costs of the pension scheme. The disclosures, set out below. are based on calculations carried out 8s at 31 March 2025 by a qualified independènt 8ctu8ry. The Scheme's asset$ 8re held in a separate trustèè-8dministered fund to meat long-term pension liabilities to past and present employaas. The liabilities of the Sch8me are me88ured by discounting the best estimate of future c8sh flows to be paid out of thè Scheme using the Projected Unit Method, which is a method suitable for a SGheme tliat wat closed lu Iivw ¥iiLi¢iiL¥. Tlie liyLJiliLie5 Set out in this nore have been calculated based on the full valuation as at l January 2024, updated to 31 March 2025. The results of the calculations and the assumptlOn8 adopted are shown below. The Charity's contributions expected to be made in the year commencing l April 2025 are approximately £845k based on the rovised schedule ol contributions 8greed at the l January 2024 v8lu8tion.The Trustees of the Scheme are required to act in the best interest of the Scheme's beneficiaries. The appointment of members to the Trustee Board is determined by the trust documentation. Trustees have received actuarial advico and thè ovarall expected rate of return on a4¥aCt? 13 bosed on the Ion8-term future expeGted investment return for each asset class as at the beginning of the period. Chang•s in Defingd Benefits obligation: 2025 2024 £'ooo £'ooo Benefits obligation, beginning ol the year Interest cost Benefits paymènts Actuari81188insl on demographic assurnptions Actuarial (gains) on financi81 assumptions Actuariel losses on experience adjustments 27,396 1,303 (1,0861 (484) 13,2551 108 26.376 1,225 (I197) 1524) 171 1,523 Benefits obligation, end of year 23,982 27.396 52 FAMILY ACTION NOTES TO THE FINANCIAL STATEMENTS (cont) FOR TME YEAR ENDED 31 MARCH 2025 Assumptions used to dètormlno defined benefit obligation at end of year. 2025 2024 Discount rate Rate of retail price inflation (non-pansioner) Rate of consumer price inflation Inon-pensioner) Nominal rate of increase in pension payments (pensioners) RPI 5% pa RPI 3% pa 5.73% 4.85% 3.22% nla 3.25% nla 3.01% 2.28% 3.05% 2.25% Post-retirement mort81ity assumption.. Base table Projections for future improvemenis 2025 100% S3PXA CMI 2024 projections. with long term improvement rate of 0.5% p.8. 80% of maximum cash at retirement 2024 100% S3PXA CMI 2024 projections. with long term irnprovement rate 010.5% p. 80% of maximum cash at retirement Commutation allowan¢• Years 21.0 207 23.8 23.2 Years 21.0 ?n7 23.7 23.2 Life expectancy from 65 for a male currently aged 45 Life oxpgctgncy from 65 for a mal@ currgntly a8&d 6S Life expectancy from 65 for 8 female CLJrrently aged 45 Life expectancy from 65 for a fem81e currently aged 65 Changes in Scheme assets are as follows: 2025 £'ooo 2024 £'ooo Fair value of Scheme assets. beginning of the year Interest Income Employers, Contributions Benefits payments Administration Expensès Return on plan assets in exces5 of interest income 16,534 791 822 11,086) {2001 (1,901) 16.695 737 11,1971 (2281 (2501 Fair value of Scheme assets, end ol year 14.960 16,534 Schème Assets Allocation, End of Year 31 March 2025 £'ooo 31 March 2024 £'ooo Diversified Growth Funds Absolute Rèturn Bonds Liability Driven Investment Cash 4,103 4.287 6,341 229 3,990 3,796 8,543 205 Total 14,960 16.534 FAMILY ACTION NOTES TO THE FINANCIAL STATEMENTS (cont) FOR THE YEAR ENDED 31 MARCH 2025 9. PENSION COSTS {¢ont) Amount recognisgd in the balance shoet 31 March 2025 31 March 2024 £'ooo £'ooo Fair value of Scheme 8S8et8 Present value ol funded defined benefit obligation 14960 (23,982) 16,534 (27,396) Deficit recognised in scheme (9,022) (10,862) Components of benetit cost reeogni$gd in Income & Expenditure 31 March 2025 31 March 2024 £'ooo £'ooo Net interest cost on net defined liability Administration Expenses 512 448 228 200 Net benefit cost in SOFA before other recognised gains and bsses 71? 