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2023-03-31-accounts

nct I1￿J, 41, -AnnuaL re & accounts -year to"31 March 2023/

Contents

Trustees’ report

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Trustees’ report 3
Strategic report 4
We are NCT 4
Welcome from the Chair 7
Welcome from the Chief Executive 9
Welcome from the NCT President 11
Tackling health inequalities in maternity services and support 19
Racial injustice and disparities in quality of care 19
Failings in quality of care in NHS maternity services 21
Campaigning for change 23
Collaborating with NHS trusts to provide antenatal and infant feeding support 25
Newham Nurture – supporting parents under-served by society 28
Supporting parents through the cost-of-living crisis 30
​Increased​financial​pressures​and​uncertainty​for​new​parents​ 30
NCT Nearly New Sales – affordable, sustainable shopping for parents 31
NCT Baby Bundles – providing essentials for new families 33
Partnering to help parents save money on baby essentials 35
Supporting each unique experience of pregnancy and birth 36
Overstretched maternity services 36
NCT​Antenatal​courses​–​beginning​a​confident​and​supported​parenting​journey​ 38
NCT Doulas – supporting parents through labour and birth 41
John Lewis & Partners x NCT – training Partners to support parents 42
Our reach in numbers – 2022-23 43
Supporting each individual experience of the postnatal period 45
Postnatal support in crisis 45
NCT Postnatal courses – adjusting to life with a new baby 47
NCT breastfeeding and infant feeding services – supportive, inclusive, accessible 49
NCT Baby Café –community-based support with feeding for new parents 52
NCT’s Infant Feeding Line – a blueprint for the future 54
Co-designing perinatal peer support for fathers and partners in Newham 55
Safe, inclusive and sustainable services 57
For every parent – our commitment to diversity, equity, and inclusion 57
Building an equitable, inclusive organisation 58
​NCT​Allyship​ 60
Training the workforce of the future 61
Student awards 64
Strong foundations for a sustainable future 65
Our thanks 66
In memory 68
Financial review 69
Structure and governance 76
Independent auditor’s report to the trustees and members of NCT 82
NCT consolidated group statement of financial activities including
income & expenditure account for the year ended 31 March 2023 87
NCT​charity​statement​of​financial​activities​including​income​&​
expenditure​account​for​the​year​ended​31​March​2023​ 88
NCT​balance​sheets​as​at​31​March​2023​ 89
NCT​consolidated​cash​flow​statement​for​the​year​ended​31​March​2023​ 90
Notes to the financial statements 91
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Trustees, report nct

Strategic report

We are NCT

We are NCT – the national charity that supports people as they become parents. We are here to support each unique journey of pregnancy, birth and early parenthood.

Our vision

That everyone who becomes a parent feels confident , connected , and safe , because we believe that parents help build the foundations of the future.

Our mision

We’re the charity that supports people as they become parents.

Through pregnancy, birth and early parenthood:

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Strategic report

We are the charity that supports people as they become parents.

Every year we support over 250,000 parents across the UK on their unique journeys through pregnancy, birth, infant feeding, and early parenthood.

We connect, inform and support parents through our antenatal and postnatal courses and services, bringing people together to share information and experiences of pregnancy, birth, and life with a new baby. Our peer support programmes are there for parents who may be under-served by society or who are experiencing challenges with mental health, social isolation, or other unmet needs.

We host thousands of community-based events across the UK. If you’re a new or expectant parent, you may have joined one of our Bumps & Babies Groups or visited a Baby Café to access infant feeding support. Many of these activities​are​run​by​our​volunteers,​who​give​more​than​70,000​hours​of​outstanding​community​service​each​year.

We support parents to make informed decisions that feel right for them. We provide access to evidence-based information through our website and free Infant Feeding Line 365 days a year.

Our charity has a proud 67-year history of creating transformative change in the lives of parents. We are a trusted voice, a reassuring presence and a strong advocate, campaigning on the issues that matter most.

Today, we are a membership charity and a strong community of volunteers, practitioners, peer supporters, staff, students,​advocates,​and​campaigners.​We​have​a​huge​opportunity​to​positively​influence​the​experience​of​ millions of people as they become parents and to shape a bright future together.

By becoming an NCT member, you can help to fund vital, free services, including the Infant Feeding Line and our community support services. You can help shape the future of the charity, and with your support, we’ll campaign on the issues that matter to parents. Plus, you’ll benefit from access to extra parenting support, rewards, discounts, and exclusive events, including early access to our Nearly New Sales. Join us today!

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strategic report

Strategic report

Welcome from the Chair

This year marked my first full year as Chair of Trustees at NCT, and I am very proud of what we have achieved together over this relatively short period of time.

Every day our people – our staff, practitioners, students, and volunteers – show up for parents, touching lives across the country and making an incredible impact. The power that our NCT practitioners and volunteers have to change the world is undeniable, and I am particularly humbled by the time, passion, and energy that our people give every day.

Parents need our support to face the new challenges brought on by the long-term impact of the pandemic, the rising cost of living, and inequities in the system that cares for them. We know that we can and must do more. That’s why this year the Board​guided​the​development​of​NCT’s​new​five-year​strategy,​ For Every Parent , from​its​inception​through​to​its​approval​in​March​2023.​We​highly​commend​its​ inclusive and collaborative production and extensive engagement with NCT’s community and stakeholders.

Our commitment to inclusion and equity remains steadfast. We have strengthened our governance and leadership in this area, creating a new internal directorate with a focus on inclusion, and have made two key appointments – a new Director of People, Education, and Inclusion and a full-time, permanent Equity, Diversity, and Inclusion Lead, who work closely with our teams to ensure our services, information, and support are increasingly fair, equitable, and accessible.

The Board remains focused on good governance and ensuring our policies reflect real-world challenges.

My sincere thanks to all the Trustees who give their time to steward our charity. I would particularly like to thank Susy Broekhuizen, who has been actively involved with​NCT​for​over​25​years​and​will​serve​on​the​Board​until​the​end​of​the​2023​ Annual General Meeting. Thank you also to David Shanks and Charles Richardson who are helping, in conjunction with our former Chair, Jess Figueras, to ensure that the strength of our approach to cyber security matches the challenges that we face as an organisation and as a society to keep data private and secure. Finally, I am immensely grateful to the six independent committees and other group members who support the Trustees and bring a wide range of perspectives to critical issues, helping us to stay on top of rapid changes in the external environment. We continue to steward key risks and challenges including the safety of our services, our people and our suppliers, cyber-security, the continuing costs and challenge of our technology and digital environments and safeguarding our future funding at a time of much political and economic unpredictability.

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Strategic report

In​a​difficult​economic​environment,​we​were​pleased​that​total​income​grew​ during the year. Total expenditure also grew, partly due to a number of strategic investments to ensure that we can deliver better services for parents, and careful management​of​resources​meant​that​reserves​finished​the​year​in​line​with​the​ agreed policy.

Thank you to everyone who gives time, energy, and commitment to support parents. Together, we make a big difference. And together, we will do more to support all parents now, and in the future.

Stephanie Maurel

Chair of Trustees

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Strategic report

Welcome from the Chief Executive

Our charity has a clear and singular mission – to support people as they become parents .

Across our NCT community we are working tirelessly towards our vision of a world where​everyone​who​becomes​a​parent​feels​confident,​connected,​and​safe.​​

In the face of complex social and economic challenges, we know our work through pregnancy, birth, and early parenthood has never been more important. Last year hundreds​of​thousands​of​people​in​the​UK​became​parents​–​be​that​for​the​first​ or​fifth​time​–​in​uncertain​and​challenging​times.​

A dramatic increase in the cost of living saw more babies born into poverty and more parents struggling to heat their homes, feed themselves, and pay for childcare. New parents also found themselves navigating maternity and postnatal services which are critically underfunded and under-resourced. Inequalities remain stark.​Birth​experiences​and​outcomes​still​vary​wildly,​too​often​influenced​by​ where someone lives or by their demographic characteristics and socioeconomic status. Too many families struggle to access the critical support and information they need.

In the face of these new challenges for parents, we know that our charity must adapt and evolve to remain impactful and relevant. We can be bold and do even more.​Over​the​past​12​months​we​have​developed​our​new​five-year​strategy,​ For Every Parent – a plan to reach more parents than ever before and help ensure that every parent feels safe and supported during pregnancy, birth, and early parenthood.

We believe that high quality antenatal and postnatal education and support shouldn’t be an opportunity only for the few, but that every parent should have the opportunity​to​develop​the​skills,​access​the​information,​and​build​the​confidence​ and support networks that are invaluable during this monumental life transition. We shape our work around this ethos.

Last year, we expanded our offer of free antenatal classes and drop-ins, as well as free infant feeding support, often commissioned by NHS trusts across the country, supporting​nearly​5,000​parents.​Postnatally,​we​continued​to​expand​our​support​ for new parents through NCT’s Infant Feeding Line, Baby Cafés and community drop-ins, and breastfeeding peer support services offered free, community-based breastfeeding​and​infant​feeding​support​to​over​22,000​women​and​people.​ We also continued to enhance our wider postnatal offer to parents, including live postnatal talks.

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Strategic report

We continue to campaign, influence, and advocate for better experiences and outcomes for parents, with a focus on addressing health inequalities and the long-term underinvestment in maternity services.

During​2022​we​saw​the​publication​of​two​major​independent​reports​ commissioned to investigate deaths of mothers and babies at NHS trusts in England.​The​devastating​failures​identified​in​both​the​Shrewsbury​and​Telford,​ and East Kent reviews led us to undertake a deep listening exercise with our community, where we heard from volunteers, practitioners, students, staff, and trustees – and above all, new and expectant parents. We then developed a series of important commitments to parents as we continued to accelerate development of our support and services.

2022-23​was​also​a​year​of​key​inquiry,​with​research​and​lived​experiences​being​ harnessed and shared to better understand the state of maternity discrimination and disparity in the UK today. Through our involvement with the COVID-19 Inquiry, in partnership with other pregnancy and baby charities, we are highlighting how pregnant women, their partners, and new parents, particularly those who experience socioeconomic deprivation and other forms of exclusion and discrimination, were also disproportionally impacted by the pandemic. By scrutinising government decisions and ensuring that the appropriate lessons are learnt, we can support people as they become parents now and into the future.

We​know​that​inclusion​and​equity​are​vital​for​living​our​values,​fulfilling​our​social​ responsibilities, and expanding our reach. We are focused on continually improving our​organisational​culture,​policies,​and​practices.​In​2022-23,​this​included​ initiating a review of our online content, advancing the NCT Antenatal framework, refreshing our postnatal course offer, and examining our language choices – all to ensure​we​give​parents​confidence​that​our​information​and​services​are​evidencebased, unbiased, inclusive, and trustworthy.

