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2025-03-31-accounts

Company number: 1633333 Charity number: 284912 Charity number (Scotland): SC039169

Contact a Family (trading as Contact)

Report and financial statements for the year ended 31 March 2025

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Contact a Family (trading as Contact)

Reference and administrative information

For the year ended 31 March 2025

Charity number (Scotland) SC039169

Registered office and operational address Wenlock Studios, 50-52 Wharf Road, London, N1 7EU

Status The organisation is a charitable company limited by guarantee, incorporated on 5 May 1982 and registered as a charity on 20 June 1982.

Governing document The company was established under a Memorandum of Association which established the objects and powers of the charitable company and was governed under the company’s Articles of Association. The Memorandum and Articles of Association were incorporated on 5 May 1982 and amended on 6 December 1999, 22 November 2004, 22 November 2007 and 20 November 2008.

Pursuant to Chapter 3 of Part 13 of the Companies Act 2006, the existing Articles of Association and clauses 1 to 12 of the existing Memorandum of Association were replaced in their entirety by a revised Articles of Association on 26 November 2024.

Summary of investment powers The Trustees may deposit or invest funds in any manner, but only after obtaining advice from a financial expert and having regard to the suitability of investments and the need for diversification. The management of investments may be

delegated to a financial expert, provided transactions and performance are reported to and reviewed by the Trustees. The Trustees have the power to arrange for investments to be held in the name of a nominee under the control of the Trustees or of a financial expert acting under their instructions and to pay any reasonable fee required.

Company number 1633333

Charity number 284912

Trading name Contact

Honorary officers Vanessa Longley, Chair (joined Sept 2024), Angela Kitching, Acting Chair (until

September 2024); Eleanor Christie, Treasurer

Bankers Unity Trust Bank plc, Nine Brindley place, 4 Oozells Square, Birmingham B1 2HB

Solicitors Russell-Cooke Solicitors, 8 Bedford Row, London, WC1R 4BX

Auditors Sayer Vincent, Chartered accountants and statutory auditors. 110 Golden Lane, London EC1Y 0TG

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Contact a Family (trading as Contact)

Reference and administrative information

For the year ended 31 March 2025

Trustees

The Trustees, who are also directors under company law, who served during the year and up to the date of this report were as follows:

Vanessa Longley, Chair, joined September 2024 Angela Kitching, Acting Chair, retired September 2024 Eleanor Christie, Treasurer Elizabeth (Ed) Archer, joined September 2024 Jamileh Tufail (Wales) Gyll Curtis-Machin (Scotland) Charles Sladdin Sarah Church Janet Leach, retired July 2025 Ben Clarkson Kate Fleck (Northern Ireland), resigned July 2025 Laura Riach , resigned May 2025 Laura Godwin, joined September 2024 Ramandeep Kaur, joined September 2024

Patrons

Chief Executive Officer Anna Bird

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Contact a Family (trading as Contact)

Trustees’ annual report

For the year ended 31 March 2025

Introduction from the Chair, Vanessa Longley, for the year ended 31 March 2025

This year, Contact has stayed true to what matters most: being there for families with disabled children. We've been unwavering in our commitment to families, offering trusted advice, information and support, and championing their rights through bold and collaborative campaigning.

We know the landscape is shifting. More children are living with complex needs and disabilities than ever before, with increasing diagnoses of autism and mental ill health. At the same time, families continue to face the twin pressures of a cost-of-living crisis and declining access to the services they depend on.

In this context, Contact has been a steady hand, helping parents find their way through an often complicated and under-resourced system. Over the past year, we supported a total of 381,000 families, each interaction a reminder of why our work matters.

Our helpline and regional teams have responded to growing complexity in the questions families are asking. We expanded our work supporting families whose children are in hospital and delivered more workshops than ever before, focusing on the issues that parents tell us matter the most, from managing challenging behaviour to navigating educational support.

We were proud to renew our contract with the Department for Education, enabling us to continue offering information and advice through our helpline and website, and to support parent carer forums across England. In Wales, new and much-needed funding allowed us to deliver a vital series of resiliencebuilding workshops for parent carers - equipping families with tools to cope and feel more in control.

The past year also brought significant political change. A new Government has raised the prospect of reforms that could reshape how families access benefits and education. Through our work at Contact, and as a leading voice within the Disabled Children’s Partnership, we’ve spoken up loudly and clearly on the issues families say matter most: the financial pressures they face, the need for accessible social care, and a fairer education system.

Thanks to our supporters, our financial position remains strong, enabling us to deliver this vital work. I want to extend heartfelt thanks to our funders, volunteers, individual donors and the many Trusts and Foundations whose generosity powers everything we do.

Alongside delivery, we’ve spent the year shaping our new organisational strategy, a five-year plan we’ll formally launch in 2025–26. Grounded in listening and learning, our approach includes regular annual reviews so we can remain responsive in a fast-changing world. That learning has been deeply shaped by the unpredictable context of recent years, including the COVID-19 pandemic, which challenged and redirected so many of our original goals.

To our incredible staff: your commitment, passion and resilience have been the bedrock of all we’ve achieved this year. Thank you for everything you give.

To our Board of Trustees, I offer sincere thanks for your wisdom and service. We were sad to say farewell to Angela Kitching, whose leadership as Chair left a strong legacy. And we were delighted to welcome Ed Archer, Ramandeep Kaur and Laura Godwin - whose insight, energy and dedication have already made a powerful impact.

Together, we look ahead with hope, grounded in the voices of families, and committed to creating a future where every child with a disability, and every parent carer, gets the support they deserve.

Vanessa Longley

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Contact a Family (trading as Contact)

Trustees’ annual report

For the year ended 31 March 2025

TRUSTEES’ REPORT

At Contact:

This report updates on what we have delivered as a charity in 2024-25 in each area.

Contact’s impact 2024-25

In 2024/25, Contact helped 381,000 parents with our trusted and valued information, advice and support.

Throughout the year we:

Parent carers reported the outcomes below following Contact’s support across all services:

95% feel better informed about how to get the support they need

88% feel more confident

68% feel better able to deal with stress 74% feel less isolated 97% would recommend Contact services to others

Information, advice and support

Helpline

Demand for advice and information from our Helpline team continued and our dedicated parent advisers dealt with 9,851 enquiries throughout the year. Our team provided advice and information on a range of issues. Education and benefit enquiries were the key issues this year, followed by social care concerns.

Our telephone helpline remains the most popular way to reach an adviser, followed by email and live chat. Education enquiries included advice about SEN support in mainstream school, Education Health and Care assessments and plans, SEND Tribunal appeals and attendance. Benefit enquiries included DLA, followed by Universal Credit with a need for expert advice focused on managed migration from legacy benefits to Universal Credit and helping parents to navigate the complexity of claiming benefits for disabled young people in education.

Helpline survey responses include 96% satisfaction and 97% recommendation scores from users this year.

“Accessing Contact has been a lifeline… Contact has saved my sanity.”

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Contact a Family (trading as Contact)

Trustees’ annual report

For the year ended 31 March 2025

Family Finances

Throughout the year our Family Finances team responded to 785 benefits enquiries and made 424 indepth call-backs for more complex enquiries. As a result of the team’s advice, families reported significant improvements to their family’s financial situation, with eligible families being better off by an average of £ 5,538 a year (£107 per week).

In addition our team of two expert Family Finance advisers delivered two Facebook Q&As and two webinars supporting 148 parents, as well as creating 3 new videos on Universal Credit.

Following help from our Family Finance team, 100% of parents reported feeling better informed about their rights to benefits and grants and 99% would recommend the service to others.

“Helped me get my UC migration pushed back. I was really worried that I would be made to claim this year and would be left without support for my child.” A parent carer

“I felt really supported and that you were on my side.” A parent carer

“The system is so harsh and complicated. I’ve found it a struggle to navigate it all and at least I understand things a lot better having the chance to discuss things with you.” A parent carer.

Online

We held nine extremely popular Facebook Q&As and Facebook Live sessions where parents put their questions directly to our parent advisers about pre-arranged topics enabling us to reach many at one time. Issues covered included parent carers most common concerns like Universal Credit, school transport Education, Health and Care plans, Carers Allowance and help with council tax.

This year, while we continued to maintain a presence on Twitter/X, we decided to concentrate on promoting our other social media channels like Facebook, LinkedIn, Instagram - which now has over 3,380 follows - and YouTube. There are now nearly 25,000 members of our Facebook group, a safe space exclusive to parent carers where they can support each other, and during the year we had nearly 66,000 podcast and YouTube views. We also launched some new channels like WhatsApp broadcast, BlueSky, Threads and TikTok which continue to grow.

In addition, we have re-invigorated our Helpful Podcast for Families With Disabled Children by trialing a move from 5 minute audio explanations from one of our parent advisers on a particular topic, to longer 20-30 minute episodes that take one of parent carers’ top issues and looks at in more detail with a central host interviewing a mixture of parents, Contact parent advisers and other relevant guests. And nearly 68,000 people have signed up to receive one or more of our regular e-newsletters full of useful resources and information for parents, fundraisers, practitioners and supporters who are interested in hearing more about what we do and our impact.

Listening Ear – emotional support for parent carers

Contact delivered 392 Listening Ear appointments during the year with thanks to funding from True Colours Trust and the Roald Dahl Marvellous Children’s Charity.

As a result of being helped by the service parents reported:

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Contact a Family (trading as Contact)

Trustees’ annual report

For the year ended 31 March 2025

The parent advisers in our Listening Ear team are all parents of disabled children and young people, plus they have a huge wealth of professional experience. Each appointment is one hour long so we can give parent callers the time and space to talk about their difficulties and frustrations, providing emotional support as well as excellent advice and information.

98% of parents who used the service, rated the adviser’s knowledge as Excellent or Good; and 100% rated the adviser’s communication skills as Excellent or Good.