876 Amount recognised in other r•cogni5ed gains and lossas: 2025 £'ooo 2024 £'ooo Return on plan assets in excess of interast income Actuarial gains ari5in8 from changes in demo8raphic assumptions Actusrisl 8ains ¥rising from changoÈ in financi81866umption- Actuarial losses on experience adjustments 1,901 (484) {J,2551 108 250 (524) 171 1,523 ((38ins)ILoss reco8nised In other recognised gains and losses (1.730) 1.242 FAMILY ACTION NOTES TO THE FINANCIAL STATEMENTS (cont) FOR THE YEAR ENDED 31 MARCH 2025 10. TANQIBLE FIXED ASSETS Freehold Prop¥rty Lea$¢hold Property Leasehold Improvem¢nts Computers Equipment & Furnlture Total £'ooo £'ooo 3,900 £'ooo £'ooo £'ooo 5,167 70 At l April 2024 Additions 312 745 210 70 At31 March 2025 312 3,900 745 280 S,237 At l April 2024 Charge for the year 13 260 52 243 31 156 53 672 At 31 March 2025 17 312 274 209 812 Net Book VAlue at 31 March 2025 295 3.588 471 4,425 Net Book VAlue at 1 April 2024 300 3,640 503 54 4,497 FAMILY ACTION NOTES TO THE FINANCIAL STATEMENTS (cont) FOR THE YEAR ENDED 31 MARCH 2025 FIXED ASSETS & INVESTMENTS All trust fund investments were revalued to the quoted price on 31 March 2024. The investments of the Endowed Trusts and administered lund8 are held in a broadly diversified multi-m8na8er portfolio dèvised and run by Waverton and Ruffer. 2025 2024 £'ooo £'ooo Market value at l April Disposal in year A¢quisitions in year Net cash movement in year not yet invested Investment management fee5 G8ins on revaluation in yaar 10,247 (369) 1926 (2.557) (93) 188 10,077 (9.892) 10,581 16891 (1701 340 Market value at 31 March 10,342 10,247 Historical cost at 31 March 9,426 9.482 2025 £'ooo 2024 £'ooo Splits: Listed Iiiveotment Investment cash 10,155 187 10.027 220 10,342 10,247 12. SUBSIDIARY UNDERTAKINGS Frièndship Works: Friendship Works 15 a dormant charitable comp8ny incorporated in Engl8nd and Wales (Charity no- 1017460, Company no.. 2754587) controlled by Family Action by virtue of being its sole member. Buildlng A Now Direction (BAND): BAND is a dormant charitable company incorporated in England and Wales (Cherity no.. 1060822, Company no- 032845041 controlled by Family Action by virtue ol being its solè member. PAC-UK Ltd: PAC-UK is a dormant charitable company irncorF)oreted in England and Wales (Charity no.. 294998, Company no.. 2040322) controlled by Family Action by virtue of bein8 Its sole member. Portsmouth Abuse & Rape Counselling Service (PARCS) PARCS is a dormant charitable company ineorporated in England And Wales (Charity no.. 1079950, Company no.. 3643599) controlled by F8mily Action by virtue of being its sole member. The registered off ice address ol each subsidiary undertaking is 34 Wharf Road, London Nl 7GR. FAMILY ACTION NOTES TO THE FINANCIAL STATEMENTS Icont) FOR THE YEAR ENDED 31 MARCH 2025 13_ DFBTORS 2025 £'ooo 2024 £'ooo Amount5 invoiced to lunders PTep8yments and accrued income Oth8r Dobtors 5,122 715 5.631 340 5.844 5.980 CREDITORS: amounts falling due within one yèar 2025 £'ooo 2024 £'ooo Trade Creditors Payment received on account for contracts Deferred Income Tax and social security Other cr￿ltOrS 1,120 456 376 1,007 1,126 834 606 222 938 395 4,085 2.995 Dgfgrr9d incomo represents fundin8 fAcpivArl in Arlvxntrg nf tho provision of the related services. All deferred income held at the end of the previous financial year has been recognised within the current financi81 yeer. FAMILY ACTION NOTES TO THE FINANCIAL STATEMENTS Icont) FOR THE YEAR ENDED 31 MARCH 2025 15. UNRESTRICTED FUNDS AS ATMARCH 2025 Balance Movement in Funds Gains and transter £'ooo Bal8n¢& 31 March 2024 Incoming Resources Expenditur? 