We could not achieve all we do without the commitment of our people – our staff, practitioners, students, and volunteers. I am so very proud of our shared community spirit. I can only extend my deepest gratitude to all our people. You truly are bold and brave, and your welcoming and collaborative spirit knows no limits. Above all, you continue to learn, stay open, and show compassion, which are the cornerstones of our NCT community. A special mention to our thousands of volunteers, whose commitment and ability to positively reach so many new parents is fantastic. Without you, much of our charitable work would not be possible. Last year this incredible​group​gave​more​than​70,000​hours​of​voluntary​community​service​in​ support of parents. I too am humbled by the time, passion, and energy that NCT volunteers give. A wholehearted thank you.

Thank you for everything you do in helping to ensure that everyone who becomes a​parent​feels​confident,​connected,​and​safe.

Angela McConville

Chief Executive

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Strategic report

Welcome from the NCT President

As the President of this incredible parent-centred movement, I have witnessed first-hand how our values drive so much of what we do. The highlight of my year was working with NCT colleagues to define and communicate NCT’s values – the first time that we’ve so explicitly articulated who we are, and how we want to show up in the world.

People often say, ‘it takes a village to raise a family,’ but not everyone has the relationships or help they need. Having access to support can make all the difference. That’s why NCT is welcoming to everyone. We’re here to help make every parent feel more​confident,​connected,​and​safe,​and​to​enable​them​to​build​their​own​villages​of​ support. Much of this work takes place through our fantastic volunteer-led branches, and over the course of the year I’ve loved seeing our branches returning to their full range of activities after the pandemic.

Our role in helping people to explore their options and navigate their own pregnancy, birth, feeding, or caring decisions relies on us being trusted by parents. As an NCT practitioner myself, I know trust is crucial to delivering high-quality, evidence-based information, support, and services that have impact. This year I opened my own Baby Café to offer specialist infant feeding and breastfeeding support for parents in my local area. My group – like many others around the country – has grown from strength to strength and demonstrates the need for local, inclusive , and accessible services that parents can rely on and trust.

I’ve witnessed a collaborative spirit in the way we approach our work.

In the last year, we’ve worked across teams to improve our own information, services, and support to parents and collaborated with partner organisations on campaigns to create change within the maternity sector. Together we can achieve so much.

This​year​I’ve​been​proud​to​be​involved​in​the​development​of​our​new​five-year​ strategy, For Every Parent . As well as being bold , the strategy builds on our roots – decades of achievements by our committed, passionate NCT community, as well as the partner organisations and collaborators who have supported our vision.

NCT’s new values set a clear and positive framework for how we work together and with parents. I am proud of our staff, volunteers, practitioners, and students who are already living these values every day.

Finally, I would like to take a moment to remember Gail Werkmeister, former NCT President,​Trustee,​Practitioner​and​Tutor​who​passed​away​in​November​2022.​ For over three decades, Gail worked at both national and local level with parents and alongside antenatal practitioners, breastfeeding counsellors, postnatal leaders, and volunteers. I didn’t know Gail well, but I always admired her from afar. She will always be remembered for her contribution to the NCT movement.

Sherry Bevan

NCT President

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strategic report ni &vi- Parkei 12

Strategic report

Looking ahead – For Every Parent:

NCT’s 2023-28 strategy

NCT has a proud 67-year history of creating transformative change in the lives of women, new parents, babies and families in the UK. For millions of parents, we have been a trusted voice, a supportive presence, and a strong advocate. We are proud of who we are and what we have achieved together. But we know we can reach more people, do more to support expectant and new parents, and help create a better, more equitable system to support them at this critical, transformative stage of their lives.

Drawing on the experiences and views of parents, our people, the wider NCT community, and our partners and​key​stakeholders,​in​2022-23,​we​co-developed​a​new​strategy​to​lead​our​charity​into​the​future.​​

Throughout the development process we were focused on ensuring that our vision and mission:

We’re the charity that supports people as they become parents, and this means tackling head on the top challenges facing parents today. The​strategy​is​a​response​to​five​key​issues​–​overstretched​maternity​ services, disparities in quality of care, postnatal support in crisis, the rising​cost​of​living,​and​the​diverse​and​evolving​profile​of​parents​in​the​UK.​

Our For Every Parent strategy sets a clear direction for our charity to reach more people, do more to support new and expectant parents, and campaign with​impact.​Achieving​our​vision​will​have​long-lasting​and​far-reaching​benefits,​ not just for parents themselves, but also for babies, children, families, and our whole society. We believe that parents help build the foundations of the future, and we will work to ensure that becoming a parent is an equitable and fair experience for everyone.

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Strategic report

Our vision

That everyone who becomes a parent feels , connected , and safe , because confident we believe that parents help build the foundations of the future.

Our mission

We’re the charity that supports people as they become parents.

Through pregnancy, birth and early parenthood:

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Strategic report

Our values

Our values guide everything we do at NCT. They help us to navigate the way we work and behave and are interwoven throughout our new strategy. The next five years will see our commitment to these values deepen and grow, as we continue to embed them across our work so that we truly live and breathe these ideals in who we are and what we do.

Welcoming

We are always welcoming, creating connections, and building communities.

Collaborative

We achieve better outcomes by working together.

Inclusive

We ensure equity and inclusion are core to who we are and what we do.

Bold

We are bold, brave, and progressive.

Trusted

We provide trusted, high-quality, evidence-based information, support, and services.

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Strategic report

Our strategic priorities for 2023-28

In building our strategy, we engaged with over 200 staff, students, practitioners, volunteers, trustees, parents, members and partner organisations through surveys, interviews, focus groups, events, and workshops.

We formed a clear picture of the turbulent and changing world we find ourselves in, what pregnant women and new parents need, what we must keep at the core of our work and mission, and where we need to adapt and do things differently. Drawing on this diverse range of experiences and community of experts, we coproduced our strategy.

It sets a clear direction for our charity to reach more people, do more to support new and expectant parents, and campaign with impact, with a focus on four strategic pillars :

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More parents, more impact
Real lives, real change
Great people, great results
Strong foundations, strong future
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Strategic report

More parents, more impact

We want to support and empower all people as they become parents – through pregnancy, birth, breastfeeding, infant feeding, and early parenthood. For us, this means building even bigger communities of new parents, tackling health inequalities, and making our services and content more inclusive and accessible.

Real lives, real change

We are reigniting our focus on campaigning and community action. We will listen to parents’ experiences, amplify their voices, and collaborate for change to improve the experiences of pregnancy, birth, and early parenthood. We want everyone who becomes a parent to feel confident, connected, and safe. No exceptions.

Great people, great results

Our people hold the key to our impact. We’re building a diverse and inclusive community of staff, practitioners, students, peer supporters, and volunteers who are empowered in their work to support everyone who becomes a parent to feel confident, connected, and safe.

Strong foundations, strong future

To support people as they become parents now and into the future, our charity must be progressive, sustainable, and here for the long-term. We’re committed to making it easier for parents to access our services and for our teams to deliver them.

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Tackling health inequalities in maternity services and support

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Tackling health inequalities in maternity services and support

Tackling health inequalities in maternity services and support

Racial injustice and disparities in quality of care

The pressure on UK maternity services was a high-profile issue over the past year. A recurring theme was inequity in the outcomes of childbirth and the perinatal period. NCT regularly attended Parliament and other key public forums to campaign on the issues that matter most to parents. 2022-23 was a year of key inquiry, with research and lived experiences being harnessed and shared to better understand the state of maternity discrimination and disparity in the UK and Channel Islands today.

In​May​2022,​we​welcomed​the​publication​of​the​ Black Maternity Experiences report by Five X More , a campaigning organisation committed to highlighting and changing Black maternal outcomes in the UK.[i] Their report found that Black women experienced distinct and particular challenges in their interactions with healthcare professionals, facing assumptions, bias, and discrimination that directly contributed to negative outcomes for mothers and babies.

This was followed by Systemic Racism not Broken Bodies by the charity Birthrights[ii] – which NCT supported through the participatory, lived experience work with women – which presented the stark findings​of​an​inquiry​into​racial​injustice​and​human​rights​in​UK​NHS​maternity​care.​

In​July​2022​came​ Invisible – Maternity Experiences of Muslim Women from the Muslim Women’s Network UK (MWNUK)[iii] , which again we welcomed. All three reports cited women’s experiences of discrimination on a personal basis, as well as within the system. Important recommendations included improved cultural training, better quality data collection, and heightened awareness of conditions where diagnosis is based on, for example, the colour of a baby’s skin.

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Tackling health inequalities in maternity services and support

NCT has responded publicly to each of these important reports, including a call to action from NCT Chief Executive Angela McConville following the publication of the Black Maternity Experiences report: “The experiences of Black women and people must be listened to, understood, and worked with to take action to address racial bias in our maternity services. This report makes meaningful recommendations for positive change. Increasing knowledge on identifying and diagnosing conditions that are specific to, and which disproportionately affect Black women, and an improved system to submit feedback and complaints, is crucial.” NCT also responded to the MWNUK report: ‘Services need to be tailored to meet the needs of ethnically diverse local populations, and a cultural shift in attitudes and behaviours towards ethnically diverse communities is needed.’

In​November​2022,​ MBRRACE-UK published the ‘ Saving Lives, Improving Mothers’ Care ’ report[iv] , which found that Black women were almost four times more likely than white women to die during pregnancy, labour, or postpartum, twice as likely to lose their baby during pregnancy or soon after birth, and more likely to be readmitted to hospital after birth. NCT’s Angela McConville responded:

Safety in birth isn’t a ‘nice-to-have’ – it is a fundamental right. And yet we live in a society where women’s and people’s safety in pregnancy, birth and postnatally can depend on where they live, their ethnicity and if they experience multiple disadvantages in life. The disparity between women who are Black, Asian and from other ethnic minority backgrounds compared to white women, while decreasing, persist. Sustained focus is needed to deliver equitable maternity care. With the right leadership, behaviours, team working cultures and staffing levels, lives can be saved, and avoidable deaths prevented.

During​2022-23,​NCT​collaborated​with​and​supported​organisations​ leading these campaigns for change and continued to raise awareness of key Black maternal health campaigns and services. These included those led by Five X More , The Motherhood Group and Black Mothers Matter , which all brought vital attention to the inequalities in outcomes experienced by Black mothers and those giving birth. We are very grateful to the team at Black Mothers Matter who were key collaborators in our work scoping the future of our Infant Feeding Line service. We’d also like to thank The Motherhood Group’s Chief Executive, Sandra Igwe, who was a guest​speaker​at​our​AGM​in​November​2022,​and​who​helped​us​ unpack​the​findings​from​our​maternity​experiences​survey.​In​addition,​ we were members of the RCOG Race Equality Taskforce across the year, and have also supported the calls of the Black Maternal Health APPG since​its​establishment​in​2021.

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Tackling health inequalities in maternity services and support

Failings in quality of care in NHS maternity services

Maternity reviews

2022 saw the publication of two major independent reports commissioned to investigate the deaths of mothers and babies at NHS Trusts in England.