We continued to ask parents their reason(s) for booking the service, to continue to evidence the need for it. We found that:

Thank you so much for our phone conversation yesterday and for your extremely helpful email and the links. I can't stress how appreciative I am for your support and advice, and also just for being a listening ear; it makes such a difference and has definitely made me feel better in myself and I feel more able to push in the right way for greater support for [child].

Thank you again for our Contact conversation last night. I've had multiple people tell me this morning how much my demeanour has changed and that is due to the huge boost of confidence you gave me in our conversation.

By Your Side – reaching out to families in hospital

During the year, our By Your Side team supported 2,413 families whose disabled and sick children need hospital care in London, Newcastle, Birmingham, Liverpool and Glasgow. The team also gave advice and information to 784 professionals, helping them to help families.

Due to increased support from a corporate partner, we were able to recruit a second part-time Parent Adviser, bringing the team to X advisers. With the support of our highly experienced and passionate volunteers, the team are reaching more families in hospital, giving practical advice and information and providing emotional support. They are spending more time at Evelina Children’s Hospital as well as holding a second information stand in Great Ormond Street. This opportunity for the second stand is a result of Pears’ rare conditions funding.

Following support from our By Your Side team 100% of families reported feeling better informed and 92% felt more confident.

“I'm very grateful for your continued support to me and my family and for your support to the many other families affect by rare conditions who you help to navigate the systems.” A parent carer

“Cannot thank you enough for the information, I think life changing for us!!” A parent carer.

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Contact a Family (trading as Contact)

Trustees’ annual report

For the year ended 31 March 2025

Supporting families of children with rare conditions

Our work to provide support to families whose children have rare or undiagnosed conditions continued to be a much-valued service. We provided 1:1 advice and support to 1186 rare conditions families via our Helpline By Your Side and Listening Ear teams. Our medical information web pages had 91,227 visitors throughout the year. These include information about living with a rare condition, the diagnosis process and our A-Z of medical conditions.

Over the course of the year 81 conditions were updated or added to the medical A-Z hosted on Contact’s website.

An additional 29 families with complicated enquiries received in-depth support from our Rare Conditions Officer. This tailored support often involves seeking detailed medical information from our network of specialists as well as connecting families with others, sometimes globally, whose child has the same condition.

We held our second rare condition conference in June which heard from parents sharing their experiences of living with a child with a rare condition, alongside updates from support groups who have received a grant thanks to the Pears Foundation.

Thanks to funding from Pears Foundation, we created the Rare Conditions Network and resources to help the support groups and charities who are part of our network. This includes a toolkit with advice and tips to manage volunteers, guidance on using social media, and our group action pack.

Hemihelp – support for families of children with Hemiplegia

In May, our HemiHelp team hosted a Better Together Family Fun Day for 20 families, offering connection and support for children with hemiplegia, their siblings, and parents. One parent said, “Seeing kids who have been where [my child] is now and their progress really gave us reassurance of how she can positively progress and overcome some of the challenges she currently faces.”

We also ran two well-received parent workshops just for our HemiHelp families, and our Facebook group has grown to 6,500 members, offering vital peer support. This year, we launched an updated online version of the HemiHelp schools pack aimed at teachers and other professionals who support children and young people with hemiplegia. Our animation What is Hemiplegia —viewed nearly 3,000 times—has received glowing feedback from parents and we saw over 8,500 people use our HemiHelp webpages. Over 2,500 people now receive our quarterly HemiHelp online magazine which is full of news and information for families caring for a child with Hemiplegia, alongside Contact’s wider support.

Fledglings e-commerce

Our e-commerce venture Fledglings has worked hard to increase the number of products available to families whilst also reducing costs. This year Fledglings average daily sales rose from £1,547 to £1,652 and we had 4,807 new customers. We now offer 12,530 products with new items including sensory furniture and a travel safety collection as well as more sensory toys and new ranges of incontinent swimwear. We are also an official supplier of the only UK registered anti choking device LifeVac. Fledglings also launched virtual coffee mornings, which have been very popular and are booked up well in advance each month.

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Contact a Family (trading as Contact)

Trustees’ annual report

For the year ended 31 March 2025

Autism Peer Education Programme

Autism Central is a national programme of peer support funded by NHS England. Contact has been delivering information and advice in the Midlands and London as part of the Autism Central project since 2022.

During that time we have recruited, trained and mentored 78 Peer Educators who all have lived experience of autism including some being autistic themselves.

We currently offer 1:1 support via phone calls, in person and through email. Throughout the year we delivered 2500 1:1s and 273 workshops and events covering topics including overwhelm, meltdowns and shutdowns.

“Thank you so much…for being so empathetic and understanding. I really appreciated your advice on the call and the information on this email.” A parent carer.

Supporting parent carers in London

An important aspect of all our London local teams is the depth of their reach into communities that are more likely to face exclusion due to racial, cultural, ethnic, religious and language barriers. 64% of our service users are listed as Black, Asian, Mixed or Other Ethnic Group, and 36% are White. This contrasts with London’s general ethnic breakdown (46% ethnic minority and 54% White).

The majority of our London colleagues are from the communities they support. For example our multiracial, multilingual and multi faith team and volunteers in Ealing enable us to support families in Punjabi, Arabic, Somali, Tamil, Urdu and Polish.

We were delighted to receive three-year funding to support Lewisham City Bridge Trust. It includes a three-year research project into how being from a black, Asian or other minority ethnic group affects how a child in London with SEND is supported in the education system. The research is looking at the barriers that exist for these parents and children so that practical recommendations for overcoming the barriers can be made.

We continue to support Lambeth families with information advice and support, as well as hosting the parent carer forum. Our two-year contract has been extended on a rolling basis and will retender in mid2024. We have secured new funding to provide a fun day for parents and we are about to start delivery on a new one-year project in conjunction with Lambeth Family Hubs funding to support parents of children aged 0-2.

Our Ealing team continue to deliver a huge volume of in-depth support to some of our most vulnerable families, over 80% of whom are from BAME backgrounds and some who are refugees and asylum seekers. We have increased our pool of volunteer translators and now offer support in five languages. The project is now our largest project in London with a team of eight part-time staff.

Our Helping Hand project, which supports families on the waiting list for a neurodevelopmental assessment, in the boroughs of Ealing, Hounslow and Hammersmith & Fulham continued to provide vital support. We are delighted that through this work we received funding for a two-year pilot project in Hounslow which has enabled us to set up an office in the borough supporting local families.

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Contact a Family (trading as Contact)

Trustees’ annual report

For the year ended 31 March 2025

Supporting parent carers in the devolved nations

Our Nations teams in Scotland, Northern Ireland and Wales provide information, guidance and support to parent carers and groups across each country. Devolved governments and services mean the information differs across the UK and needs dedicated expertise.

Northern Ireland

When a child reaches adulthood it can be a difficult time for families as they need to learn to navigate a new system of support. In Northern Ireland we finished the third year of our Preparing Parents for Transition programme and an external evaluator report found that it had been a success. The National Lottery funded project, supported parents with young people moving into adult life, helping them navigate the transition from educational provision to adult life, what to expect at each stage, available support services, parent carers rights, advocating for their young person, and their future options. As part of the project we worked with six special and mainstream schools and two additional schools to deliver the support. Due to the success of this project, we have been invited to apply to the National Lottery and build on the learning and outcomes for our next project.

Scotland

During the year our vital information service supported 134 parents and 70 professionals with 364 advice enquiries from across Scotland. In addition, we delivered 28 information events reaching 565 parents and 377 professionals, including a webinar on Support without a Diagnosis in partnership with Children in Scotland. We have also increased our support to families with children in hospital through our By Your Sid project. We now have information stands at two hospitals, the University Hospital Wishaw Lanarkshire and Queen Elizabeth Children’s Hospital Glasgow.

Our policy work includes collaboration with Parenting Across Scotland and chairing the Getting It Right For Every Child Advisory Group bringing third sector and Scottish Government together to improve the lives of families. We are very grateful to the Scottish Government for their continued funding of our information and policy work.

Wales

This year we launched our Building Resilience project in Wales, which has been developed with parents and is funded by the National Lottery. We have two new team members which has significantly increased our capacity and ability to support families across Wales. The project includes a Wellbeing Programme for parents, in person and online workshops, drop ins and digital resources, and much more. In this first year the team has supported 596 parent carers via 226 enquiries, 23 in-person support sessions and 22 online support sessions, and created new resources (digital factsheets) that have benefited 926 families with disabled children in Wales. The feedback from parents involved in the sessions has been overwhelmingly positive.

“I’ve never had that support before and it really is priceless. Usually once you do a course it’s over, and this continued support has been great. I feel that Contact genuinely cares.” A parent carer.

Connecting families

Contact was founded on the idea that parents are the best source of support to other parents and through building connections we can reduce isolation. Contact was started by a group of parent carers who came together to share their common challenges, joys and expertise. And today we continue to bring families together in multiple ways including family events, workshops, online and through our rare conditions work.

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Contact a Family (trading as Contact)

Trustees’ annual report

For the year ended 31 March 2025

Family events

This year we held 65 family events attended by 643 children and young people and 722 parent carers. These included sports days, trips to the beach, science discovery centres and Beamish Open Air Museum. We also provided online yoga to parents to promote wellbeing.

The events are organised by our London teams and through our Better Together programme. They are funding dependent.

Parent workshops

Our parent workshops remain popular, often being fully booked within days. They are a chance not only to learn valuable information, but also for parents to chat to others in a similar situation. This year we held 719 workshops attended by 6,626 parent carers and 1,635 professionals. The sessions cover topics including understanding a child’s behaviour, support for a child’s anxiety and educational support. They also included 44 Brighter Beginnings workshops targeted to early years parents, with a total attendance of 775 parent carers.

at a local level

Policy, Campaigns and Media

During the year we raised the profile of Contact in Parliament through the launch of our Counting the Costs flagship research about the financial situation for families with disabled children. 10 parents spoke at the event, sharing their experience and ideas for improving their own and other families’ living standards. In addition, our campaigns and policy team had meetings with 29 MPs and 4 Ministers and officials across DfE, DWP, MoJ, NHS England.