31 March 2025 £'ooo £'ooo £'ooo £'ooo Gener81 funds Fixed Assets fund Property Improvemeni fund Service Development Fund Staff Contingency Digit81 development Brand Development Service & Innovation Relate Designated Fund Continuous Imp. & Org. Dev. 4,952 530 150 3,730 (4,942) 118) (50) 3,722 486 150 48 1,067 875 57 65 52 249 157) 157) 165) (56) (282) 2,584 2.099 2,302 2,099 6.729 3,730 (585) 9.874 The genèral funds represent the free funds ot the Charity, which ar& not designated for any particular purpose. The balance as 8t 31 March 2025 is.. £3,722k12024.. £4,952k). The fixed assets fund represents leasehold irnprovements ol the Charity's offices used for charit8ble activities. The bglanco gs at 31 March 2025 is £486k (2024: £530k). Property improvement5 fund is a designated fund set aside for the ¢y¢lical repairs and maintenance of the Head Office property. The balance as at 31 March 2025 15 £150k (2024.. £150k). A Service development fund ha5 been set up to enable the Charity to manage planned peyment of liabilities ancl budget defi¢it$. This is essential for the future of the Charity and is designated so excluded from free reseNes. The belanee Ès at 31 March 2025 is £48k (2024.. £48k). The st8ff contingency fund has been set up to enable th& Charity to meet its contracted obligations wherÈ services experience staff absences due to sickness, redundancy or maternity tor which additional funding is not available. The balance as et March 2025 is £1,067k (2024= £875k). During the year, the Board designated £25m to support the stabilisation and development of Rèlate 8t Family Action until it reaches break even position. The loss of £282k up until March 2025 was ¢har8ed to this fund. The balance as at March 2025 is £Z302k (2024.. Nill. Designation of £2m as investment in our Quality and Continuous Improvement team to enable Farnily Action to implement key aspects of its 2024-2029 fivo yeer org8nisational strgtfygy end to help us address Some current challenges in maneging risk within our service delivery. The balance as at March 2025 is £2,099k (2024.. Nil). FAMILY ACTION NOTES TO THE FINANCIAL STATEMENTS (cont) FOR THE YEAR ENDED 31 MARCH 2025 We see the conclusion o* the Board approved spend on some key developmental projgcts namely.. Digital & Websitè D•velopmenL to redevelop the Family Action website to ensure it is fit for purpose and accurately represents the charity. The balance as at March 2025 is Nil (2024.. £57k). Brand Development. to review and refresh the Family Action brand and p081tioning to improve recognition and engagemeni and drive unrestricted income 8eneratiorn The b818n¢e as at March 2025 is Nil (2024.. £65kl. Service & Innovation Development to fund a dèvelopment role which will ensure that Family Action remains 8t thè cutring edge of new service design and innovations. The balance as at March 2025 is Nil (2024.. £52k). FAMILY ACTION NOTES TO THE FINANCIAL STATEMENTS (cont) FOR THE YEAR ENDED 31 MARCH 2025 I& UNRESTRICTED FUNDS AS AT MARCH 2024 8alance Movement In Fund$ Balanee 31 March 2023 In¢oming Gains Resourc•s and transters 31 March 2024 Expendlture £'ooo 5.281 574 150 £'ooo 2,004 000 251 £'ooo £'ooo (2,584) 4,952 144) 530 150 General funds Fixed Assets fund Property lrnprovement fur¢d Service Development Funds Staff Contingency Digitel development Brand Development Service & Innovation 548 (500) 249 48 703 112 160 ill (77) (55) (95) 159) 875 57 65 52 7.639 2.004 (2,914) 6,729 16. RESTRICTED FUNDS