The Independent Review of Maternity Services at The Shrewsbury and Telford Hospital NHS Trust[v] , led​by​Donna​Ockenden,​was​published​on​30​March​2022​with​responsive​commitments​from​the​NHS​ being pledged in the days following. NCT’s Chief Executive responded:

Safety for women and babies is paramount, and that means receiving personalised, skilled, and compassionate care that responds to their individual needs at every stage of the maternity journey. They must be listened to and respected … We wholeheartedly support the call for major investment to ensure a safe, skilled maternity workforce who feel valued and supported in their roles.

October​2022​saw​publication​of​the​ Maternity and neonatal services in East Kent: ‘Reading the signals’ report[vi] , led by Dr Bill Kirkup. Again, NCT responded, stressing heartfelt sympathy for the families affected, the crucial need for parents’ voices to be heard, and a call for NHS maternity staff to have positive working environments with strong leadership and a supportive culture.

A​third,​high-profile​maternity​review​–​also​led​by​Donna​Ockenden​–​was​launched​in​ September​2022,​to​investigate​failings​in​maternity​care​in​Nottingham​University​ Hospitals. This review is ongoing.

The weight of evidence and public opinion is clearly moving in one direction. We face the stark reality that only a handful of maternity services are rated as ‘outstanding’ by the Care Quality Commission , with many requiring improvements and some rated as ‘inadequate’. And, as discussed above, there are shocking and persistent variations in the quality of maternity care received, with racial bias a particular problem.

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Tackling health inequalities in maternity services and support

NCT’s response: new commitments to parents across our services

There are many organisations doing important and trailblazing work to ensure that parents’ experiences of pregnancy, birth, and early parenthood are fair and equitable. NCT is committed to joining and amplifying these voices to campaign for change.

In the aftermath of the Ockenden review, we worked closely with our maternity alliances and charity partners. We undertook a deep listening exercise with our community, where we heard from our volunteers, practitioners, students, staff, and trustees. We made sure we were putting parents’ voices at the heart of our calls​for​change,​undertaking​a​survey​with​over​1,200​new​parents​to​find​out​about​their​experiences​of​ maternity​care​in​summer​2022.​These​workstreams​resulted​in​a​series​of​important​commitments​to​ parents as we continued to accelerate the development of our support and services. Our commitments included:

In​July​2022​we​began​an​in-depth​review​of​NCT​Antenatal,​ensuring​that​the​information​and​support​we​ provide to parents continues to be evidence-based, unbiased, and inclusive. We gathered and analysed feedback from parents and practitioners and examined new evidence and best practice approaches from a range​of​internal​stakeholders​and​external​experts.​Using​a​coproduction​approach,​we​built​on​the​findings​ from the review to update and refresh the content framework for NCT Antenatal, as well as the supporting guidance on the balance of content and recommended approaches.

We​also​initiated​our​content​review​project,​which​is​ongoing​throughout​2023.​First​steps​included​ conducting an initial audit of content immediately after the Ockenden review and updating all the web pages that​were​identified​as​high​priority.​We​appointed​a​Senior​Digital​Content​Manager​to​lead​the​content​ review and strategy development. We initiated the content discovery phase, working with teams to understanding the current impact of our parent content, the content needs of all teams across NCT, and understanding​the​range​of​ways​and​preferences​parents​have​in​finding​and​accessing​trusted​information.​

In addition, we commissioned a place of birth rapid literature review, to ensure our information and services were supported through rigorous evidence, especially in this post-pandemic, stretched maternity environment. This has extended to the development of a refreshed Continuing Professional Development programme on place of birth safety for our practitioner community, including a live webinar on the topic by Dr Kirstie Coxon, then Associate Professor in Midwifery at Kingston University and St George’s, University of​London.​We​also​delivered​an​online​learning​module​to​understand​the​key​findings​of​the​place​of​birth​ review and implications for practice. Our online resources for parents about place of birth have also been updated​given​that​the​review​identified​that​the​additional​details​we​included​would​be​useful​to​parents​ in their decision-making.

We have also extended our postnatal feedback collection from parents to include questions in our post-birth course evaluation survey about their maternity care experience. This is sent to all parents who attend NCT Antenatal courses. The data we collect enables us to continue to examine trends in maternity​services,​in​turn​influencing​the​focus​of​our​advocacy​and​campaigning​work.​

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Tackling health inequalities in maternity services and support

Campaigning for change

Highlighting parents’ experiences of maternity care

In July 2022, NCT responded to a call from the Royal College of Midwives (RCM) for evidence on the impact of shortages in maternity staffing. We surveyed over 1,200 people who had given birth during 2021-2022 about their experiences, seeking to learn if NHS staff working across the maternity disciplines had been able to provide safe and compassionate care.

The​findings​were​presented​and​discussed​at​NCT’s​AGM​in​November​2022.​We​were​grateful​ to Abbie Aplin from the RCM , Sandra Igwe from The Motherhood Group , and Francesca Treadaway from Birthrights , who joined NCT’s leadership representatives for a discussion panel on the day of the AGM.

What​we​heard​from​parents​in​our​survey​reflects​concerning​levels​of​low​staffing​in​maternity​units​also​ reported externally. Though most parents reported kindness and respect from health professionals, an alarming​proportion​–​over​half​–​reported​experiencing​at​least​one​‘red​flag’​event,​as​defined​by​the​ National​Institute​for​Health​and​Care​Excellence​(NICE),​during​their​intrapartum​care.​Red​flag​events​ are signs that there may not be enough midwives available to give women and babies the care they need; examples​include​having​to​wait​more​than​30​minutes​to​get​pain​relief​or​waiting​over​an​hour​to​be​given​ stitches.​Even​more​concerningly,​however,​of​the​people​who​indicated​they​had​experienced​a​red​flag​ event, almost half had been affected by two or more events, and one third experienced four or more events. Continuity of care was also found to be a problem, with just one quarter of respondents indicating they could​always​see​a​specific​midwife​or​obstetrician​antenatally.​Continuity​of​care​was​least​likely​to​be​ reported​postnatally,​with​almost​two​fifths​of​those​surveyed​reporting​that​they​could​rarely​or​never​ see​a​specific​midwife.​We​shared​our​insights​with​the​campaign​being​conducted​by​the​All-Party​ Parliamentary Groups (APPGs) on Maternity and on Baby Loss.

Recommendations coming from this work include calls for investment in the NHS workforce, and for parents’ voices to be heard, resonating with conclusions from the independent reports by Donna Ockenden[vii] and Bill Kirkup[viii] discussed above.

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Tackling health inequalities in maternity services and support

Many survey respondents reported particularly poor experiences of postnatal care, which have been exacerbated through the pandemic. In response, we successfully supported campaigns to restore a woman or pregnant person’s right to have their birth partner with them on the hospital ward during labour, following Covid-19 restrictions, and for a review of this phase of care, which has become dangerously inadequate.​In​March​2023,​NHS​England​published​a​ Three-Year Delivery Plan for Maternity and Neonatal Services[ix] :​we​are​very​pleased​that​since​January​2023,​NCT​is​represented​on​a​Postnatal​ Care Improvement Working Group commissioned to ensure this part of the service is made safer.

National Covid-19 Inquiry

Another key focus of our advocacy work in the year relates to our participation in the Covid-19 Inquiry. The UK’s Covid-19 Inquiry accepted NCT, along with 12 other charities in the pregnancy and baby charities​sector,​as​a​‘core​participant’​group​in​February​2023.​At​the​first​preliminary​hearing,​barrister​ Adam Wagner represented the group, telling the Inquiry how policies implemented at the start of the pandemic had devastating effects on thousands of families during pregnancy and after the birth of their babies.​Antenatal​and​postnatal​care​are​included​as​specific​areas​to​be​covered​in​the​Inquiry’s​Terms​of​ Reference.​More​detailed​submissions​of​evidence​to​the​Inquiry​are​planned​for​2023-2024.

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Tackling health inequalities in maternity services and support

Collaborating with NHS trusts to provide antenatal and infant feeding support

NCT has been providing Preparation for Birth and Beyond antenatal courses for the NHS since 2009, and last year we supported over 4,000 parents through the programme.

We​are​currently​working​with​five​NHS​Trusts:​

These antenatal programmes are tailored to their local area, trust, and place of birth. This year we partnered with three new Trusts: North West Anglia, Mersey and West Lancashire Teaching Hospitals, and Oxford University Hospitals.​This​has​enabled​us​to​support​more​than​1,000​additional​parents​with​antenatal​education,​bringing​ the​total​number​supported​across​all​Trusts​in​2022-23​to​4,383.​

Many of the families who attend these Preparation for Birth and Beyond courses would not have accessed any antenatal​education​had​it​not​been​for​this​provision.​For​many​of​the​parents,​English​is​not​their​first​language​ and postcode analysis found that over a third of attendees lived in areas of deprivation.[1]

Our collaboration in action

We​have​been​working​with​Royal​Berkshire​Hospital​since​2016​providing​antenatal​education.​During​2022-23,​ they expanded their commission to include antenatal infant feeding support services. We have worked in collaboration with the Trust’s Infant Feeding Team to develop a parent-centred course framework, learning outcomes, and course content. Our aim is to deliver accurate, trusted information and ensure high-quality content for the parents who attend.

One of our new NHS Trusts, Oxford University Hospitals (OUH), has also commissioned infant feeding education as part of their antenatal offer to parents.

1 Areas in the lower half of the multiple deprivation deciles. https://assets.publishing.service.gov.uk/government/ uploads/system/uploads/attachment_data/file/835115/IoD2019_Statistical_Release.pdf​Accessed​22​Aug.​23

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Tackling health inequalities in maternity services and support

We were very fortunate at OUH to secure funding for 12 months of antenatal education for first-time mothers. After a competitive process for the contract, we decided to go with NCT. This has proven to be a fantastic decision. Janie, Cerys and team have gone above and beyond to roll this out extremely quickly. They worked with multiple members of the midwifery team to produce bespoke content and the feedback from women and midwives alike has been exceptional. We feel very grateful to be able to offer this to women and families in Oxfordshire and have very much enjoyed working with them!

Wendy, Matron for Community and Public Health, Maternity Directorate, Oxford University Hospitals Foundation Trust

I love the challenge of working with diverse groups of parents and adapting my delivery style to meet their needs.

Heidi, NCT Antenatal Practitioner and Breastfeeding Counsellor

I emigrated to the UK 3 months ago and had no idea how the system worked. This course will definitely help those who have the same background as me.

Anon, attendee of a PBB course at Royal Berkshire Hospital

We are delighted that this year over 700 parents attended our NHS-supported infant feeding sessions across the five Trusts.

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Tackling health inequalities in maternity services and support

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Tackling health inequalities in maternity services and support

Newham Nurture – supporting parents under-served by society

NCT’s Newham Nurture Perinatal Partnership is a co-designed service which supports migrant families in Newham who have refugee status, are seeking asylum, or have no recourse to public funds, from pregnancy to early parenthood.