Ahead of the General Election in July, 2,277 parent carers engaged with their prospective parliamentary candidates through Contact’s campaign action, raising awareness of issues that matter the most to families with disabled children.

Also in the summer, we organised media training for 12 parents which helped build confidence as well as develop important skills of presenting and public speaking. Throughout the year we gave 21 parents a voice, giving them the opportunity to speak to the media on a wide range of topics, from the impact of energy costs, social care, school transport, Child Trust Funds and Free School Meals.

We held seven focus groups on topics including the Law Commission’s consultation on the reform of laws surrounding social care for disabled children, as well as school transport and attendance.

We generated more than 60 mentions in the press, reaching people 73.1 million times with Contact’s name and messages. Highlights included Chief Executive Anna Bird being interviewed on BBC Breakfast as well as Channel 4 News and mentions in national newspapers including the Sun, the Mirror and Mail online. To pay for equivalent advertising would have cost us £371,442.

“Thanks so much for the opportunity to attend the media and parliamentary training. So informative and a much-needed time for me to learn new skills out of the house and away from my full-time caring role at home! I’m hoping those skills can be put to good use in the not-too-distant future.” A parent carer.

Our Chief Executive, Anna Bird, continued to Chair the Disabled Children’s Partnership, an influential campaign group of over 120 charities and organisations. Among DCP’s highlights of the year were two

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Contact a Family (trading as Contact)

Trustees’ annual report

For the year ended 31 March 2025

major research reports and interviews and mentions in the national press including Radio 4’s Woman’s Hour.

Parent Participation

Parent carer forums are active across up to 153 local authorities in England; ensuring that the needs of disabled children and their families are prioritised in local, regional, and national decision making.

Contact continues to work closely with Parent Carer Forums and the National Network of Parent Carer forums to support parent carer participation across England. We administer the Department for Education grant for parent carer forums, and provide training, information, and advice to the forums through a team of advisers.

There are now 153,249 parent carer forum members, a huge increase of 25,328 in just one year. This demonstrates forums’ continued commitment to building connections with new parents in their communities.

The Participation team provided 5,950 hours of support and delivered 11 online learning sessions during the year with a total of 301 live attendances and 4,197 online views.

Together with the National Network of Parent Carer forums we ran the National Participation Conference, held in Northampton, with 195 representatives in attendance. In addition we held a virtual conference which attracted 155 attendees on the day and the recorded sessions have been viewed 1,225 times on our YouTube channel.

“The forum feels very well supported by Contact, both regarding funding and any other support we need. Information about funding application and reporting is always very clear and relevant. Queries and emails get responded quickly and information/help provided is always very good.” A parent carer forum.

Strategic developments and looking forward

We’ve spent the year shaping our new organisational strategy, a five-year plan we’ll formally launch in 2025–26. Our new strategy was co-produced with parent carers, who shaped it from start to finish. We consulted and sought feedback from groups and individual parents throughout the process.

We learnt from recent experience and wanted our strategy to remain responsive in a fast-changing world, so it includes regular annual reviews. That learning has been deeply shaped by the unpredictable context of recent years, including the COVID-19 pandemic, which challenged and redirected so many of our original goals.

Parents tell us that the thing that would make the biggest difference to their lives is to make it simpler and easier to get the help they need. Too often, families have to fight long, traumatic battles to get support for their child and themselves. Through our trusted information, advice and support which helps parents navigate complex systems, and our work to campaign and influence alongside families, Contact is uniquely placed to change this reality. Over the next five years, we will focus all of our efforts to end the battle that parent carers face, so that families can live more fulfilling and joyful lives.

With the right information, advice and support, parents tell us they feel less isolated and more equipped to care for their child and family. They also all say they wish they knew about Contact’s support earlier.

In future, every parent carer should get quality information and advice when they need it most. So our job over the next five years is to make sure every parent carer knows that help is at hand so we can reach families much sooner. That means more people knowing about Contact. And it means growing our services, so we are ready to help parents when they need us, every time.

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Contact a Family (trading as Contact)

Trustees’ annual report

For the year ended 31 March 2025

Alongside that, parents also tell us the system itself must change. It must be simpler, kinder and fairer. Help needs to come quicker, and to adapt over time because children grow, families change, and their needs change too.

Parents know what change is needed, and what will work for them. Our job is to make sure those parents have a voice at every level where change is happening.

Financial Review

The total incoming resources decreased by 9.07% in the financial year to £8,758k (2023/24: £9,345k).

Unrestricted income was £4,622k (2023/24: £4,986k) and contributed to 53% of total income, in line with the prior year contribution. Unrestricted income includes contract income of £2,867k (2023/24: £2,839k) which is spent on deliverables stipulated within the contracts.

Unrestricted income from donations and legacies is significantly lower than the prior year at £743k (2023/24: £1,195k). This is because the prior year recognised two exceptional legacy gifts amounting to £456k, with the level of income from legacies in the current year being £80k. Additional unrestricted income was raised from the Contact Lottery, which continued to grow steadily in 2024/25.

Restricted income was £4,136k (2023/24: £4,359k) and includes conduit funding in relation to Parent Carer Forum Grants of £2,678k (2023/24: £2,667k). Income from charitable trusts and major donors was lower than prior year reflecting the increasingly challenging fundraising environment.

Total expenditure increased by 1.72% to £9,706k (2022/23: £9,368k). Unrestricted expenditure was £5,388k (2023/24: £5,066k) and restricted expenditure was £4,318k (2023/24: £4,302k) and recognises the outgoing conduit funding for the Parent Carer Forum grants.

The unrestricted net expenditure position before gains or losses on investments was £(766)k, and compares unfavourably to the prior year position of £(80)k. The difference in the end of year position is exacerbated by exceptional income from legacy gifts included in the prior financial year, and exceptional expenditure items in the current financial year.

Nevertheless, it is recognised that there is an underlying trend in the decrease of the general funds level, and an operational deficit position (excluding the investment of designated funds in the current year of £404k) of £(362)k. This is being actively addressed by the Executive Leadership Team to ensure a sustainable operating model for the organisation in the mid to long term. The budget for the new financial year currently forecasts an operational deficit position at a similar level to the current year to support the evolution and implementation of the new strategy. This represents a strategic deficit and will be funded from designated funding.

Total unrestricted expenditure in the financial year of £5,388k (2023/24: £5,066k) continued to recognise the investment of designated funds in income growth, service expansion and continuity, and strategic development initiatives at a level of £404k (2023/24: £280k), and a net increase in headcount of 10 during the year.

During the year the Board undertook a comprehensive review of Fledglings trading activity, to address the continuing trading deficit position that has been subsidised from core funding and other fundraising activities.

Following this review, the Board concluded that the best option for Fledglings was to transfer the activity to a Community Interest Company (CIC) to be run independently from Contact. Doing so will ensure the long-term future of the Fledglings offer, which is an invaluable service for parents, while recognising that the current operating model was no longer sustainable within Contact. The transfer to the CIC was completed in June 2025.

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Contact a Family (trading as Contact)

Trustees’ annual report

For the year ended 31 March 2025

In the current financial year, trading income from Fledglings activities was £513k (2023/24: £435k) Trading expenditure for Fledglings was £632k (2023/24: £515k) and included the initial investment required to support the transition of Fledglings to the CIC. Fledglings operated at a trading deficit of £(119)k (2023/24: £(80)k.

Overall, support costs of £894k (2023/24: £927k) are slightly lower than in the prior year. The prior year costs recognised the additional investment in senior interim resources and professional services costs to support the charity during a period of transition. Current year costs recognise inflationary cost increases including the annual staff salary increase, and redundancy costs of £31,441 (2023/24: £10,698)

The level of unrestricted funds at the financial year end was £4,180k (2023/24: £5,114k).

The unrestricted funds comprise of designated funds of £3,042k (2023/24: £3,445k) and general funds of £1,139k (2023/24: £1,668k).

The general funds balance recognises the loss on investments in the financial year of £(166k) whereas in the prior year the profit on investments was £374k.

The decrease in the level of general funds is being taken into consideration when forecasting unrestricted and restricted income streams, monitoring and managing unrestricted and restricted expenditure, and in assessing the sustainability of the underlying operational financial position of the charity, to ensure the continuity of service delivery. The reserves policy is also under review to ensure that it continues to be appropriate from an operational, income generation, strategic planning and assessment of risk perspective.

However, in recognition that the organisation is in a transition period and will need to be in a position to be agile and respond to opportunities and any risks to financial performance as they arise, including through the impactful utilization of the designated funding reserves. The Trustees support the continuance of an operational deficit position for the next financial year to support the development and implementation of the new strategy with a clear strategic framework in place to guide decision-making and priorities.

Designated Funds

Following the sale of Contact’s City Road building in January 2021, a sum of £4,681k was allocated to designated reserves, and £3,750k of the proceeds were transferred to the CCLA – COIF Charity FundsEthical Investment Fund.

The original allocation included the establishment of a designated property fund at a level of £2,500k to meet future property needs in the mid to longer-term.

However during the financial year, the purpose of this fund was reassessed by the Executive Leadership Team and Trustees, in recognition that it was no longer the intention to invest in a property in the mid to long-term and that the development and implementation of new strategy for the organisation was now the priority and will require a significant level of investment, The property fund was therefore redesignated by Trustees at the end of the financial year to a Strategic Investment Fund.