AS AT March 2025 Balance Movemont in Fund¥ Balance 31 March 2024 Incomlng Gainsl(losses) Resources and transfèrs Expenditurè 31 March 2025 £'ooo £'ooo £'ooo £'ooo £'ooo Opgrational services 13,212 39.666 (41,256) 11,622 Other rgstri¢ted funds: New Day Other Restricted funds Nora Henry Trust E & W Morgan Trust Other Endowment funds 156 962 37 336 374 156 515 36 1152) (506) (46) 160 971 27 336 413 179 (143) Total oth•r re$tri¢ted funds 1,865 886 (847) 1,907 Restricted income lunds 15,077 40,552 (42,103) 13,529 Pension Scheme reserve (10.862) 1,730 (9,022) Total restricted funds Including pension schem¢ ro$?rv& 4,215 40,552 1.733 141,993) 4,507 FAMILY ACTION NOTES TO THE FINANCIAL STATEMENTS Icont) FOR THE YEAR ENDED 31 MARCH 2025 Restricted funds Comprise two main elements: The unexpended income from Operational Services of £11,622k as at 31 March 2025 12024.. £13,212k). These restricted luncls represent funded projects and services run by Fèmily Action. The balance consists mainly of start-up funding on new projects not yet spent and funding to be cerried forward as agreed with individual funders. 2. Family Action administers endowed and non-endowed trust funds. It distributes this income in the form of grants to individuals. The unexpended income from the funds is carried forward under its restricted purpose. This amounts to £1,907k as at March 2025 lof which £413k is h&ld os investment in our portfolio) comp8red with £1,865k in 2024 (of which £374k is held as tnvestment in our poyttolio). Sufficient resourcès are held in an appropriate form to enable each fund to be applied in accordance with thg restrictions imposed FAMILY ACTION NOTES TO THE FINANCIAL STATEMENTS Icont) FOR THE YEAR ENDED 31 MARCH 2025 16. RESTRICTED FUNDS AS AT March 2024 Balane• Movem?nt in Funds In¢oming Gainsl(losses) Resources and transfers Balance 31 Mareh 2023 31 March 2024 Expgnditure £'ooo £'ooo £'ooo £'ooo £'ooo Operational servlces Other restricted fund New Day Other Restricted funds Nora Henry Trust E & W Morgan T¥ust Other Endowment funds 11,280 37,380 (35.448) 13,212 115 903 174 515 50 (133) (456) (17) 156 962 37 336 374 330 383 238 (247) Total other rTrstricted fund3 l735 977 (853) l865 Restricted incomè fund$ 13,015 38.357 136,301) 15.077 Pension sch•m• r•saN• (9,681) (1.242) 110,862) Tot81 restricted funds including pension scheme r¢serve 3,334 38,357 (1.238) (36.240) 4,215 FAMILY ACTION NOTES TO THE FINANCIAL STATEMETrtrs (cont) FOR THE YEAR ENDED 31 MARCH 2025 17. Charity Reg. Number Balanea 31 March 2024 Expenditure and Unrealisèd Gainsl(losses) £'ooo Balance 31 Mar¢h 2025 Permanent Endowments Caterham WhytelèÈfe Trust 272724 Eleanor Ponsonby Trust 275060 FWA Greater London R81ief in Need Charity FWA National Relief in Neèd FWA Relief in Need Charity lor the Aged 237118 FWA Relief in Sickness Charity 264713 Women's Holiday Fund 207455 Metropolitan Visiting and Relief Associ8tion £'ooo 725 I161 £'ooo 731 10 1006487 231205 880 io 890 811 803 970 981 687 940 681 931 251586 207228 205288 368 262 122 371 Queen Adelaide Fund Bishop Andrew5 Charity Other funds (balances < £lOO,000) 266 122 292 292 7,195 67 7,262 Exp•ndable endowm•nts Nora Henry Trust Fenton Trust L8mming Will Trust Other funds (balances < £lOO,000) 313949 247552 1,732 96 125 15 1,747 97 127 216257 724 2.670 25 2,695 Total endowment funds 9,865 92 9,957 Family Action manages trust funds with or without èndowments. There are permanent and èxpendable endowments in addition to restricted trust funds. The general policy is not to spend the fund's capital avan il permitted to do so wtthin the terms of thè trust deed. The c8Pltal is invested and income is disbursed The tru8t deed