Many of the families that we work with are experiencing homelessness and financial hardship, and are under-served by society in multiple ways. Our programme aims to provide a critical intervention to help these families to have the best possible start in life during this significant transition. In the past year nearly 300 families were supported through this programme, with 49 different languages spoken among them.

In​October​2022​Newham​Nurture​received​a​Maternity​Service,​City​of​Sanctuary​award,​recognising​our​ work​as​a​welcoming​place​of​safety​for​people​fleeing​violence​and​persecution.​​

Newham Nurture acts as a bridge by providing culturally safe and appropriate antenatal and postnatal support which is genuinely accessible, with 29 languages spoken within the team. Our partnership works to boost statutory services by supporting families not only to engage with their rights via advocacy and practicalities (translation, creche, travel allowance), but also help to shape local systems for pregnancy, birth, and early childhood service provision for future communities.

Siân​Summers-Rees,​Chief​Officer​at​City​of​Sanctuary​UK,​said:​

Newham Nurture truly exemplifies sanctuary in maternity care. Pregnancy and parenthood can be daunting – even more so when also going through the UK asylum system – but Newham Nurture’s innovative and inclusive programming ensures more families get the care, support, friendship, and community that we all deserve.

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Tackling health inequalities in maternity services and support

In November 2022, steering group members, volunteers, and staff from the Newham Nurture project came together with partner organisations, funders, and policymakers at a roundtable event to discuss how we can better support migrant and under-served women and pregnant people through pregnancy, birth, and early parenthood. A compelling message from the event was the importance of listening, involving, and genuinely cocreating with those with lived experience in making services accessible and relevant to who they support.

In​2023​it​was​confirmed​that​NCT​have​secured​further​funding​for​the​Newham​Nurture​Perinatal​ Partnership. We are grateful to City Bridge Trust, Royal Docks Trust and Newham Council for their support.

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Supporting parents through the cost-of-living crisis

Increased financial pressures and uncertainty for new parents

The UK is in the grip of a cost-of-living crisis, as price inflation has seen the cost of food, energy, and other goods and services, like transport and childcare, rise faster than wages. Increasing financial pressures have forced many parents to make difficult decisions about how to feed their baby, or keep them warm, with research showing that two-thirds of UK parents are concerned about paying for food, energy, and fuel.[x]

While everybody has experienced an increase in the cost of living, these pressures are felt more acutely by new parents, who are adapting to the new expenses involved in raising a child or growing their family. The soaring cost of formula milk, for example, has led to some parents and caregivers resorting to unsafe feeding practices.[xi]

The​uncertain​economic​environment​also​amplifies​the​disparities​in​our​society.​Cost-of-living​pressures​ particularly affect parents and caregivers on low incomes, or those already under-served or excluded by our society in other ways. Many of the parents who use our community-based services reported that their lives have become more challenging and complex as they face insecurity on multiple fronts.

These​economic​stressors​impact​parents’​ability​to​feel​confident,​connected,​and​safe.​If​you​can’t​afford​to​ heat – or even keep – your home, your health and wellbeing, and that of your baby, will suffer. If you can no longer afford a bus fare, you will be at greater risk of isolation with a new baby.

We have worked hard to address these challenges and disparities in our provision of services, support, and information. We have:

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Supporting parents through the cost-of-living crisis

NCT Nearly New Sales – affordable, sustainable shopping for parents

Spotlight on: NCT Loughborough

NCT Nearly New Sales have continued to grow over the last year, with over 200,000 items sold across 76 Nearly New Sales. These were accessed by over 22,000 parents who were able to ease the cost of parenting and shop more sustainably.

NCT Loughborough’s team of volunteers and helpers run NCT Nearly New Sales twice a year. The sales provide hundreds of families in the local community and wider area with a trusted place​to​find​a​variety​of​high-quality​items​at​reasonable​cost,​carefully​displayed​for​a​great​ shopping experience.

Many parents attend each sale to buy essentials for the next season at a fraction of the cost on the high street and resell their outgrown items.

We came for coats and shoes. I can do a whole seasonal wardrobe swap here for basically nothing.

Vicki and Andy, parents

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Supporting parents through the cost-of-living crisis

As well as being an affordable way parents can shop for their families, the sale supports the wider community. Teachers use the sale to buy items for their classrooms, and support workers shop for clothes and toys for service users.

NCT Sales are brilliant for good quality things to buy at a good price.

Liz, Nearly New Sale buyer

And while saving or making some extra money is a top priority for most buyers and sellers at the sales, sustainability is also a big factor. NCT Nearly New Sales help parents play a part in protecting the planet for their children.

Nearly New Sales are important for the community at the moment as the cost of living is going up. It’s a great way to get really good deals but it is also a great way to make a little bit of money back once the children have grown out of things. It’s a good cyclic system and saves a lot of things going to rubbish tips.

Jenny, NCT volunteer

More and more people are taking up the opportunity to sell and recycle.

Eileen, NCT volunteer

The sales can only happen thanks to our incredible volunteers and helpers who also enjoy the social side of being part of an NCT family. This is what makes NCT Nearly New Sales so much more than just a place to shop – for parents, volunteers and the local community.

I am a foster carer and first came to the sales to pick up bits and bobs for my foster children. Now four of my children volunteer here with me, and my mum. It has become a family affair and we enjoy the social aspect.

Laura, foster parent and NCT volunteer

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Supporting parents through the cost-of-living crisis

NCT Baby Bundles – providing essentials for new families

Spotlight on: NCT Vale of Evesham

NCT Baby Bundles support families in a wide range of circumstances. Run by NCT branch volunteers in 18 different areas across the UK, we provide packs of essential items for parents-to-be and families of newborns in need. This includes, for example, parents who have lost jobs or are unable to work, refugee families, people who have escaped domestic abuse, and young parents. We also know that many families have a surplus of baby clothing and equipment and are keen to see their pre-loved items go to someone who needs it. NCT Baby Bundles is a way to make this happen. Last year, we distributed over 3,000 Baby Bundle packages to new families in need.

Hannah, a volunteer from the NCT Vale of Evesham Baby Bundles team explains:

“We know from feedback that some of the families that we support simply could not afford to buy the items that we are able to source for them. Our Bundles are sometimes the difference between a child having an essential item and not.

There’s enormous environmental benefit to re-using items for as long as possible and this is a huge driver for me personally. We all have a responsibility to ensure that we use resources carefully and considerately. We’ve developed our scheme to include offering ‘Newborn Packs’ for all expectant and new parents - these include pre-loved clothing and part packs of nappies. We have also linked with keen crafters in our local community who can use stained or damaged clothing to create items which are then sold in aid of our scheme.”

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Supporting parents through the cost-of-living crisis

The NCT Vale of Evesham Baby Bundles team works closely with healthcare professionals to generate referrals into the scheme, which​started​in​March​2021.​ By its second year of operation referrals had doubled, with demand growing due to the rising cost of living as well as increased awareness of the project by professionals.

I think it’s a wonderful service, to know that families will be given such beautiful, high-quality items at a time when they’re most vulnerable and in need. The fact that it’s a ‘no questions asked’ service is so special – we save many families from feeling shame. It’s lovely to see what people can do for other people.

Midwife from Vale of Evesham area

We got our clothing Bundles, they were amazing. We’re all over the moon and so grateful to everyone who helped us.

Anon, parent

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Supporting parents through the cost-of-living crisis

Partnering to help parents save money on baby essentials

Lidl GB and NCT have worked in partnership to support new parents across the UK since 2019.

New for 2022, NCT and Lidl GB trialled an innovative digital discount across their Lupilu range via monthly QR codes. These offered over 43,000 new and expectant families the opportunity to save money on baby essentials. In a rapidly shifting uncertain economic environment, we are grateful to Lidl GB for their generous support to families.

Aside from digital discounts, Lidl GB has been supporting NCT’s Newham Nurture Perinatal Partnership with a​donation​of​2,200​reusable​canvas​bags.​When​our​Head​of​Programmes​asked​a​member​of​the​team​about​ the bags, they said “we can take hundreds if needed as we have many uses for them.” One of the most popular uses of bags is to provide expectant parents and people with no recourse to public funds with a sustainable hospital bag that they can have as part of their birth preparations. Our huge thanks again to Lidl GB and the Newham Nurture team for helping to make a difference at this critical time.

In​2022-​23​Lidl​GB​remained​the​official​supplier​of​disposable​nappies​at​NCT​Antenatal​courses,​providing​ free​nappies​to​practitioners​for​use​as​teaching​aids​at​over​3,200​courses​across​the​UK​to​help​parents​ practice key baby care.

As part of Lidl GB’s continued commitment to supporting parents in their own workforce, NCT provided eligible employees with corporate membership to NCT as well as offering a discount on NCT Antenatal courses.

Together​we​raised​awareness​of​our​partnership​with​key​promotions​in​Lidl​GB​new​store​leaflets​and​at​ collaborative events. A special mention to the volunteering branch in Basingstoke who took part in a photoshoot that provided new, modern images for the collaboration.

Thank you, Lidl GB, for your support and friendship.

If you have any questions about partnering with NCT, please do contact partnerships@nct.org.uk

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Supporting each unique experience of pregnancy and birth

Overstretched maternity services

Every year over 605,000 babies are born in the UK[xii] to parents who form part of an increasingly diverse group of people within our society. The demographic of parents is changing. Latest figures show that almost a third of births are to parents born outside the UK.[xiii] More babies today are The number born conceived as a result of fertility treatment.[xiv]

by surrogacy[xv] is also increasing, as are births to people with diverse gender identities or sexual orientations.[xvi] In 2022, just over half of all live births were registered to women outside of a marriage or civil partnership.[xvii]

As society changes and the profile of parents and families diversifies, the way we design and deliver support and information must also evolve. Over the past year we have continued to listen, learn, adapt, and innovate, so that we can provide high-quality, personalised support, and inclusive and accessible services.

Becoming​a​parent​–​whether​for​the​first​or​a​subsequent​time​–​is​often​a​joyful,​positive,​and​ exhilarating experience. It can, however, also be overwhelming, frightening and, at times, full of uncertainty and challenges.

Expectant and new parents need support in the form of high-quality, safe, and personalised maternity​care.​And​yet,​in​2022,​only​1%​of​maternity​services​were​rated​as​outstanding​by​the​ Care Quality Commission[xviii] ,​meaning​that​99%​of​services​have​room​to​improve​the​quality​of​ care they deliver.

Today, people who are pregnant or have given birth are less likely to report getting the support they need, less likely to get information to make informed decisions about their care, and less likely to feel that their concerns are taken seriously.[xix] The publication of two highly critical reviews of maternity​services​in​NHS​Trusts​in​England​in​2022,​referenced​earlier​in​this​report,​offered​ extensive insight into the numerous challenges in delivering safe maternity care in the current climate. Not surprisingly, these often-devastating outcomes are directly associated with long-term underinvestment in maternity services.