Investments from this fund will build Contact’s positioning and brand to grow our future profile, reach and impact, help Contact to reach more families through service innovation, strengthen organisational infrastructure, and to ensure the future

sustainability of the charity including the growth of unrestricted income streams.

14

Contact a Family (trading as Contact)

Trustees’ annual report

For the year ended 31 March 2025

At the end of the financial year the level of designated reserves was £3,042k (2023/24: £3,445k)

Contact will continue to invest in research and insight projects to further inform strategic decision making, policy and campaign activities and service delivery, continuity and expansion initiatives to support both existing and future key services, including those delivered in the devolved nations.

In addition to the strategic investment fund, a portion of the remaining designated funds, £105k has been reallocated for strategic development to enable Contact to be more agile in response to opportunities and risks in the new financial year.

The allocation of investment from this fund will consider learnings gathered from the foundation year and strategy development processes, the uncertainty in the fundraising environment, particularly around unsecured restricted income that may lead to an increase in the use of the bridging fund allocation to keep services going for longer periods of time while funding decisions are pending, and uncertainties in relation strategic development projects, including brand implementation.

Restricted Funds

Restricted income increased to £4,136k (2023/24: £4,359k). The continuing challenges in the fundraising environment contributed to a decrease in income from charitable trusts of £(219)k and from corporate donations of £(81)k. The level of government grants at a level of £3,3087k (2023/24: £3,337k) remained consistent with prior year. These decreases were offset by an increase in restricted income from the National Lottery Community Fund with income at a level of £198k (2023/24: £142k).

Reserves policy and performance

The Trustees have reserves in order to provide some financial security, to fund working capital and to enable the charity to cope with setbacks or take advantage of opportunities. The free reserves comprise general funds excluding the net book value of tangible fixed assets funded by unrestricted funds and excluding the movement in valuation of investment funds.

The target reserve levels represent the free reserves of the charity which are readily available to be spent on charitable activities.

The policy is to be further reviewed with reference to the assessment of risk relating to individual income streams for programmes of work, the maintenance of essential services, expenditure commitments and any potential liabilities.

For 2024/25, Trustees are comfortable to continue to set the free reserves level between £1.2m and £1.4m, on the understanding that some designated funding could be allocated to support working capital requirements in the short term if required.

Unrealised losses on investments of £(166)k are not included in the trustees’ review of general reserves due to continuing volatility in the financial markets.

Excluding the designated reserves movements and the unrealised gains and losses on investments, the level of general reserves at the end of the current financial year was £1,294k (2023/24: £1,569k).

Investments

CCLA were appointed as investment managers in February 2021. Following the sale of the building in 2021, £3.75m was transferred to the CCLA – COIF Charity Funds – Ethical Investment Fund.

15

Contact a Family (trading as Contact)

Trustees’ annual report

For the year ended 31 March 2025

This fund aims for long term return comprising of both capital growth and distributions. It has a wider range of ethical restrictions, including avoiding tobacco companies, alcohol producers and companies with significant involvement in armaments, fossil fuel extraction, gambling and pornography. The fund is benchmarked against market comparators, and the performance of these funds is monitored by the Business Affairs Committee on a quarterly basis.

Investments with a fair value of £3,764k (2023/24: £4,181k are included in the balance sheet. There was an unrealised loss in the value of the investment of £(166)k reflecting the overall decline in financial market performance over the course of the financial year. In addition, £250k was drawdown from the investment to fund some of the allocations from designated reserves.

Going Concern

In recognition that despite the prevailing financial risks, the charity is in a stable position in terms of unrestricted reserves and cash,

primarily due to the designated funding reserve established following the sale of the building in 2021, it is considered that there continues to be no material uncertainties about the charity’s ability to continue as a going concern for the 12 months following the approval of the financial statements.

Risk Management

The significant risks facing Contact are reviewed every six months by the Board and more regularly by the executive leadership team and committees of the Board, and enhancements have been made to the existing risk analysis and ratings produced to facilitate the review, monitoring and management of risks and the mitigations in place by trustees.

The most significant risks identified in the financial year were as follows:-

The Trustees review these risks on an on-going basis through the committees of the Board and satisfy themselves that adequate systems and procedures are in place to manage the risks identified. Where appropriate, risks are covered by insurance. The following framework dictates how we

16

Contact a Family (trading as Contact)

Trustees’ annual report

For the year ended 31 March 2025

mitigate the identified risks:

In assessing risk, the Trustees recognise that some areas of our work require the acceptance and the management of risk, if our key objectives are to be achieved.

The Trustees believe the above approach is adequate in managing the risks of the organisation.

Objects of the charity

1.The Memorandum of Association incorporated in 1982, as replaced by the revised Articles of Association in November 2024 have the objects “to promote the education, welfare and benefit of the disabled, more specifically, but not limited to, caring for children and young people with any form of disability or special need.

To support parents and families who care for a disabled child or young person by:

a) providing access to good quality advice and information, broad ranging appropriate support and contact with other families which will lead to positive outcomes;

b) influencing changes in policy and practice in order to substantially improve the quality of lives of parents and families and their children.

Structure, governance and management

  1. Members of the charity guarantee to contribute an amount not exceeding £5 to the assets of the charity in the event of winding up. The total number of such guarantees at 31 March 2025 was 13 as only the trustees are now members of the charity.

  2. On 1 December 2004 Contact entered into a transfer of charitable undertakings with the Lady Hoare Trust which is a registered charity number 1067492 and a company limited by guarantee number 3482560. Following the merger a governance review commenced and new Standing Orders were adopted by the Trustees. These Standing Orders were reviewed by the Trustees in 2021.

17

Contact a Family (trading as Contact)

Trustees’ annual report

For the year ended 31 March 2025

  1. On 1 April 2018 Contact entered into a transfer of charitable undertakings with HemiHelp which was a registered charity (number 1085349) and a company limited by guarantee (number 4156922).

This charity was closed on 14 May 2019.

  1. On 4 January 2019 Contact entered into a transfer of charitable undertakings with Fledglings Family Services which is a registered charity (number 1112618) and a company limited by guarantee (number 4592971).

This charity was dissolved on 22 September 2020.

  1. With regard to the recruitment of new Trustees, the Standing Orders state that “The Board should ensure that the recruitment process is open to all sections of the community, and should consider open advertising and a range of other recruitment methods to attract a wide range of candidates. Candidates should be interviewed formally and appointed on merit.” In line with this, new Trustees have been recruited via an open and competitive recruitment process during the year. Our Board Member Induction, Support and Development policy outlines a process to support new Trustees and ensure they are provided with sufficient information to enable them to fulfil their duties.

  2. Trustees are appointed at a Board Appointment Meeting for a three-year term, and can be appointed during the year. The Standing Orders set out a maximum of three consecutive terms for Trustees, however it is anticipated that the norm will be only two terms in office, and three terms would only be served under exceptional circumstances.

  3. As well as meeting regularly as a full Board, the Trustees have also established a number of committees and councils, each with their own Terms of Reference and each reporting back to the Board:

a) A Business Affairs Committee to take delegated responsibility for overseeing all financial and business aspects of Contact to ensure short and long-term viability, and to report back to the Board accordingly.

b) A Governance Strategy and People Committee to take delegated responsibility for ensuring effective and efficient governance over Contact. This includes identifying and proposing new members to the Board and to oversee all people and administrative support activity that supports the work of Contact.

  1. The Trustees approve the overall strategy of the organisation and delegate the operational management, development and administration of the charity to the Chief Executive. The Executive Leadership Team (ELT) are comprised of the Chief Executive, the Executive Director of Finance & Resources, the Executive Director of Income Generation, the Executive Director of Information, Advice and Family Support, and the Executive Director of Communications and Engagement.

The ELT is responsible for the day to day running of the organisation, in line with the agreed strategy, and makes recommendations to the Board of Trustees.

All Trustees give their time voluntarily and receive no benefits from the charity. Any expenses reclaimed from the charity are set out in note 8 to the financial statements.

Contact Trustees are covered by trustee indemnity insurance.

A safeguarding lead trustee who works with the trained safeguarding review group.

A declaration of interest register is maintained and monitored.

18

Contact a Family (trading as Contact)

Trustees’ annual report

For the year ended 31 March 2025

  1. Although not part of the overall governance structure of the charity, there is also a Medical Advisory Panel (MAP). The MAP was established to support Contact in its provision of medical information to families of disabled children and professionals who work with them. The MAP assist in ensuring the accuracy and validity of medical information produced and provided via the website, publications and enquiries.

  2. Staff salaries are benchmarked and increased by inflation on an annual basis.

Statement of responsibilities of the Trustees

The Trustees (who are also directors of Contact for the purposes of company law) are responsible for preparing the report of the Trustees and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the Trustees are required to:

a) select suitable accounting policies and then apply them consistently;

b) observe the methods and principles in the Charities SORP;

c) make judgements and estimates that are reasonable and prudent;

d) state whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and

e) prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation.

The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006, the Charities and Trustee Investment (Scotland) Act 2005 and the Charities Accounts (Scotland) Regulations 2006 (as amended). They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

In so far as the Trustees are aware: there is no relevant audit information of which the charitable company’s auditors are unaware; and the Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information.

The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Public benefit focus on ensuring that the activities achieve the charitable aims

The Trustees reviewed the organisation’s objectives and activities on a quarterly basis in 2024-2025 in line with the organisation’s Foundation Year objectives and detailed budget submissions to support the development and implementation of the new strategy.

19

Contact a Family (trading as Contact)

Trustees’ annual report

For the year ended 31 March 2025

The annual report reviews what Contact has achieved and the outcomes of its work during the 2024-2025 transitional year. The Trustees report on the success of each key activity and the benefits that they have brought to those groups of people the organisation is set up to help. The review also helps to ensure that the organisation’s aims, objectives and activities remain focused on its stated purposes.