Specifies the purpose for which the income can be usad. The market value of the invested funds (including the above endowments funds) as et March 2025 is £10,342k compered with £10,247k in 2024. An increase in merket V91ue, which are unrealisèd gains, amounts to £188k compared with a reduction in value in 2024 of £170k. F8mily A¢tion Trustees have established a grant allocation team to approve the disbursal of 8rant5 in line with the tfrrms of the trusts. All unexpended income is held as restricted funds for the purpose specifieé. F8mily Action presents invtrstmènt mana8ement fe8s on endowment funds separately on the f8¢8 of thè SOFA but as these are linked to the movements in the value of the undgrlying investments, the costs and unrealised gains and I05ses reported in the year are combined under one column. FAMILY ACTION NOTES TO THE FINANCIAL STATEMENTS (cont) FOR THE YEAR ENDED 31 MARCH 2025 Charity Balanco 31 Reg. March Number 2023 Expenditure and Unrtalised Galnsl(losse¥) £'ooo Balance 31 March 2024 Pèrmanent Endowments Caterham Whytelèafe Trust 272724 Elearsor Ponsonby Trust 275060 FWA Greater London R@liet in Need Charity 1006487 FWA National Relièf in Néed 231205 FWA Relief in Need Charity for the Aged 237118 FWA Reli@f in Sickrhoss Charity 264Th3 Women's Holiday Fund 207455 Metropolitan Visitin8 and Relief Associ8tion Queen Adelaide Fund Bishop Andrews Charity Other funds Ibalances < ￿00,000) £'ooo 713 1.142 £'ooo 725 12 19 865 790 15 13 880 803 954 670 916 16 970 681 931 15 251586 207228 205288 362 258 120 368 262 122 285 292 7.075 120 7195 Exp•ndable •ndowments Nora Henry Trust Fenton Trust Lamming Will Trust Alfred de Rothschild Trust Other funds (balances < £lOO.000) 313949 247552 216257 202225 1.703 29 1.732 96 125 717 123 705 12 Z625 45 Z670 Total endowment funds 9.700 165 9,865 Family Action manages trust funds with or without endowments. There are permanent and expendable endowment in addition to restricted trust fLJnds. The general policy is not to spend the fund's capital èven if permitted to do $0 within the terms of the trust deed. The capital is invested and income is disbursed. The trust deed sp*cifiEs the purp05e for which the income c8n be used. The marker velue of the invèsted funds (including the above endowments funds) as at March 2024 is £10,247k Compared with £10,077k in 2023. An incre85e in market value. which are unrealised gains. amounts to £170k compared with a r8duction in value in 2023 of £1,130k. Family Action Trustees have established 8 grant allocation teBm to approve the disbursal of grants in line with the terms of the trusts. All unèxpended income is held as restricted funds tor the purpose specified. Family Action presents investm8nt rn8na8ement fees on endowment funds separately on the face of the SOFA but as these are linked to the movernents in the v81ue of the underlying investments. the costs and unrealised gains and losses reported in thé yèar are combined under one column. FAMILY ACTION NOTES TO THE FINANCIAL STATEMENTS (cont) FOR THE YEAR ENDED 31 MARCH 2025 18. ANALYSIS OF NET ASSETS BETWEEN FUNDS AS AT 31 March 2025 Unrestricted Funds £'ooo Restricted Funds £'ooo Endowment Funds £'ooo Total Funds £'ooo Fund balanc&s •t 31 March 2025 Aré represented by. Tangible fixed assets Investments Current asset5 Current liabilities Pension scheme deficit 4.427 4,427 10,342 22,678 (4,087) (9,022) 385 16,412 13,2681 19,022) 9,957 6,266 (819) Total net assets 9,874 4.507 9,957 24.338 Unrealised gains included abov?.. Total unrealised goins at 31 March 2025 133) (884) 1917) ANAL YSIS OF NET ASSETS BEfwEEN FUNDS AS AT 31 March 2024 Unrgstricted Funds £'ooo Restricted Funds £'ooo Endowment