Chronic​underinvestment​and​staffing​shortages​are​central​to​the​current​crisis​facing​maternity​ services in the UK. They have led to oversights, errors, and at times, catastrophic outcomes for parents,​babies​and​families.​Governing​health​bodies​say​the​workforce​is​short​of​2,000​ midwives[xx] ,​500​obstetricians[xxi] ​and​5,000​health​visitors[xxii] ​to​fulfil​the​needs​of​new​families.​ Among the consequences of the unprecedented pressures on the maternity workforces are increasingly restricted care options for pregnant people and new parents, when providing choice had previously been enshrined in policy and practice.

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Supporting each unique experience of pregnancy and birth

Against this backdrop, our charity’s mission – to support every parent during pregnancy, birth, and early parenthood​–​is​more​important​than​ever.​Feeling​confident​and​safe​when​becoming​a​parent​is​inextricably​ linked to adequate support and service provision throughout the antenatal, birth, infant feeding, and postnatal journey.

The inherent challenges of all of these stages are compounded by the realities of life post-pandemic, a cost-of-living and energy crisis, maternity and postnatal services that are underfunded and under-resourced, widespread public sector strikes, and climate change.

While the context in which our charity must operate is undoubtedly increasingly challenging, we are committed to ongoing progress and action to address these issues.

Over the past year, we have:

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Supporting each unique experience of pregnancy and birth

NCT Antenatal courses – beginning a confident and supported parenting journey

NCT Antenatal courses provide practical skills and knowledge and help create support networks so that expectant parents feel confident and ready for life with a new baby. The courses are facilitated by our skilled practitioners, and cover a wide range of topics, including what to expect during the labour and birth, how to feed and care for your new baby, parental wellbeing, and where to find support.

Our post-course evaluation showed:

95% of parents rated our NCT Antenatal course ‘good’ or ‘excellent’ this year, 2% higher than 21-22.

Our post-birth evaluation showed:

89% of course attendees felt part of a supportive group of parents and 95% are still in touch after they have had their baby.

84% of parents told us that we helped them identify trusted information, and 86% said their course helped them to consider information and what it means to them.

80% of parents said they had been given tools and strategies to cope with labour, birth, and early parenting.

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Supporting each unique experience of pregnancy and birth

Hannah’s story

I knew I wanted to be a mum, but didn’t want to do it in a relationship, so my daughter, Robin, was conceived by IVF using donor sperm. I had heard of NCT from friends who said it was worth it for the group of people I’d meet. It turned out to be way more than that!

As a gay woman, I was nervous about it maybe being me and a bunch of couples. Rosie (my antenatal practitioner) got in touch before the first session and talked about what the sessions would be like. This helped me decide if I wanted my mum – my birth partner – to be there. In the end, she came to all the sessions, and it felt really inclusive. For example, the language was always ‘birthing parent’ and ‘birth partner’.

Rosie went through things like the stages of labour in detail so I was much more aware of what would happen – it made me feel excited and I was actually looking forward to it!

But at my 37-week scan, Robin was breech, and they said because she was small, they wouldn’t try and​rotate​her,​so​I​would​need​a​c-section.​At​first,​I​panicked,​because​this​was​not​what​I​had​ planned. But over the next week I completely came to terms with it. Rosie had gone through everything to do with c-sections during the course, so I knew what to expect. At the time, I didn’t think I was even listening that carefully – because this wasn’t how I was going to give birth. But once I had got over the shock, I realised how much I knew about the process. I knew there would be a lot of people in the room, I knew about the spinal, we had talked about how it might feel – like someone washing-up in your stomach! I said to Rosie at our reunion session ‘I am so glad you went through that.’ If I hadn’t done NCT, I would not have been as calm and relaxed during birth.

The feeding session was also really informative. It helped me understand the biology of how breastfeeding works – things like cluster-feeding and supply. I learned what was ‘normal’, otherwise I would have probably worried. I contacted Louise (NCT breastfeeding counsellor) a couple of times after the session as well. I have had an amazing breastfeeding journey and again, NCT helped prepare me so much.

The NCT group is really supportive too. We have a WhatsApp group and try and meet up on Mondays. Everyone has had different struggles and I think it’s helped us all to share those experiences.

Hannah W., 32, Glasgow

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Supporting each unique experience of pregnancy and birth

Emilton’s story

My mum is a midwife, and I’d heard family and friends talk about antenatal classes, so I knew it was something we would do to equip us with the knowledge and skills we needed before becoming parents to our son, Asher. My wife, Ornella, looked into different classes and ended up choosing NCT.

For me, the physical aspects of the course were most helpful: being able to see and touch things, and also the demonstrations. For example, we went through the delivery process on the floor. We were shown what a Tens machine is, and learning about nappies and the different types of baby poo was useful preparation – seeing the mustard sauce, seeing the marmite that looked like tar. I don’t think it would have been the same if we’d just been shown a picture.

The​course​definitely​helped​prepare​me​for​the​reality​of​the​birth.​It​was​a​confidence​builder​for​ the most amazing journey ahead. During the birth, I remember getting my phone out to time the contractions, for example. But the course also taught me that we can ask questions. We can ask ‘What’s the alternative?’ It helped me advocate for what we wanted. For example, we asked for air and gas – and they brought out a Tens machine. This was not what we had asked for, and I felt confident​saying​that.​

The feeding session was also helpful. We looked at things like latch, and we also learned a lot about breastfeeding behaviour. One of the things that stuck with me was the analogy with how many times we eat and drink in a day – say when you drink a cup of tea, you don’t drink it all in one go, you take sips. If you think about baby’s feeding in the same way, it doesn’t seem strange that baby might want to feed all day long or have lots​of​little​snacks.​We​did​struggle​at​first,​and​we​were​able​ to contact the NCT course leader by Facetime, so she was able to actually see how Asher was latching and help.

One really important message I took from the course was that I need to look after myself in all this too. It’s all ‘go, go, go’ in those early days, but I remembered to stop and ask myself ‘How are you actually feeling?’ I needed that reminder that I need to look after myself physically and mentally too, as well as my wife and my baby.”

Emilton B., 41, Cambridge

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Supporting each unique experience of pregnancy and birth

NCT Doulas – supporting parents through labour and birth

NCT’s Doula scheme offers personalised physical and emotional support for expectant and new parents during pregnancy, labour, and birth.

Our doulas complete a nine-month course recognised by Doula UK. The course is developed by NCT in partnership with the University of Worcester, and many of those on the course are already experienced practitioners in other specialisms. Once qualified, NCT Doulas can provide families with skilled physical and emotional support, as well as up-to-date knowledge, information, advocacy, and encouragement during pregnancy, labour, and birth.

Great people: Debbie’s story

In the 2022-2023 financial year NCT Doulas supported 27 clients. One of our busiest doulas, Debbie, explains what it means for her to be able to support parents:

To work as a doula supporting women through labour and birth, and their partners, is a privilege and honour. It’s a beautiful, intimate, momentous time and to help mothers and partners to feel safe, empowered, positive, and supported is incredibly rewarding. I feel passionate about the impact of birth experiences on parenthood and wellbeing. Although in this current climate, there are often challenges in the healthcare and maternity system, I can see​first-hand​that​having​a​doula​to​listen​and​advocate​makes​a​huge​difference,​and​the​ relationships I build with my clients are very special.

Debbie, NCT Doula

Debbie you were amazing, and no words can express how grateful I am that we met each other. I can’t have imagined anyone else being there. It wasn’t the birth I imagined but when I felt helpless and lost you got me through it. Holding your hand and listening to you made me feel safe. Thank you so much.

Linda and Pete, parents

There is more information about the NCT Doula scheme on our website .

You can enquire about training with NCT here .

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Supporting each unique experience of pregnancy and birth

John Lewis & Partners x NCT – training Partners to support parents

2022 marked the start of a new sector-leading venture between NCT and John Lewis to help expectant and new parents enjoy a welcoming, positive, and inclusive retail experience. Nearly 200 John Lewis Nursery Partners across the UK have been trained to date with plans underway for more Partner training courses in 2023/24.

Our NCT Practitioners and Service Development Team created a bespoke digital training programme to enable John Lewis Nursery Partners to better understand and respond to the needs of all families when preparing for their baby’s arrival. Educational modules considered different aspects and perspectives to the parent journey, delivered through live, interactive workshops. The programme was greatly welcomed by John Lewis Partners as a specialist professional development opportunity for their careers, and a way of providing key tools for their day-to-day activities on the shop floor. This included John Lewis’s specialist All Things Baby appointments, a free, impartial service held in-store or virtually, depending upon the family’s needs. John Lewis Nursery Partners fed back how much the training had improved their confidence in responding to parent questions and concerns.

NCT continues to be proud to work in partnership with John Lewis to ensure that parents are provided with high-quality, up-to-date, relevant and accurate information that responds to their needs and personal preferences during this new life stage.

In addition to supporting the parent experience in store, John Lewis kindly continued its discount programme for expectant parents via NCT Antenatal Courses and donated pamper boxes as competition prizes​for​five​lucky​families.​

Many thanks to John Lewis and Partners for their support throughout the last year, we look forward to continuing to work together.

Please do contact

partnerships@nct.org.uk

if you would like to learn more about this partnership or opportunities to develop parent-centred training for your organisation.

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Our reach in numbers – 2022-23

Our reach in numbers – 2022-23

6.5 million

75,000 65,000 30,000 50,000 7,000 Over 70,000 8,000 8,000 7,000 3,000

visits to our website to access trusted information and support parents supported through NCT courses by 556 practitioners expectant parents attended antenatal infant feeding sessions parents accessed Parenthub resources parents attended our community parent support groups community events held hours of outstanding community service given by our volunteers parents attended NCT Baby Cafés and community breastfeeding and infant feeding drop-ins parents called the NCT Infant Feeding Line parents supported through our breastfeeding peer support programmes parents supported through our perinatal peer support programmes

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Supporting each individual experience of the postnatal period

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Supporting each individual experience of the postnatal period

Supporting each individual experience of the postnatal period

Postnatal support in crisis

We know from parents just how desperately support is needed in the early days and weeks following the birth of a baby. For years, parents have been telling us about numerous support gaps, including wanting advice and support with their own recovery, as well as caring for and feeding their new baby. Research with new parents, alongside insight via the experiences of our NCT practitioners, has identified the early postnatal period as the biggest gap in parent support, particularly for breastfeeding, but also for adjusting to life as a new parent.

Breastfeeding continues to be a particularly challenging and emotive subject, with many new parents facing challenges or feeling unsupported. The UK is widely known for having some of the lowest breastfeeding rates in the world,[xxiii] ​with​research​showing​that​up​to​90%​of​parents​stop​breastfeeding​before​they​ want to.[xxiv]

Many new parents do not get the help they need with their infant feeding decisions – be that establishing breastfeeding, continuing breastfeeding, expressing, pumping, bottle feeding, formula feeding, introducing solids, stopping breastfeeding – or a combination of these.