We have referred to the guidance contained in the Charity Commission's general guidance on public benefit when reviewing our aims and objectives and in planning our future activities. In particular, the Trustees consider how planned activities will contribute to the aims and objectives they have set.

All charitable activities of Contact focus on the support of parents and families who care for a disabled child and are undertaken to further the charitable purposes for the public benefit.

UK Bribery Act 2010

Contact commits to a policy of zero-tolerance of bribery in any form. The Board of Trustees and the Senior Management Team commit to and oversee the implementation of a policy of zero-tolerance, recognising that bribery is contrary to fundamental values of integrity, transparency and accountability and undermines organisational effectiveness.

Bribery risk assessment forms part of Contact's overall and ongoing risk management process.

Fundraising review

The majority of Contact’s fundraising is conducted by paid Contact staff. Contact is registered with the Fundraising Regulator. A third party, CFP Lottery and Raffles Ltd is commissioned to administer the Contact Lottery.

Contact’s fundraising team and CFP Lottery and Raffles Ltd comply with fundraising and Gambling Commission regulations and the Code of Fundraising Practice set by the Fundraising Regulator. Contact’s society lottery is registered with Hackney Council under registration number SSL/2023/005.

No areas of non- compliance have been identified. There was one complaint received on fundraising activities in 2024/25 that was resolved with the complainant. In this financial year, Contact continued to engage the services of Formunauts One, a face-to-face fundraising agency, for the purpose of recruiting regular monthly individual givers.

Charity Governance Code

Trustees review the principles of the Charity Governance Code and apply these principles.

Strategy update

The end of the previous financial year marked the conclusion of the booster year to the 3-year strategy (2020-2023) Transforming Lives Together, that consolidated the achievements of the past years and enabled additional focus on meeting the growing needs of families, including building capacity to support families with high levels of complexity and distress, strengthening the information, advice and support for families in the devolved nations and the operation of a bridging fund to support the transition of existing services to new funding arrangements.

20

Contact a Family (trading as Contact)

Trustees’ annual report

For the year ended 31 March 2025

During the financial year, Contact’s next organisational strategy – a five year plan, was being developed and led by a discovery phase, gathering insights from staff, parent carers and other key stakeholders to look at current strengths, weaknesses and opportunities for the new strategy.

As the next long-term vision, mission and aims for the organisation were being developed a one-year plan, budget and KPIs were put in place for 2024-25 and have formed the Foundation year of the next strategy to help build the foundations required for the charity’s future work.

The new strategy aims to grow Contact’s reach and profile, so more parents get high quality information, advice and support, grow parent carers’ influence to achieve policy change, and to

secure Contact’s long-term sustainability, so that support for families is there for as long as it is needed.

Further details of the strategic developments to be launched in 2025-26 can be found in the Trustees report.

Further Information

The Trustees warmly thank all our donors, volunteers and advisers for their valuable help during the year. We also thank our staff for the commitment and skills that they bring to all the varied tasks inherent in running Contact.

Auditor Sayer Vincent LLP were re-appointed as the charitable company's auditors during the year and have expressed their willingness to continue in that capacity.

BY ORDER OF THE BOARD

Vanessa Longley Chair Date: 30 September 2025

Contact Wenlock Studios 50-52 Wharf Road London N1 7EU

21

Independent auditor’s report

To the members of

Contact a Family (trading as Contact)

Opinion

We have audited the financial statements of Contact a Family (trading as Contact, the ‘charitable company’) for the year ended 31 March 2025 which comprise the statement of financial activities, balance sheet, statement of cash flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

Basis for opinion

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

Conclusions relating to going concern

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

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

Our responsibilities and the responsibilities of the trustees with respect to going concern

22

Independent auditor’s report

To the members of

Contact a Family (trading as Contact)

are described in the relevant sections of this report.

Other Information

The other information comprises the information included in the trustees’ annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

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

Matters on which we are required to report by exception

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

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 and the Charities Accounts (Scotland) Regulations 2006 (as amended) require us to report to you if, in our opinion:

23

Independent auditor’s report

To the members of

Contact a Family (trading as Contact)

Responsibilities of trustees

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

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

Auditor’s responsibilities for the audit of the financial statements

We have been appointed as auditor under section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005 and under the Companies Act 2006 and report in accordance with regulations made under those Acts.

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

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

24

Independent auditor’s report

To the members of

Contact a Family (trading as Contact)

Capability of the audit in detecting irregularities

In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, our procedures included the following:

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

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

25

Independent auditor’s report

To the members of

Contact a Family (trading as Contact)

Use of our report

This report is made solely to the charitable company's members as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006 and section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005. Our audit work has been undertaken so that we might state to the charitable company's members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.

Jonathan Orchard (Senior statutory auditor)

Date 2 December 2025

for and on behalf of Sayer Vincent LLP, Statutory Auditor 110 Golden Lane, LONDON, EC1Y 0TG

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

26

Contact a Family (trading as Contact)

Statement of financial activities (incorporating an income and expenditure account)

For the year ended 31 March 2025

Unrestricted
Note
£
Income from:
2
743,445
4
1,203,751
447,646
2,107,870
78
119,331
4,622,121
890,827
1,399,852
541,796
2,427,420
128,113
Total expenditure
5
5,388,008
13
(166,276)
7
(932,163)
(1,266)
(933,429)
Reconciliation of funds:
5,113,896
18a
4,180,467
Helping families take action for others
Charitable activities
Bringing families together
Helping families take action for others
Bringing families together
Donations and legacies
Charitable activities
Supporting families – central information,
Supporting families locally
Supporting families – central information,
Supporting families locally
Raising funds
Investments
Total income
Expenditure on:
Net movement in funds
Total funds brought forward
Net income/(expenditure) for the year
Total funds carried forward
Transfers between funds
Net gains / (losses) on investments
Net income / (expenditure) before net gains
/ (losses) on investments
(765,887)		 Unrestricted
Note
£
Income from:
2
743,445
4
1,203,751
447,646
2,107,870
78
119,331
4,622,121
890,827
1,399,852
541,796
2,427,420
128,113
Total expenditure
5
5,388,008
13
(166,276)
7
(932,163)
(1,266)
(933,429)
Reconciliation of funds:
5,113,896
18a
4,180,467
Helping families take action for others
Charitable activities
Bringing families together
Helping families take action for others
Bringing families together
Donations and legacies
Charitable activities
Supporting families – central information,
Supporting families locally
Supporting families – central information,
Supporting families locally
Raising funds
Investments
Total income
Expenditure on:
Net movement in funds
Total funds brought forward
Net income/(expenditure) for the year
Total funds carried forward
Transfers between funds
Net gains / (losses) on investments
Net income / (expenditure) before net gains
/ (losses) on investments
(765,887)		 Restricted
£
217,647
154,902
982,070
2,696,556
84,820
-		 2025
Total
£
961,092
1,358,653
1,429,716
4,804,426
84,898
119,331		 Unrestricted
£
1,195,030
1,075,132
564,824
2,011,491
10,214
129,359		 Restricted
£
167,415
155,280
972,031
2,999,505
65,000
-		 2024
Total
£
1,362,445
1,230,412
1,536,855
5,010,996
75,214
129,359
4,622,121 4,135,995 8,758,116 4,986,050 4,359,231 9,345,281
890,827
1,399,852
541,796
2,427,420
128,113		 -
242,996
1,151,707
2,745,765
178,022		 890,827
1,642,848
1,693,503
5,173,185
306,135		 713,737
1,239,256
573,452
2,389,699
150,188		 -
188,283
1,038,314
2,983,602
91,854		 713,737
1,427,539
1,611,766
5,373,301
242,042
5,388,008 4,318,490 9,706,498 5,066,332 4,302,053 9,368,385
(166,276)
(765,887)		 -
(182,495)		 (166,276)
(948,382)		 374,002
(80,282)		 -
57,178		 374,002
(23,104)
(932,163)
(1,266)		 (182,495)
1,266		 (1,114,658)
-		 293,720
(92,753)		 57,178
92,753		 350,898
-
(933,429)
5,113,896		 (181,229)
578,157		 (1,114,658)
5,692,053		 200,967
4,912,929		 149,931
428,226		 350,898
5,341,155
4,180,467 396,928 4,577,395 5,113,896 578,157 5,692,053

All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in Note 18a to the financial statements.

27

Contact a Family (trading as Contact)

Company no. 01633333

Balance sheet

As at 31 March 2025

As at 31 March 2025
Balance sheet		 As at 31 March 2025
Balance sheet		 Company no. 01633333
Note
£
Fixed assets:
12
13
Current assets:
49,111
14
598,241
1,198,698
1,846,050
Liabilities:
15
1,042,278
18a
3,041,893
1,138,574
Total unrestricted funds
General funds
Total charity funds
Total net assets
Designated Fund
Cash at bank and in hand
Tangible assets
Listed investments
The funds of the charity:
Creditors: amounts falling due within one year
Net current assets
Restricted income funds
Unrestricted income funds:
Stock
Debtors		 2025
£
9,188
3,764,436		 £
80,580
742,515
1,283,927		 2024
£
20,455
4,180,712
3,773,623
803,772		 4,201,167
1,490,886
1,846,050
1,042,278		 2,107,022
616,136
3,041,893
1,138,574		 3,445,419
1,668,477
4,577,395 5,692,053
396,928
4,180,467		 578,157
5,113,896
4,577,395 5,692,053

Approved by the trustees on 30 September 2025 and signed on their behalf by

Vanessa Longley Chair

Eleanor Christie Treasurer

28

Contact a Family (trading as Contact)

Statement of cash flows

Statement of cash flows Statement of cash flows Statement of cash flows
For the year ended 31 March 2025
Note
£
£
19
(454,560)
119,331
-
250,000
369,331
(85,229)
1,283,927
1,198,698
Net cash provided by/(used in) investing activities
Net cash used in operating activities
Transfer from/ (to) listed investments
Cash flows from investing activities:
Dividends, interest and rents from investments
Transfer from/ (to) short-term deposits
Cash and cash equivalents at the beginning of the year
Cash and cash equivalents at the end of the year
Change in cash and cash equivalents in the year
Cash flows from operating activities
2025		 £
£
(227,065)
129,359
272,000
-
401,359
174,294
1,109,633
1,283,927
2024
(85,229)
1,283,927		 174,294
1,109,633
1,198,698 1,283,927

29

Contact a Family (trading as Contact)

Notes to the financial statements

For the year ended 31 March 2025

1 Accounting policies

a) Statutory information

The registered office address is Wenlock Studios Unit G.07, 50-52 Wharf Road, London, N1 7EU

b) Basis of preparation

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) - (Charities SORP FRS 102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

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

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

c) Public benefit entity

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

The trustees consider that there are no material uncertainties about the charitable company's ability to continue as a going concern.