Funds £'ooo Tot81 Funds £'ooo Fund balances at 31 March 2024 Are represented by.. Tangible fixed 8559ts Investments Current assets Currenr liabilities Pension scheme deficit 4497 4,497 10,247 19,922 (19951 (10,862) 382 17.090 12,395) (10,8621 9,865 2,832 (600) Total net assets 6,729 4.215 9,865 20.809 Unrealised gain$ included above: Total unrealised 88ins et 31 March 2024 (29) (7361 (765) FAMILY ACTION NOTES TO THE FINANCIAL STATEMENTS (cont) FOR THE YEAR ENDED 31 MARCH 2025 19. LEASING COMMITMENTS At 31 March 2024 the charitable company had future minimum rentals payable undèr non-cancellable operating leases as detailed below.. 2025 Property £'ooo 2025 Other £'ooo 2024 Property £'ooo 2024 Other £'ooo Minimum lease payments due withi one year within two to five years over five years 451 229 174 183 744 833 854 The Charity carefully manages its lease obligations to ensure that the lease terms c105ely match the length ol service contracts end for non-se¥vice-related properties that appropriate break clauses are in p18ce to safeguard the Charity's resources. 20. CONDUIT FUNDS Balance 31 M8rch 2024 Outgoing Funds Balance 31 March 2025 £'ooo £'ooo £'ooo Motor Insurance Bureau 27 (141 13 Deputy and Trustee Sarvi¢es 36 36 CAMHS Alliance Fundholder 392 1287) 105 455 (301) 154 Motor Insurance Bureau.. Family Action 8Cts as custodian trustee lor minors in respect of 8w8rds made by the Motor Insurance Bureau. These funds are paid out to the individual benefactors on reaching the age of maturity. Deputy and Trustee Services.. The Head of Deputy and Trustaè Services 8¢ts es deputy lor people who do not have the capacity to manage their own finenci818ffairs and undertakes the day-to-day m8nagement of their fin8neial affairs in line with guidelines provided by the Office of thè Public Guardian. During the year a majority of the clients were moved with ord&rs from the court to firms of solicitors with orTrly the 8ccounts ol deceased clients left. These will be resolved by the courts Wlth balance on the accounts paid out aeeordin81y. CAMHS Allianca Fund Holder. F8mily Action are the Fund holder for City & Hackriey Child and Adolescent Mental He81th Service ICAMHS) Alliance. Family Action Is responsible for payment of invoices on bghglf ol the alliance to various Service providers commissioned by the NHS City & Hackney CC& 66 FAMILY ACTION NOTES TO THE FINANCIAL STATEMENTS (cont) FOR THE YEAR ENDED 31 MARCH 2025 21. RELATED PARTY TRANSACTIONS Dez Holrnes, a trustee of Family Actiory is also a member of the key management personnel of Research in Practi¢¢ (RIP) (now part of the National Children's Bureau), a mernbership organi54tion providing online resources supporting evidence-informed practice with children and families. young people and adults. A valuable professional online resource for all of Family Action staff. During the year. Family Action h85 an active membership subscription at a cost of £25,500 (2024.. £24750) per annum. This transaction was carried out at an arm's len8th b8SIS. Donetions made by Tnjstees totalled £9,181 as of 31 March 2025 (2024.. £5,400). There are no other related party transactions to reporL 67 FAMILY ACTION NOTES TO THE FINANCIAL STATEMENTS (cont) FOR THE YEAR ENDED 31 MARCH 2025 Annual Roport and Accounts of tha sèrvieè delivery activities on the Isle ot Man for the year endod 31 March 2025. Famlly Support S•rvle• Ov•rvl•w. The primary purpose of the Family Support Service is to provide timely, time limited, ettectivè and targeted support to childron with complex needs (CWCNI and 8ddition81 needs ICWAN). The focus of the service is early help and support (EHaS) for children and families on the Isle of Man (lom). All interventions are evidence-based and consist of a variety of support programmes that include l.'I support for children. young p6ople and their families. l.'I parentin8 SUPPOTt in thè family horne and tailored emotional and practical support for families in nead ol h8nds-on support. Fatnily Support Workers deliver support in the family home. vvhich enebles them to see ¢hildren's true lived experieneès and gain a better understanding of how best to drive positivè outcornes for the children and families on the lom. T•ble I Quarter oi Q2 Q3 Q4 Period April - June 2024 July - September 2024 October - December 2024 J8nu8ry- March 2025 EH8S referr81s received 15 21 30 38 CWCN referrals received 17 12 18 20 Table I demonstrates that referrals are received on a regular basis for both EHaS 8rnd CWCN support. Family Action accepted 811 referr81s received. All f8milies were contacted within 48 hours after the initial EH881 CWCN meeting. On average. EHaS cases were supported ovèr 8 pèriod of 11.2 weeks. Family Action pridas itsolf on delivering evidence-based parenting programmes and interventions th¥t include= Incredible Years Parenting Programme. Solihull Parenting Programme. Triple P Paiènting Programme, ACE'S Adult ACE Recovery Toolkit Tho Salford Graded Profile Outcomes: The Family Star tool is used to measure the distance-travelled outcomes for èach of thè referred larrilies and their children. Familie$ are asked to 5¢0re 7 of the Family Star domains that include Home and Money," Boundaries & Behaviour.. F8rnily Routines,. Physical Health.. Emotion81 Wellbeing," Keeping Childrèn Safe,. and Education and Learnin8. Families arè encouraged to be open and horsest during the Family Star session, so that tho right support can be offered to them during the 12-week intervention. Families 8re encoureged to review their Family Star scores 8t the 6-week 8nd 12-point to help them see how far they have come and the positive Changes they have achieved. In r8lÉtion to CWCN cases, famili&s received interventions with an average of 8.5 weeks. Families and children were supported by more experienced Family Support Workers who worked c105ely with the Social Workers and many other agencies such 85 health, CAMHS, DAT or Motiv8. All families and children received minimum one visit per week,. however, where crisis was recorded, sessions were increased adequarely. Family Support Workers attended Strategy, nètwork 8nd profession81 meetings as required. Step-up processes were applied when 58fegu8rdin8 ¢onggrn5 were recognisod by Family Action workers. 68 FAMILY ACTION NOTES TO THE FINANCIAL STATEMENTS Icontl FOR THE YEAR ENDED 31 MARCH 2025 F8$db8ck. Family Action seeks feedback on a regular basis. Families are contacted 12 weeks after the ersd of the intervention. This helps to determine if our interventions are successful. and il *amilies are able to sustain changes. Examples ol feedback received include-. Séssions helped to align my husband's and my parenting style and appro8¢hes. Support helped us to recluce the 8mount of bickering between us. Ic was good to have someone to look at our situation from the outside Bnd ¥ive us feedb8ck and guidance on how to do better. Shg mf t my daughter and listened to her,. she gave us srrategies ¢0 hglp with school 8ttendance. She is attending every day now and we have no issues at present. We have 3 young children and our support worker understood that things can be very chall8ngAr)g. She W8s also very supportive to me when l experienced a mental health dip, she advocated for my needs. 