Unfortunately, the postnatal support and care system that should be stepping in to support parents and new families at this crucial time has been in crisis for many years. Parents across the UK are being offered patchy and inadequate support, impacting both their own health and wellbeing, and that of their baby, during the critical early days and months. This situation has only worsened during and in the aftermath of the Covid-19 pandemic,​which​impacted​everything​from​staffing​levels,​availability​of​community​provision,​health​ anxiety, and the availability of family support. A national survey[xxv] documented the extensive impact of the COVID-19​pandemic​on​maternity​services​in​the​UK,​with​70%​of​units​reporting​a​reduction​in​antenatal​ appointments,​56%​reporting​a​reduction​in​postnatal​appointments​and​89%​reporting​using​remote​ consultation​methods.​59%​of​units​temporarily​removed​the​offer​of​births​at​home​or​in​a​midwife-led​unit.​ However, more research is needed to understand the longer-term impact on maternity services, outcomes, and experiences.

The​2022​MBRRACE-UK​report​demonstrated​how​most​maternal​deaths​occur​between​six​weeks​and​a​ year after birth[xxvi] and postnatal depression affects one in ten new mothers and people who have given birth.[xxvii] Support and services during this period – when parents and babies are most vulnerable to physical and mental ill health – are failing parents. In communities, the number of health visitors providing postnatal care

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has fallen to an all-time low[xxviii] , while other postnatal support services – including infant feeding support services – have been cut over the last decade.[xxix] There are signs of further pressures ahead, with​an​aging​workforce​and​insufficient​numbers​of​health​visitors​being​trained.[xxx]

We know that postnatal care is critical to securing positive outcomes for parents and babies and, crucially, ensuring​that​parents​feel​confident,​connected,​and​safe​during​this​time.​Every​new​parent​deserves​ access to key services, trusted information, reassurance, and continuity of care to guide and protect them during this vulnerable time.

NCT has a crucial role to play in enabling and supporting a system that provides these. This is why we have continued to invest heavily in our postnatal service provision over the past year. We have:

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NCT Postnatal courses – adjusting to life with a new baby

NCT postnatal courses and talks help new parents to adjust to life with a new baby, providing a safe space to build a support network, explore different aspects of parenting, ask questions, develop practical skills, and gain insight and knowledge. The course shares evidence-based information, and links parents into local services and support to help​them​make​informed​decisions​and​feel​more​confident​and​connected.​From​Autumn​2023,​the​name​of​the​ course will change from ‘Early Days’ to ‘NCT New Baby’.

This year 83% of parents rated our Early Days postnatal course ‘good’ or ‘excellent’

Inn’s story

I attended an NCT Antenatal course before giving birth and found it very useful and I made a great group of friends. However, I had a traumatic pregnancy and birth with many complications. I was told there was an increased risk of my baby having Downs, Edwards and Patau’s syndromes, I was at risk of blood clots, had low PAPP-A levels, and one of my growth scans showed my placenta failing. I was induced, but baby’s heart rate dropped, and my son was born by c-section. My placenta ruptured and I haemorrhaged Unfortunately, I struggled accessing continuity of care, and post-birth, I struggled with my recovery – physically and mentally. I felt like everyone I knew locally was thriving and doing baby classes, whereas I was struggling. I don’t have any family support besides my partner. I couldn’t establish breastfeeding​at​first​and​felt​I​had​failed​as​a​mother.​Luckily,​my​breastfeeding​counsellor​ from the antenatal session was able to come and help, and I’ve ended up combi feeding my son.

I felt I needed to debrief about my birth and pregnancy experience more than anything. I did counselling, and had a debrief at the hospital, but it was quite clinical and factual. They missed some things out and it didn’t give me the emotional support I needed.

When​I​got​the​email​about​the​Early​Days​course,​I​decided​to​try​it.​It​was​a​30-minute​drive​ away, but in my mind, I was going to this course to debrief and hopefully hear experiences from other mums.

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It was a short and sweet course that lasted about five weeks. The other mums were lovely, and my teacher Lauren was amazing; she was so informative and approachable. She set me up for recovery by giving me that space to debrief. There was something about it being with a group of strangers that helped. I met other mums also combi feeding for their own personal reasons, and I learnt that I wasn’t alone. Lauren was so reassuring. I had really wanted to exclusively breastfeed and felt like I’d failed when I couldn’t. But the course helped me realise just how much everything I had been through during the birth had impacted on breastfeeding. More importantly, motherhood is a rollercoaster.

There was other useful information too, for example about weaning, and it was so helpful that there were mums with older babies on the course as I picked up tips. But it wasn’t all about baby, it was about mum, dad, relationships, and baby development. It’s such a great value course. I’m on the WhatsApp group and although I’m not too active, I know I can post there if I have a question. I also know I can reach out to Lauren directly – we’ve stayed in touch. I hope Lauren realises what a positive impact she has had on my postpartum recovery. I credit Lauren and that course with helping me evade postnatal depression and providing me that support to assist with my recovery.

Inn K., 38, Warrington

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NCT breastfeeding and infant feeding services – supportive, inclusive, accessible

NCT supports expectant and new parents with infant feeding and breastfeeding in a myriad of ways, helping them navigate a wide range of changes and challenges during the early days, and throughout their feeding journey. This includes establishing breastfeeding, continuing breastfeeding, expressing, pumping, bottle feeding, formula feeding, introducing solids, stopping breastfeeding – or a combination of these. We have a dedicated​Infant​Feeding​Line,​open​every​day​from​8am​to​midnight,​staffed​by​qualified​breastfeeding​ counsellors. Our volunteer-led branches also support new parents with their feeding decisions, providing invaluable, free-to-access services such as peer support for breastfeeding. This is available in many local areas, often in the form of a closed Facebook group. NCT is also commissioned by Local Authorities and NHS Trusts to provide breastfeeding peer support services in some parts of the UK. We have dedicated teams of staff, peer support trainers, and volunteer peer supporters delivering services across Scotland and the East of England.

Many of our breastfeeding and infant feeding services, such as the Infant Feeding Line and Baby Café, are delivered by NCT breastfeeding counsellors. Our breastfeeding counsellors also deliver the breastfeeding and infant feeding session as part of NCT Antenatal, and many support new parents 1:1 on a voluntary basis.

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Our NCT breastfeeding and infant feeding support in numbers

230 breastfeeding counsellors licensed to provide skilled infant feeding support

Almost 8,000 parents attended NCT Baby Cafés, and community breastfeeding and infant feeding drop-ins

Almost 8,000 parents called the NCT Infant Feeding Line

Almost 7,000 parents supported through our breastfeeding peer support programmes by 245 peer supporters

Over 63,000 expectant parents attended NCT Antenatal infant feeding sessions

Over 700 parents attended NHS infant feeding sessions

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Great people: George’s story

I have been a qualified breastfeeding counsellor with NCT for over five years and was previously massage and yoga trained as well. I currently facilitate the breastfeeding and infant feeding session for NCT Antenatal, predominantly working across the whole of South Wales, but also parts of Reading, Maidenhead, Marlow, Windsor, as well as Shoreditch in London. I’ve taught in lots of other parts of the UK previously too. I really enjoy teaching across so many different areas – I notice how the sociocultural factors of parents vary from area to area, and they all have different needs and questions. Different systemic challenges are raised in different areas too, and it’s great to empower parents to start challenging or questioning these. Adapting my teaching to different areas and parents’ individual needs is a challenge I enjoy taking on!

I also work on the Infant Feeding Line – being able to offer support postnatally is one of my favourite parts of the job. I think sometimes when we think about rates and policies, we can forget that the individual really matters, and this 1-1 work enables us to really centre the support around the individual. I used to be commissioned to do the drop-in for the Bridgnorth branch, which I loved doing, and occasionally do voluntary visits and calls outside my work on the Infant Feeding Line, though​this​can​be​harder​to​fit​in.​

I’ve also done a fair amount of focussed work with LGBTQIA+ parents over the years, and have supported parents to induce lactation, and use other aids where needed. I received some feedback recently via the antenatal practitioner where we had had a non-binary parent on the course – not known until after – and they had been really grateful for my use of inclusive language throughout the breastfeeding session.

It’s always lovely to receive feedback on the positive difference our work can make. Earlier this year, a parent took the time to email​NCT​Head​Office​to​provide​feedback​on​my​teaching.​ While I don’t think I did anything special, I love that I was able to help, and it was a good reminder that the small things we do can have such a big impact.

George Howson, NCT Breastfeeding Counsellor

The breastfeeding session was particularly informative, and it was very helpful to have the details of George, the breastfeeding counsellor to contact​afterwards.​Contact​with​her​definitely​ contributed to being able to continue breastfeeding, so I am very grateful for this.

Anon, parent

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NCT Baby Café – community-based support with feeding for new parents

NCT Baby Café is a free drop-in service in the community, led by NCT breastfeeding counsellors, that any parent or expectant parent can attend for support with feeding their baby. The drop-ins support parents with a range of issues, including getting ready to breastfeed, establishing breastfeeding, continuing breastfeeding, expressing, mixed feeding, formula feeding, introducing solids, or stopping breastfeeding.

The model was first established in 2000. We most recently refreshed the approach in 2021 to deliver a service focused on inclusive feeding support. It continues to provide accessible, high-quality, professional support, which is free at the point of use.

Between​April​2022​and​March​2023,​a​total​of​7,761​parents​were​supported​at​NCT​Baby​Cafés.​ In​2023,​we​completed​our​first​annual​snapshot​survey,​gaining​parents’​feedback​on​NCT’s​ branch-led infant feeding services. The survey was completed by 276 parents with:

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We are very pleased that the Baby Café model supported so many parents in 2022-23. Over the coming year, our aim is to extend our community-based breastfeeding and infant feeding provision, so even more parents can be supported and can gain confidence in their feeding decisions. Above all, we are committed to being ever-more inclusive in our provision of quality infant feeding and breastfeeding support, so we can reach more diverse parent audiences across the country.

2022-23​also​saw​the​successful​launch​of​12​new​Baby​Cafés​in​areas​including​Reading,​Bromley,​ and​Sutton​Coldfield.​Some​stand-out​successes​from​our​NCT​branch-led​Baby​Cafés​during​the​ year included:

The counsellors are so friendly and kind. I call it my safe place as I can go there and talk through issues without feeling judged.

Anon, parent

It was lovely just to chat with other mums and babies and share experiences. Just chatting to other mums gave me so much more confidence and ideas for tackling each stage.

Anon, parent

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NCT’s Infant Feeding Line – a blueprint for the future

The NCT Infant Feeding Line has been providing vital infant feeding and postnatal support to new parents for over two decades. Staffed by qualified practitioners, it provides free-to-access support for parents struggling with a range of feeding issues and currently receives almost 8,000 calls a year. Increasingly, women and new parents are calling the line with challenges or questions that go beyond infant feeding – notably around mental health and wellbeing, baby development, family, and relationship issues, and how to navigate health services.