There are no significant uncertainties around future funding which the Trustees believe will impact on the organisation continuing as a going concern.

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

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the income have been met, it is probable that the income will be received and that the amount can be measured reliably.

Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred.

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

30

Contact a Family (trading as Contact)

Notes to the financial statements

For the year ended 31 March 2025

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

Rental income is recognised in the financial statements in the period it relates to.

Lottery income is received and recognised weekly from a third party. The amount recognised is the player payment less prizes paid. Service charges include a player set up fee and a management fee calculated on income which is recognised in expenditure as it is incurred.

Donated professional services and donated facilities are recognised as income when the charity has control over the item or received the service, any conditions associated with the donation have been met, the receipt of economic benefit from the use by the charity of the item is probable and that economic benefit can be measured reliably. In accordance with the Charities SORP (FRS 102), volunteer time is not recognised so refer to the trustees’ annual report for more information about their contribution.

On receipt, donated Special Events, professional services and donated facilities are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt.

Interest on funds held on deposit is included when receivable and the amount can be measured reliably by the charity; this is normally upon notification of the interest paid or payable by the bank.

h) Fund accounting

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

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

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

i) Expenditure and irrecoverable VAT

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

Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

31

Contact a Family (trading as Contact)

Notes to the financial statements

For the year ended 31 March 2025

1 Accounting policies (continued)

j) Allocation of support costs

Governance costs are the costs associated with the governance arrangements of the charity. These costs are associated with constitutional and statutory requirements and include any costs associated with the strategic management of the charity’s activities.

Governance costs are re-allocated to each of the activities on the following basis which is an estimate, based on staff time, of the amount attributable to each activity

k) Operating leases

Rental charges are charged on a straight line basis over the term of the lease.

l) Tangible fixed assets

Items of equipment are capitalised where the purchase price exceeds £1,000. Depreciation costs are allocated to activities on the basis of the use of the related assets in those activities. Assets are reviewed for impairment if circumstances indicate their carrying value may exceed their net realisable value and value in use. Major components are treated as a separate asset where they have significantly different patterns of consumption of economic benefits and are depreciated separately over its useful life.

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

m) Listed investments

Investments are a form of basic financial instrument and are initially recognised at their transaction value and subsequently measured at their fair value as at the balance sheet date using the closing quoted market price. Any change in fair value will be recognised in the statement of financial activities. Investment gains and losses, whether realised or unrealised, are combined and shown in the heading "Net gains/(losses) on investments" in the statement of financial activities. The charity does not acquire put options, derivatives or other complex financial instruments.

n) Investment assets

Investment properties are measured in the balance sheet at fair value. Investment properties are not depreciated. Any change in fair value is recognised in the statement of financial activities. The valuation method used to determine fair value will be stated in the notes to the accounts.

o) Debtors

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

p) Cash at bank and in hand

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account. Cash balances exclude any funds held on behalf of service users.

32

Contact a Family (trading as Contact)

Notes to the financial statements

For the year ended 31 March 2025

q) Creditors and provisions

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

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value with the exception of bank loans which are subsequently measured at amortised cost using the effective interest method.

r) Pensions

The charity operates a stakeholder auto-enrolment workplace pension scheme and contributes up to a maximum of 4% of employee's eligible gross salary into the scheme. The costs to the charity are recognised as they are incurred.

s) Grants payable

Grants payable are made to third parties in furtherance of the charity's objects. Grants are accounted for when either the recipient has a reasonable expectation that they will receive a grant and the trustees have agreed to pay the grant without condition, or the recipient has a reasonable expectation that they will receive a grant and that any condition attaching to the grant is outside of the control of the charity.

Provisions for grants are made when the intention to make a grant has been communicated to the recipient but there is uncertainty about either the timing of the grant or the amount of grant payable.

2a Income from donations and legacies (current year)

Income from donations and legacies (current year)
Corporate
Major Donors
Gifts
Legacies
Special Events
Charitable Trusts		 Unrestricted
£
406,411
79,797
59,455
139,277
7,126
51,379		 £
30,154
-
-
-
177,462
10,031
Restricted		 2025
Total
£
436,565
79,797
59,455
139,277
184,588
61,410
743,445 217,647 961,092

Income from legacies in the year includes unrestricted legacy income of £68,505 in relation to the sale of shares, other income and a property from one estate.

33

Contact a Family (trading as Contact)

Notes to the financial statements

For the year ended 31 March 2025

2b Income from donations and legacies (prior year)

Income from donations and legacies (prior year)
Legacies
Charitable Trusts
Major Donors
Special Events
Corporate
Gifts		 Unrestricted
£
405,272
456,000
85,151
158,910
37,591
52,106		 £
11,013
13,000
-
-
135,366
8,036
Restricted		 2024
Total
£
416,285
469,000
85,151
158,910
172,957
60,142
1,195,030 167,415 1,362,445

Income from legacies in the prior year includes unrestricted income of £366,000 in relation to the sale of a property, and £90,000 in relation to the sale of shares in a trust.

3a Income from government grants (current year)

Income from government grants (current year)
London Borough of Hounslow
London Borough of Ealing
London Borough of Lambeth
Total
NHS Cheshire and Merseyside ICB
NHS Ealing CCG
Other government bodies
London Borough of Wandsworth
Department for Education
Scottish Government		 Unrestricted
£
-
-
-
-
-
-
-
-
78		 £
2,795,288
87,968
56,651
61,058
22,690
75,651
6,660
139,500
62,753
Restricted		 2025
Total
£
2,795,288
87,968
56,651
61,058
22,690
75,651
6,660
139,500
62,831
78 3,308,219 3,308,297

3b Income from government grants (prior year)

Income from government grants (prior year)
Total
London Borough of Ealing
Northern Ireland Executive
Department for Education
Scottish Government
London Borough of Lambeth
London Borough of Wandsworth
NHS Ealing CCG
Other government bodies		 Unrestricted
£
-
-
-
-
-
-
-
7,609		 £
2,816,341
85,050
5,832
65,705
24,173
5,833
135,000
199,469
Restricted		 2024
Total
£
2,816,341
85,050
5,832
65,705
24,173
5,833
135,000
207,078
7,609 3,337,403 3,345,012

34

Contact a Family (trading as Contact)

Notes to the financial statements

For the year ended 31 March 2025

4a Incoming resources from charitable activities (current year)

Incoming resources from charitable activities (current year)
Supporting families Supporting Bringing families Helping
– central families locally together families
information, advice take action 2025 2024
and support for others Total Total
£ £ £ £ £ £
Restricted:
Government grants (note 3) - 611,663 2,696,556 - 3,308,219 3,337,403
National Lottery Community Fund - 185,568 - 12,320 197,888 142,427
Charitable trusts 55,620 169,690 - 72,500 297,810 516,986
Major Donors 99,282 15,149 - - 114,431 195,000
Total restricted incoming resources from charitable activities 154,902 982,070 2,696,556 84,820 3,918,348 4,191,816
Unrestricted:
Contractual income
- SEN and Disability Reforms support 647,692 - 2,107,870 - 2,755,562 2,636,568
- London Borough of Wandsworth - - - - - 95,893
- London Borough of Lambeth - 77,511 - - 77,511 80,197
- Northern Ireland Health Board - 34,323 - - 34,323 26,624
Government grants - - - 78 78 7,609
Business Development - other - 335,812 - - 335,812 356,925
Business Development - Alder Hey - - - - - 2,100
Business Development - Durham - - - - - 18,153
Trading Income 513,485 - - - 513,485 434,987
Publication income - - - - - 2,605
Other income 42,574 - - - 42,574 -
Total unrestricted incoming resources from charitable activities 1,203,751 447,646 2,107,870 78 3,759,345 3,661,661
Total incoming resources from charitable activities 1,358,653 1,429,716 4,804,426 84,898 7,677,693 7,853,477

35

Contact a Family (trading as Contact)

Notes to the financial statements

For the year ended 31 March 2025

For the year ended 31 March 2025
4b
Restricted:
Government grants (note 3)
National Lottery Community Fund (NLCF)
Charitable trusts
Major Donors
Other
Total restricted incoming resources from charitable activities
Unrestricted:
Contractual income
- SEN and Disability Reforms support
- NHS England
- London Borough of Wandsworth
- London Borough of Lambeth
- Northern Ireland Health Board
Government grants
National Lottery Community Fund (NLCF)
Business Development - other
Business Development - Alder Hey
Business Development - Durham
Trading Income
Publication income
Total unrestricted incoming resources from charitable activities
Total incoming resources from charitable activities
Incoming resources from charitable activities (prior year)		 Supporting families
– central
information, advice
and support
£
-
-
45,280
110,000
-


Supporting
families locally
£
587,898
142,427
236,706
5,000
-
Bringing families
together
£
2,749,505
-
170,000
80,000
-
Helping
families
take action
for others
£
-
-
65,000
-
-