1am feeling more confident as a mum. l em going out more wffjth the children and by myself (walks, shops). I lelt confident to look at research about medication for ADHD. I would havo never done that before. I would have sat and worried. We are in è very good plèee 8nd still use strategies that we learn¢ but not as oftgn 85 we needed to because her behaviour is so much bett61r. Things 8re posltive and much better to where we were when we started. There are Still challenges but I can respond better. Before Family A¢tion I was 8 sinking ship and hopeless but now I feel Confident in my p8renting skills and how ro respond to my Child. The support Was great,. really helpful it helped me and my husband to honestly look 8t our parenting and approaches,. very supportive, ¢omfL)rtoble, re8listlC 8nd reassuring. l used to feel nerwous as è mum but now I feel confident. I really enjoyed the support. It like 8 weekly therapy session, but with feedback and reflection on what I could do differently, or how to change things for the betrer. rhe support Was non-judgmental. I Suptrvi$od Contact Centre: The purpose ol the service is to provide the looked after children with a sale environment where their emotior¢al and physical safety needs are met during coritact with their birth families. SCC will help parents to tnaint8in positive relationships with their Children whilst they reside with family members, foster carers or in residential care. Any harmful and abusive contact is to be recognised, reported and steps are to be t8ken to reduce or remove such harm or abuse. The Supervised Contact Centre is required to deliver up to 90 hours of lace-to-lace contact sessions per week. All referrals to the contact centra ara is$ugd by the Local Authority, Manx Care. Referrals for private contects are not authorised. Table 2 dÈmon5trates the volume ol contacts between QI and Q4 2024-25. Referra15 to the service continue to reduce, a trend seen since 2016. Regular monthly meetings are held with the Children and F8niilies team in Manx Care to manage contact hoLJrs and prepare for any new referrals. SCC delivers sessions across 6-days, including Saturdays. Table 2 Quartor Period Average hours dolivor¢d er week) April - June 2024 July - Septernber 2024 October - December 2024 January - March 2025 46 29.9 45.7 33.6 Q2 Q3 Q4 69 FAMILY ACTION NOTES TO THE FINANCIAL STATEMENTS (cont) FOR THE YEAR Ef4DED 31 MARCH 2025 Faodback: I cannot rhank you enough for the time, help and support that you have offered to both my son and l ovÈr the 185t 15 months. rhe rooms rhat have been providecl for cont8Ct have been overhauled 8nd trensFormed during my period gs ? user, and it's such a welcoming, well quipped 8nvironrnen¢ there is plenty of activities. gemes and equipmént to use, which is kept very cle8n and tidy. -SCC Coordinator h8s been very effi¢iEnt in responding and keeping me informed about contact sessions. Shf has an excellent manner in keeping things professional, yet 81ways very personable, friendly. warm and inviting. l just want to take the opportunity to thank you for your time, support of F during sessions (a 8reat help for his feelin88 of security) $nd your consideration and under8t8nding throughout an emotionally difficult time for F. ISLE OF MAN SNCOME AND EXPENDITURE FOR THE YEAR ENDED 31 March 2025 Restri¢tod Total Funds 2025 £'ooo £'ooo Total 2024 £'ooo Notes Incom• from: Charitablè activities 887 887 868 Total 887 887 868 Expenditure on- Raising funds.. CharitÈble activities 944 944 Total 948 948 850 Net income (59) (59) 18 NOTE&. 2025 2024 £'ooo È'ooo Income from Isle of Man Govemment 887 868 Expenditure Activltles Grant Undertaken Funding of Dire¢tJy activities Support costs Total Total 2025 2024 £'ooo £'ooo 946 850 £'ooo £'ooo £'ooo 36 Children & F•mili•$ work 910 70