In April 2022 we partnered with Good Innovation to look at how we might redesign our Infant Feeding Service to produce a sustainable, flagship, fit-for-purpose resource to meet the needs of all parents into the future. We collaborated with key partner organisations including Black Mothers Matter, and asked the question to a diverse range of parents: ‘What do you want from this service?’. We also engaged with breastfeeding counsellors and the wider NCT community to gather their insights and ideas.

We found demand from parents for a digital omni-channel service, one with voice, video and chat formats that delivers more appropriate and seamless support, as well as communication for new parents facing a range of challenges. For example: where someone doesn’t have English as their primary spoken language, they​might​find​a​text​or​chat​service​more​accessible​for​receiving​information,​while​video​support​may​ be useful to a parent seeking support with feeding positions.

A​blueprint​was​created​in​late​2022​that​captured​the​start​of​our​ambitions​to​be​able​to​support​parents​ from all cultural and socioeconomic backgrounds with an accessible, high-quality, and free-to-access service.

Our current priority is to secure funding to progress this much needed project, with work already underway by NCT’s Fundraising and Development Team.

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Co-designing perinatal peer support for fathers and partners in Newham

NCT has launched a new community-based support system for local fathers and non-birthing partners in Newham, East London. The initiative builds on our trusted and respected profile in the area, following the success of programmes, including Parents in Mind (for women and pregnant people) and the bespoke Newham Nurture Perinatal Partnership for refugees and asylum seekers, as well as other local community activity.

This latest initiative is specifically designed for expectant and new fathers and partners, supporting them to overcome barriers to receiving support for mild to moderate mental health challenges.

It has been coproduced by fathers and partners from diverse backgrounds, who were consulted to understand their needs and preferences regarding perinatal mental health peer support. Working in collaboration with other community organisations, this involved:

We held coproduction sessions with parents across Newham lasting 118 hours in total. These involved 166​local​parents,​including​those​who​identified​as​fathers,​co-parents,​and​partners​with​experience​of​ supporting a pregnant partner or caring for a baby under two years old. We gained valuable insights that enabled us to build up a picture of what a welcoming, accessible, inclusive, and safe service for this group should look like.

Our focus has now turned to developing the service model for an accredited peer support programme and training local parent volunteers to be able to support new non-birthing partners with their mental health. From​June​–​October​2023,​NCT​volunteers​and​staff​will​pilot​different​support​engagement​methods,​ with varying locations, delivery times (including evenings and weekends), intensity, and focus, with the aim of meeting the diverse needs set out during the engagement process.

I may be a dad, but when it comes to coproduction, I’m not just a spectator, I’m a valuable member of the team. Being consulted and involved in every stage of the process was amazing, and I’m proud of the end result.

Anon, coproduction participant

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Great people: Imran’s story

Being a father is a remarkable journey, one that has inspired me to dive headfirst into the world of advocating for dads and their partners. Today, I have the privilege to project manage a cause that I know can make a difference. With all this man/dad talk, it was actually a woman (my wife) I credit for my being in this role, for not only sharing the job advert with me but also for her unwavering belief and support in my abilities to excel in this pivotal role.

Through my work with dads, I have come to understand the vital importance of fathers in the lives of their children and the significant impact they have on the overall wellbeing of their families along with the importance of self-care. Something that comes to mind is that in the event of a plane crash, flight attendants always remind passengers to put the oxygen mask on themselves first before assisting others. This powerful reminder resonates on multiple levels, particularly when it comes to the role of being a dad. Taking care of oneself is paramount in order to effectively care for, and support others.

It is this belief that propels me forward in my mission to ensure that dads’ and partners’ voices and needs are not only heard, but actively addressed.

The Dads and Partners Project holds a special place in my heart. It symbolizes a collective effort to challenge the existing societal norms and stereotypes surrounding fatherhood. It is a platform that allows dads and their partners to share their experiences, struggles, and triumphs, fostering a sense of community and support.

I am motivated by a profound desire to bring about tangible results and ensure that the needs of dads are met. Through the Fathers and Partners Project, I hope to contribute to the

creation of policies, programs, and resources that recognize and support the unique experiences of dads. Together, we can build a world where fathers are not only present but actively supported, engaged, nurtured, and empowered.

The Dads and Partners Project is a small step towards a larger revolution, and I am humbled and honoured to play a part in it. Together, let us champion the cause of fatherhood and build a future where​dads​thrive,​families​flourish,​and​children​are​raised​with​love​and​care.

Imran, Project Manager, Newham Fathers and Partners Project

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Safe, inclusive and sustainable services

For Every Parent – our commitment to diversity, equity, and inclusion

At NCT, we know we have a clear and fundamental responsibility to ensure fairness, equity, and respect for everyone. Inclusion and equity are vital for fulfilling our social responsibilities and expanding our reach, as well as fostering innovation and enhancing performance. Embracing these principles creates a nurturing and supportive environment that benefits everyone.

The disparities that exist within our society impact on outcomes for both parents and their children. While this is in large part due to systemic challenges that can’t easily be resolved, we can mitigate their impact by striving to put inclusivity and accessibility at the heart of all our services, information, and support. Not everyone starts their parenting journey in the same place, and an inclusive, equitable approach ensures that every expectant and new parent has access to essential resources and support during this important life transition, with support personalised to meet individuals at the point of their need. The principles of equity, diversity, and inclusion are cornerstones of our new five-year strategy, For Every Parent .

Over the past year, we have undertaken an extensive review of the language we use across all our information, content, and services, as part of our plan to ensure that our communications are inclusive of all parents and all parenting experiences. We also initiated our content review project, updating priority pages, appointing a Senior Digital Content Manager and beginning a content discovery phase. Another priority has been to review and strengthen our NCT Antenatal framework, ensuring that the information and support we provide to parents continues to be evidence-based, unbiased, inclusive, and trustworthy. We also commissioned an extensive scoping and feasibility project to redesign our Infant Feeding Line so it can better meet the needs of parents from different backgrounds and support them with a wider range of postnatal challenges.

On​the​campaigning​and​influencing​front,​we​submitted​evidence​to​an​inquiry​into​racial​injustice​in​UK​ maternity services led by Birthrights and supported the inquiry through the participatory work with women. We have continued to raise awareness of key Black maternal health campaigns and services including those led by Five X More , The Motherhood Group and Black Mothers Matter , which are bringing vital attention to the inequalities in outcomes experienced by Black mothers and birthing parents. In addition, we were members of the RCOG Race Equality Taskforce in the year, and have also supported the work and calls of the Black Maternal Health APPG ​since​its​establishment​in​2021.

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Building an equitable, inclusive organisation

NCT is committed to building a diverse, inclusive, and welcoming community that brings together people with different identities, backgrounds, experiences, and perspectives. Welcoming a diverse range of voices helps us to generate fresh ideas, identify gaps in our thinking and approach, and ensures we find inclusive solutions to the challenges faced by parents. We value and incorporate different perspectives when developing our charity’s strategies and services to ensure our work resonates with the most diverse communities of parents possible.

We’re creating inclusive spaces and services because we want all parents to feel welcome, respected, and understood. We actively encourage the exchange of diverse perspectives, knowledge sharing, and development of strong, supportive networks. Our aim is to break down social stigmas and stereotypes both within and beyond parenting experiences, challenging biases, and prejudice, and promoting fairness, acceptance and understanding. Over the past year, we have invested significantly in equity, diversity, and inclusion at NCT.

In​2022,​we​appointed​a​new​Director​of​People,​Education,​and​Inclusion,​a​vital​leadership​role​in​the​ ongoing transformation of our charity, placing our people, inclusion, education, and wellbeing at the centre of everything we do. We also appointed a full-time, permanent Equity, Diversity, and Inclusion Lead. This role has helped ensure that diversity and inclusion are embedded in every workstream within our plans for the years ahead, including our content and communications, volunteer and practice support, service​delivery,​quality​assurance,​campaigning​and​influencing,​and​complaint​handling.​

We continued to develop and grow our NCT Diversity Network, a space for NCT’s community to explore issues, identify opportunities, learn together, coproduce work and policies, and to build a community of consultees and champions for equity, diversity, and inclusion at NCT. We also continued to support the Affinity​network,​an​independently​run​support​network​for​NCT’s​Black​and​Brown​practitioners,​ students, and staff, led by experienced senior practitioners.

We developed a programme of Continuing Professional Development, learning and development for our staff, practitioners, students, and volunteers, including anti-racism and anti-discriminatory practice, as well as initiatives that support wellbeing in the workplace. We also embedded our anti-racism and anti-discriminatory approach within the new training pathways for NCT practitioners. In parallel, we reviewed our quality support policy and practices for practitioners to ensure that we are supporting our workforce​to​make​changes​where​required​in​a​way​that​is​unbiased​and​fair.​In​2023,​we​invested​in​an​ internal Allyship programme in collaboration with external provider Diversity Dreaming, to encourage and support the NCT community to embrace and practice allyship, the act of supporting and advocating for marginalised individuals and communities.

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Great people: Louise Oliver, NCT’s Equity, Diversity, and Inclusion Lead

I am in this role to contribute towards creating a fair and just organisation and to continue our journey as a charity that celebrates differences and takes equitable action to ensure everyone has the same opportunity to succeed, whether that’s as a member of staff, volunteer, practitioner, student, or as an expectant or new parent. I am excited about being able to play an integral part in leading, shaping, and supporting NCT’s equity, diversity, and inclusion work as we expand our reach and aim to support even more parents with high-quality, accessible information and services.

Louise Oliver, NCT Equity, Diversity, and Inclusion Lead

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NCT Allyship

In the Autumn of 2022, NCT developed an internal Allyship programme in collaboration with external provider Diversity Dreaming. The programme aims to encourage and support the NCT community to embrace and practice allyship.

Allyship is the act of supporting and advocating for marginalised individuals and communities. Allies amplify marginalised voices, educate themselves about different communities and various forms of oppression, and use their privilege to create positive change.

Through allyship, we can challenge systemic oppression, bias, and discrimination, break down barriers, cultivate empathy, and pave the way for a more equitable, inclusive society.

The​programme​launched​in​March​2023​with​an​event​attended​by​staff,​practitioners,​and​ volunteers​from​across​the​NCT​community.​92%​of​attendees​said​that​the​session​had​ supported them to live NCT’s value of inclusion at a practical level.

This is an ongoing and rapidly developing area of our work, which we will continue to develop over the coming years.

[It was] a reminder that allyship is an ongoing process and a good reminder that it covers a wide range of areas. [It was an] acknowledgment that it’s a journey we are all on.

Allyship Programme launch attendee

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Training our workforce of the future

The UK’s only higher education qualification in parent education

In 2021 we worked in partnership with the University of Worcester to launch a new model of education and training. This year our first cohort of students qualified and began working with parents as NCT practitioners, playing their part in supporting people as they become parents.

The NCT Perinatal Education and Practice CertHE trains practitioners to facilitate our NCT courses – both​antenatally​and​postnatally.​The​revised​training​programme​aims​to​build​confidence​and​skills​by​ developing deeper understanding through ‘learning by doing’. There is a strong ‘in-practice’ element, where students shadow an experienced NCT practitioner, and, under their guidance, practise both facilitation and active listening in a real-world environment.