2024
Total
£
3,337,403
142,427
516,986
195,000
-
155,280 972,031 2,999,505 65,000 4,191,816
625,077
-
-
-
-
-
-
15,068
-
-
434,987
-		 -
-
95,893
80,197
26,624
-
-
341,857
2,100
18,153
-
-		 2,011,491
-
-
-
-
-
-
-
-
-
-
-		 -
-
-
-
-
7,609
-
-
-
-
-
2,605		 2,636,568
-
95,893
80,197
26,624
7,609
-
356,925
2,100
18,153
434,987
2,605
1,075,132 564,824 2,011,491 10,214 3,661,661
1,230,412 1,536,855 5,010,996 75,214 7,853,477

36

Contact a Family (trading as Contact)

Notes to the financial statements

For the year ended 31 March 2025

5a Analysis of expenditure (current year)

Charitable activities

Direct costs
Support costs
HR
Finance
IT
Rental Costs
Management
Monitoring and Evaluation
Governance costs
Total expenditure 2025		 Cost of
raising funds
£
814,587
15,159
21,086
10,353
6,860
15,344
1,529		 Supporting
families – central
information,
advice and support
£
1,460,643
27,182
37,809
18,565
12,301
27,514
48,239


Supporting
families
locally
£
1,490,445
27,737
38,580
18,943
12,552
28,075
66,360

Bringing families
together
£
4,706,545
87,587
121,829
59,820
39,638
88,655
34,974
Helping
families take
action for
others
£
276,915
5,153
7,168
3,520
2,332
5,216
3,822


Governance
costs
£
63,461
-
-
-
-
-
-
2025
Total
£
8,812,596
162,818
226,472
111,201
73,683
164,804
154,924
2024
Total
£
8,441,244
130,462
286,926
111,935
103,548
166,353
127,917
884,918
5,909		 1,632,253
10,595		 1,682,692
10,811		 5,139,048
34,137		 304,126
2,009		 63,461
(63,461)		 9,706,498
-		 9,368,385
-
890,827 1,642,848 1,693,503 5,173,185 306,135 - 9,706,498 9,368,385

Direct costs recognise an increase in the level of designated funds invested during the current financial year, and an increase in the costs associated with the Fledglings trading activity.

37

Contact a Family (trading as Contact)

Notes to the financial statements

For the year ended 31 March 2025

5b Analysis of expenditure (prior year)

Charitable activities

Direct costs
Support costs
HR
Finance
IT
Rental Costs
Management
Monitoring and Evaluation
Governance costs
Total expenditure 2024		 Cost of
raising funds
£
645,216
10,050
22,100
8,623
7,976
12,815
1,923
708,703
5,034
713,737		 Supporting
families – central
information,
advice and support
£
1,268,510
19,758
43,455
16,952
15,681
25,195
28,091


Supporting
families
locally
£
1,399,533
21,799
47,943
18,703
17,301
27,797
67,770

Bringing families
together
£
4,846,408
75,487
166,021
64,767
59,917
96,251
26,637
Helping
families take
action for
others
£
216,226
3,368
7,407
2,890
2,673
4,295
3,496


Governance
costs
£
65,351
-
-
-
-
-
-
2024 Total
£
8,441,244
130,462
286,926
111,935
103,548
166,353
127,917
1,417,642
9,897		 1,600,846
10,920		 5,335,488
37,813		 240,355
1,687		 65,351
(65,351)		 9,368,385
-
1,427,539 1,611,766 5,373,301 242,042 - 9,368,385

Total support costs recognise an increase in expenditure relating to support services provided by Finance and HR, including the investment in senior interim resources internally and the extension of a service agreement with an external employee relations advisor, to support the organisation during a period of transition.

38

Contact a Family (trading as Contact)

Notes to the financial statements

For the year ended 31 March 2025

Grant making
Cost
DCMS Parent Carer Forums
Pears/DCMS Rare Conditions Group		 Grants to
institutions
£
2,679,720
-		 Support costs
£
42,578
4,524
47,102		 2025
£
2,722,298
4,524		 2024
£
2,738,827
237,762
2,679,720 2,726,822 2,976,589

Under the Community Challenge programme Pears Foundation and the Department of Culture, Media and Sport funded grants to small parent carer support groups such as rare conditions groups and Parent Carer Forums.

Grant funding to enable the strategic involvement of parent carers in local area strategic decision making & policy development.

Parent Carer Forum (PCF). Throughout the year, 2025: 153 (2024: 157) organisations received full or partial grants totalling £2,722,298 (2024: £2,700,667 net of £38,160 support costs.)

Rare Conditions: Throughout the year, 2025: Nil (2024: 20) organisations received full or partial grants totalling 2025: £0 (2024: £170,000 net of £67,762 support costs). The historical grant arrangement was not renewed by the funder for the current year.

This is stated after charging:

This is stated after charging:
2025 2024
£ £
Depreciation 11,268 11,268
Operating lease rentals:
Property 64,275 62,202
Other 4,977 31,183
Auditor's remuneration (excluding VAT):
Audit 20,850 18,800
Other services 3,500 3,300

Staff costs were as follows:

Staff costs were as follows:
Employer’s contribution to defined contribution pension schemes
Social security costs
Salaries and wages		 2025
£
3,426,061
342,133
109,405		 2024
£
3,065,179
302,482
97,714
3,877,599 3,465,375

The following number of employees received employee benefits (excluding employer pension costs) during the year between:

2025 2024
No. No.
£60,000 - £69,999 2 1
£70,000 - £79,999 2 3
£80,000 - £89,999 1 -

The total employee benefits including pension contributions of the key management personnel were £422,384 (2024: £428,946). Redundancy costs were £31,441 (2024: £10,698).

The charity trustees were not paid or received any other benefits from employment with the charity in the year (2024: £nil). No charity trustee received payment for professional or other services supplied to the charity (2024: £nil). Charity trustees are covered by indemnity insurance. Trustees' expenses represents the cost of travel and subsistence totalling £1,866 (2024: £884) incurred by three (2024: three) members relating to attendance at meetings of the trustees.

39

Contact a Family (trading as Contact)

Notes to the financial statements

For the year ended 31 March 2025

9 Staff numbers

The average number of employees (head count based on number of staff employed) during the year was as follows:

Supporting Families - Central
Support
Policy and Communications
Supporting Families Locally
Bringing Families Together
Governance
Raising funds		 2025
No.
10
41
19
7
18
6
3		 2024
No.
6
40
20
7
18
6
2
104 99

10 Related party transactions

Contact received donations totalling £0 (2024: £1,000) from no trustees (2024: one). The trustees receive no benefit from donations made to the charity. There are no other related party transactions to disclose for 2025 (2024: none).

11 Taxation

The charitable company is exempt from corporation tax as all its income is charitable and is applied for charitable purposes.

12 Tangible fixed assets

Tangible fixed assets
At the end of the year
Net book value
At the end of the year
At the start of the year
Cost or valuation
Additions in year
Charge for the year
Depreciation
At the start of the year
At the end of the year
At the start of the year		 Fixtures, fittings
and equipment,
software
development
£
33,803
-


Total
£
33,803
-
33,803 33,803
13,347
11,268		 13,347
11,268
24,615 24,615
9,188 9,188
20,455 20,455

40

Contact a Family (trading as Contact)

Notes to the financial statements

For the year ended 31 March 2025

13 Listed investments

13
Listed investments
14
15
16
Balance at the beginning of the year
Amount released to income in the year
Amount deferred in the year
Balance at the end of the year
Debtors
Fair value at the end of the year
Investments comprise:
UK Common investment funds
Net gain / (loss) on change in fair value
Fair value at the start of the year
Additions at cost
Disposal proceeds
Accruals
Prepayments
Accrued income
Deferred income
Trade creditors
Taxation and social security
Other creditors
Creditors: amounts falling due within one year
Other debtors
Trade debtors
Deferred income		 2025
£
4,180,712
-
(250,000)
(166,276)		 2024
£
3,806,709
-
-
374,003
3,764,436 4,180,712
3,764,436 4,180,712
2025
£
3,764,436		 2024
£
4,180,712
3,764,436 4,180,712
2025
£
394,317
33,596
59,484
110,844		 2024
£
436,314
28,862
41,411
235,927
598,241 742,515
2025
£
245,027
128,221
21,293
127,046
520,691		 2024
£
168,242
144,843
69,118
142,512
91,421
1,042,278 616,136
2025
£
91,421
(91,421)
520,691		 2024
£
218,649
(218,649)
91,421
520,691 91,421

Deferred income recognises grant funding received in advance in relation to grant agreements for the next financial year.

17a Analysis of net assets between funds (current year)

17a
Analysis of net assets between funds (current year)
17b
Tangible fixed assets
Net assets at the end of the year
Listed investments
Net current assets
Tangible fixed assets
Net current assets
Analysis of net assets between funds (prior year)
Listed investments
Net assets at the end of the year		 General
unrestricted
£
9,188
3,764,436
406,844
4,180,468
General
unrestricted
£
20,455
4,180,712
912,729
5,113,896		 Restricted
£
-
-
396,927		 Total funds
£
9,188
3,764,436
803,771
396,927 4,577,395
Restricted
£
-
-
578,157		 Total funds
£
20,455
4,180,712
1,490,886
578,157 5,692,053

41

Contact a Family (trading as Contact)

Notes to the financial statements

For the year ended 31 March 2025

18a Movements in funds (current year)

At the start Income and Expenditure and At the end of
of the year gains losses Transfers the year
£ £ £ £ £
Restricted funds:
Core funding for Scotland - 87,968 (87,968) - -
Core funding for Northern Ireland - 11,664 (11,664) - -
COR Family Support - - - -
Supporting families in Ealing 17,522 247,743 (267,897) 8,549 5,916
Supporting families in Lewisham - - - - -
Supporting families in Wimbledon 1,956 - (1,956) - -
Supporting families in Lambeth 4,593 50,391 (54,596) (49) 339
Alder Hey 25,230 32,364 (57,594) - -
NHS England 37,610 333 (12,444) - 25,499
Better Together - - (9,655) 9,655 -
Motability 82,220 112,698 (93,777) - 101,141
City Bridge Trust 7,638 65,100 (72,738) - -
Autism in Schools project 5,356 1,800 (2,426) - 4,730
Fledglings - 1,000 - - 1,000
Hemihelp 69,651 12,315 (48,395) - 33,571
Welfare rights helpline 12,378 86,950 (98,329) - 999
Early years SEN and disabilities - 105,948 (105,948) - -
Brighter Beginnings 60,907 - (473) (60,434) -
Wales Family Events 959 25,000 (24,047) - 1,912
Rare Conditions 84 28,510 (28,594) - -
Covid Response - - - - -
Listening Ear 10,388 10,410 (16,054) (4,744) -
Pears/ DCMS Grants 34,969 - (30,193) (3,170) 1,606
National Lottery Community Fund (NLCF) - - - - -
- Me, myself, I and us (N.I) - - - - -
-Strengthening support networks (Wales) - - - - -
Bridge House Estates - - - - -
NI Preparing for Transition - National Lottery CF NI 3,643 23,869 (31,155) 3,643 -
Other Donors - - - - -
By your side 352 113,906 (129,439) 42,230 27,049
Other funds - - - - -
DFE Parent Carers Grants 2,680,526 (2,567,330) (113,196) -
DfE parent carer forum grants -
- Contact-led forums 41,499 198,618 (272,436) 96,786 64,467
South Tees & Darlington Family Support 29,906 - (13,362) - 16,544
Respiratory syncytial project - - - - -
Wellbeing Project Wales 4,695 - (1,500) - 3,195
Lambeth Parent Carer Forum 15,928 10,667 (29,574) 7,660 4,681
Scotland - 13,500 (3,938) - 9,562
Policy 54,218 160,471 (144,993) (14,903) 54,793
Other funds Policy - - - -
Other funds Digital 1 - - (1) -
Other funds Northern Ireland 14,908 4,244 (48,393) 29,241 -
Volunteering 41,545 50,000 (51,622) - 39,923
Total restricted funds 578,157 4,135,995 (4,318,490) 1,266 396,928
Designated Fund 3,445,419 - (403,526) - 3,041,893
General funds 1,668,477 4,455,845 (4,984,482) (1,266) 1,138,574
Total unrestricted funds 5,113,896 4,455,845 (5,388,008) (1,266) 4,180,467
Total funds 5,692,053 8,591,840 (9,706,498) - 4,577,395
Purpose of Designated Funds
£
Strategic Investment Fund (formerly Property Fund) 2,500,000 - - - 2,500,000
Income diversification 461,731 - (299,983) - 161,748
Service continuity & expansion 300,688 - (103,543) - 197,145
Organisational development and infrastructure 183,000 - - (104,739) 78,261
Strategic Development Fund - - - 104,739 104,739
3,445,419 - (403,526) - 3,041,893

42

Contact a Family (trading as Contact)

Notes to the financial statements

For the year ended 31 March 2025

18a Movements in funds (current year continued)

Strategic Investment Fund

A designated fund was originally set up to invest in a smaller replacement office property from the proceeds of the sale of the former office premises. The requirements for office space in the medium to long term have been reassessed in the context of the organisational development and investment strategies of the Charity, and the existing Property Fund has been reallocated to a Strategic Investment Fund to support the future sustainability, growth and impact of Contact.

Income Diversification

Funds have been designated to invest in the continued growth of the Contact lottery, in new acquisition methods for regular givers, in the development of a legacy programme, and in digital marketing initiatives.

Funds have also been allocated to support the initial stages of a brand review and evaluation process, and in impact measurement initiatives.

Service continuity & expansion

There has continued to be be investment in strengthening information, advice and support for families in the devolved nations, and to operate a bridging fund to protect continuity of key services whilst funding extensions and alternative sources of funding are secured.

Organisational development and infrastructure

Funds have been designated to invest in the review, development and implementation of financial and managment information systems.

Strategic Development Fund

A part of the fund allocated to organisational development and infrastructure has been relabeled as a strategic development fund to enable Contact to be more agilse in response to opportunities and risks in the new financial year.

18b Movement in funds (prior year)

Movement in funds (prior year)
Total restricted funds
Designated Fund
General funds
Total funds
Total unrestricted funds
Core funding for Northern Ireland
Restricted funds:
South Tees & Darlington Family Support
Supporting families in Ealing
Supporting families in Lewisham
Core funding for Scotland
National Lottery Community Fund (NLCF)
Scotland
Alder Hey
NHS England
Better Together
Motability
City Bridge Trust
Autism in Schools project
Fledglings
Supporting families in Wimbledon
Policy
Supporting families in Lambeth
Brighter Beginnings
Wales Family Events
Rare Conditions
Covid Response
Listening Ear
Pears/ DCMS Grants
Other funds Digital
Other funds Northern Ireland
Volunteering
- Me, myself, I and us (N.I)
-Strengthening support networks (Wales)
Bridge House Estates
NI Preparing for Transition - National Lottery CF NI
Other Donors
By your side
Other funds
DFE Parent Carers Grants
DfE parent carer forum grants
Respiratory syncytial project
Wellbeing Project Wales
Hemihelp
Welfare rights helpline
Early years SEN and disabilities
- Contact-led forums
Lambeth Parent Carer Forum		 At the start
of the year
£
-
-
11,266
-
-
-
-
-
-
-
-
-
30,080
23,578
-
82,519
250
3,322
6,832
24,641
-
-
4,803
-
8,135
-
18,051
-
-
-
49,935
38,671
-
3,820
13,601
2,661
72,901
1
3,739
29,420
428,226
3,543,398
1,369,531
4,912,929
5,341,155		 Income and
gains
£
85,050
11,663
262,671
-
11,323
8,840
61,770
67,999
11,801
89,196
75,550
10,800
-
24,849
74,500
90,782
94,633
25,000
24,300
-
16,080
250,000
-
-
4,000
-
91,528
-
57,800
-
2,702,203
28,961
-
-
1,000
15,333
17,500
65,000
-
39,098
40,000		 Expenditure and
losses
£
(97,099)
(36,168)
(256,415)
-
(9,367)
(4,247)
(36,540)
(30,389)
(11,801)
(6,976)
(67,912)
(5,444)
-
(41,478)
(85,700)
(90,782)
(116,245)
(24,291)
(27,538)
(6,832)
(5,692)
(239,672)
-
-
(8,803)
-
(96,020)
-
(75,499)
-
(2,642,440)
(97,160)
(8,765)
-
(125)
(13,006)
(20,161)
(83,683)
-
(27,929)
(27,875)
(4,302,053)
-
(5,066,332)
(5,066,332)
(9,368,385)		 Transfers
£
12,049
24,504
-
-
-
-
-
-
-
-
-
-
-
56,200
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
-
(59,763)
59,763
-
-
-
-
-
-
-
-
-		 At the end of
the year
£
-
-
17,522
-
1,956
4,593
25,230
37,610
-
82,220
7,638
5,356
-
69,651
12,378
-
60,907
959
84
-
10,388
34,969
-
-
-
-
3,643
-
352
-
-
-
41,499
29,906
-
4,695
15,928
-
54,218
1
14,908
41,545
4,359,231 92,753 578,157
-
5,360,052		 (97,979)
5,226		 3,445,419
1,668,477
5,360,052 (92,753) 5,113,896
9,719,283 - 5,692,053

43

Contact a Family (trading as Contact)

Notes to the financial statements

For the year ended 31 March 2025

18b Movement in funds (prior year continued)

Transfers between funds

The transfers between restricted funds in the year relate to the offset of restricted funding balances and project underspends to support other funding arrangements in line with the charitable purpose of the organisation and in accordance with the obligations associated with the funding agreement and transfers.

Purpose of Designated Funds

Purpose of Designated Funds
Property Fund
2,500,000
-
-
Income diversification
643,398
-
(181,667)
Service continuity & expansion
400,000
-
(99,312)
Organisational development and infrastucture
-
183,000
-
Net income / (expenditure) for the reporting period
(as per the statement of financial activities)
Depreciation charges
Dividends, interest and rent from investments
(Increase)/decrease in stocks
(Increase)/decrease in debtors
Increase/(decrease) in creditors
Net cash provided by / (used in) operating activities
Reconciliation of net income / (expenditure) to net cash flow from operating activities		 -
-
-
-
2025
£
(948,382)
11,268
(119,331)
31,469
144,274
426,142		 £
2,500,000
461,731
300,688
183,000
3,445,419
2024
£
(23,104)
11,268
(129,359)
4,594
58,450
(148,913)
(454,560) (227,065)

19 Reconciliation of net income / (expenditure) to net cash flow from operating activities

20 Operating lease commitments payable as a lessee

The charity's total future minimum lease payments under non-cancellable operating leases are as follows for each of the following periods

Less than one year
One to five years		 2025
2024
£
£
41,440
64,068
-
46,965
41,440
111,033
Property		 2025
2024
£
£
-
-
-
-
Equipment		 2025
2024
£
£
-
-
-
-
Equipment
41,440 - -

21 Post Balance Sheet event

On 30th June 2025 Fledglings, a part of the charity's operations and all of the relevant stock was transferred to a Community Interest Company, to be run independently from Contact to ensure the long term sustainability of the Fledglings offer and service to parents. During the financial year the Fledglings trading activity raised income of £513k and incurred expenditure of £632k, operating at a trading deficit of £119k.

22 Legal status of the charity

The charity is a company limited by guarantee and has no share capital. The liability of each member in the event of winding up is limited to £5.

44