Every year detailed evaluation is carried out by the NCT Education Team, gathering feedback from students and​tutors,​as​well​as​from​those​newly​qualified​and​from​colleagues​in​the​Practice​Team.​This​evaluation​is​ then used to make improvements and adjustments so that the course is always evolving. Initial evaluation has been broadly positive so far, showing the new structure and content is enabling students to move into practice​with​the​skills​and​knowledge​they​need​to​facilitate​confidently​and​safely,​using​an​antidiscriminatory approach.

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The placement was fundamental to my confidence in ‘going alone’. I’ve just started my fifth antenatal group and am now tweaking my plan as I see what’s working well and what can be developed further. I’m still in touch with my NCT placement practitioner, speak with my peers often, and have just signed up for a few of NCT’s CPD sessions – I felt I needed to find my feet before being ready to learn even more, but now feels like the right time to develop my practice little by little.

Helen, CertHE graduate and newly qualified Antenatal Practitioner

The NCT community is just amazing, you never feel alone, you always feel you’ve got someone to turn to if you’ve got questions or are doubting yourself… there’s always someone you can count on.

Anon, NCT student

The NCT Breastfeeding and Perinatal Support training pathway is for students and practitioners to train to provide one-to-one support postnatally and with infant feeding. This pathway has also evaluated positively:

The quality of the course is really high, with fantastic tutors. I found the role plays daunting at the beginning, but my confidence has been built as we’ve gone through them.

Anon, NCT student

Gemma is an NCT volunteer and is currently on the pathway. Although initially apprehensive about returning to formal study, she said:

It’s turned out to be one of the best decisions I’ve made. The support from tutors and fellow students has been excellent. There’s a wonderful culture of everyone wanting each other to succeed. The course has challenged me academically and personally, juggling studying with family life, but the sense of pride and achievement has made the effort more than worthwhile. I’ve even decided to continue studying in September and am excited to see where my journey will go next!

Gemma, NCT student

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Alongside​the​skills​for​working​one-to-one​with​parents,​Gemma​also​reflected​on​wider​changes​as​a​result​ of the training:

The course has improved my skills as a volunteer massively. After just a couple of months I noticed a change in my interactions with the families at the groups I volunteered at.

Gemma, NCT student

Anti-discriminatory Practice for NCT students

Building on the partnership and education work NCT did with brap, a charity that supports organisations to make equality a reality, we’ve been further developing the anti-discriminatory practice module which all NCT students undertake.

This year the module has been brought in-house and further developed by Karen Hall, Lucy Joyce (Tutors) and Louise Oliver (Equity, Diversity, and Inclusion Lead), pulling together their experience as educators and their wider learning and experience with equity, diversity, and inclusion issues. Ongoing learning continues across the NCT Education Team, so that tutors can bring anti-discrimination principles into their work and include an antidiscrimination focus when planning taught sessions and tutorials.

Our experience of delivering the module, as well as evaluations from students, has indicated that it’s much-needed work, and that our students are coming to it from very different places. We have seen some wonderful lightbulb moments, but also been challenged in often unexpected ways. We have learned a lot from developing and delivering the training this year and will bring this learning into our planning for next year’s students.

Karen Hall, NCT Tutor

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85 practitioners completed a qualification to support the parents of the future in 2022-23:

50 antenatal practitioners

31 breastfeeding counsellors

16 postnatal practitioners

18 doulas

10 yoga for pregnancy teachers

10 baby massage teachers

We were also delighted to welcome a number of practitioners back into practice during​2022-23.​This​follows​a​review​of​our​Return​to​Practice​pathway,​which​has​ resulted in a new, more straightforward personalised way to return to practice.

Student awards

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Strong foundations for a sustainable future

To support people as they become parents now and into the future, NCT must be progressive, sustainable, and here for the long-term. We’re committed to making it easier for parents to access our services and for our teams to deliver them.

In 2022-23 we continued to invest in making sure that our foundations are strong for the future. Considerable effort went into a project to update our membership platform, to move it from a legacy system onto a modern platform integrated with courses to make signing up easier for parents and eliminating potential cyber risks. This addressed various data protection issues such as being able to hold personal data more securely and making it easier to keep data up-to-date and accurate. Other efforts to address cyber risks included investments in new devices for staff, decommissioning servers, and updating systems.

In this post-Covid world, improvements and investments have also been made in our policies and practices​around​health​and​safety,​including​the​appointment​of​a​Health​and​Safety​Lead​in​April​2022.​ Changes have been made to our Health and Safety Management Systems to ensure that relevant documents​and​advice​are​easily​accessible​and​fit​for​purpose.​​Specific​training​has​been​developed​ and an audit and inspection schedule presented to the Board.

We​invested​significantly​in​our​safeguarding​function,​including​a​five-month​secondment​for​a​staff​ member to focus full-time on progressing our NCT Safeguarding Improvement Action Plan. One outcome from the secondment was the creation of a new Designated Safeguarding Lead role, providing dedicated time for safeguarding, leading the NCT Safeguarding Team, developing and delivering training, managing complex cases, and supporting the Programme Delivery Team in practice. We have also invested in an external trainer for safeguarding training for our practitioner community, Directors Group, and Board of Trustees.

Climate change has been high on the agenda, and NCT is committed to playing our part in protecting the environment for future generations. Over the past year, we have held facilitated workshops for our Directors Group and Board of Trustees to discuss our approach to climate change and sustainability. In the year ahead we will continue to look at our policies, practices, service design, and partnering arrangements through the lens of climate and environmental responsibility.

We continue to challenge ourselves to ensure that all our services are safe, inclusive, and sustainable.

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Our thanks

Our thanks

Organisations, alliances, and networks that we have worked with during the year

Alliance for Maternity Rights, Alternatives Trust; Birthrights; Black Mothers Matter; brap; Breastfeeding Alliance; Breastfeeding​Network;​British​Pregnancy​Advisory​Service;​City​of​Sanctuary;​Compost​London;​First​1001​Days​ Movement; Five X More; Good Innovation; Hello Brave; Institute of Health Visiting; Magpie Project; Maternal Mental Health Alliance; Maternity Action; Mini First Aid; One Voice Partnership; Partnerships for Good; Pregnancy and Baby Charity Network; Royal College of Midwives; Royal College of Obstetricians and Gynaecologists; The Motherhood Group; University of Worcester.

Stakeholder and programme boards that we contributed to

Healthcare Inspectorate Wales (HIW) National Review of Maternity Services; MBRRACE-UK Third Sector Stakeholder Council; Medicines and Healthcare Products Regulatory Agency; National Maternity and Perinatal Audit Clinical Reference Group; NHS England and Improvement Maternity Transformation Stakeholder Council; Scottish Government ‘The Best Start’ Implementation Programme Board.

Funders and commissioners

Babycare TENS; John Lewis Plc; Lidl Great Britain Limited; Market Research Society.

Bradford District Care Trust; Buckinghamshire, Oxfordshire and Berkshire West LMNS; Cambridgeshire County Council; Coop Community Fund; Countess of Chester Hospital NHS Foundation Trust; Coventry & Warwickshire Partnership NHS Trust; Cross Keys Homes; Department of Health and Social Care Starting Well Fund; Durham County Council Area Action Partnership; East Sussex Public Health; Ely Primary Care Network; Evelyn Trust; Halton CCG; Hampshire County Council; Hounslow CCG; Knowsley CCG; Leeds City Council; Medway Community Healthcare; Middlesbrough Council; National Lottery; Newham & Tower Hamlets CCG; NHS Lothian; Norfolk Community Foundation; Northern Ireland Public Health Agency; North West Anglia NHS Foundation Trust; Paddington Development Trust; Peabody Housing Association; Peterborough City Council; Redcar and Cleveland Council; Richard Lawes Foundation; Richmond Council; Royal Berkshire NHS Foundation Trust; Scottish Government; Southwark Council; St Helens CCG; Stockton-on-Tees Council; Swindon Borough Council; Twins Trust; Venture Community Association; Wandsworth Council; Warrington CCG; Wiltshire Council.

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Our thanks

Individual donors

Our​sincere​thanks​to​everyone​who​kindly​donated​in​2022-23​to​help​us​reach,​connect,​and​support more parents through pregnancy, birth and early parenthood.

We​remember​Joyce​Crosfield,​Gail​Werkmeister,​Caroline​Pearce​and​their​loved​ones​who​generously​ included NCT as part of their legacies.

We thank the amazing work of the family of Roscoe Barnaby Carter, who raised funds in his memory to support families in Malvern.

We are grateful to everyone who donated to help NCT’s Infant Feeding Line as a service for women and families.

Our community

We are inspired by the efforts and generosity of the NCT community who continue to amaze us every day. To all our members, supporters, volunteers, practitioners, students, staff, and Trustees, you have all made a difference.

A huge thank you and congratulations to our six amazing #TeamNCT runners who ran and finished the London Marathon on 2 October 2022. They achieved some fantastic times, and their dedication to running and fundraising for NCT has been so inspiring, raising £7940 to support parents across the UK. Thank you to: Amy Bird; Tina Cobb; Andrew Graham, with support from Karen; Mohammed Haroon; Samantha Makinen; Helen Whiting.

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In memory

In memory

Our thoughts are with the families and friends of Joyce Crosfield, Caroline Pearce, and Gail Werkmeister, who sadly passed away last year.

Joyce​Crosfield​was​a​founder​member​of​NCT.​We​would​like​to​record​our​sincere​thanks​to​Joyce​for​her​ contributions to NCT as a founder member and for her longstanding support of the vital work of the charity helping expectant and new parents.

Caroline Pearce was a much-loved member of the NCT Community for nearly two decades. The impact of her personal contributions as a Tutor, Antenatal Practitioner, Doula, Baby Massage Practitioner, and friend to many staff will stay with the charity and across many individual lives as well as those of new parents and NCT staff for the years to come.

Gail Werkmeister was a former NCT President, Trustee, Practitioner, and Tutor. Her work with NCT spanned three decades, and we are enormously grateful to Gail for her many contributions to the NCT Community and towards helping expectant and new parents, at both national and local levels.

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Financial review nct 69

Financial review

Financial review

Overall summary

Good growth in total organisational income, up 5% from £10.7m to £11.3m, was delivered during the year. This was despite the challenging economic conditions, notably the effect of the cost-of-living crisis on new and expectant parents, which meant that antenatal course bookings remain below pre-pandemic levels. We were particularly pleased with the increase in income from Programme Delivery and Grants Receivable with the wider reach that this enabled us to have during the period.

Operating​costs​grew​partly​due​to​inflationary​pressures​and​partly​due​to​prudent​increases​in​key​areas.​​ These included expenditure to enhance our long-term prospects through the development of the For Every Parent ​strategy;​to​reduce​our​overall​risk​profile​in​areas​such​as​safeguarding​and​health​&​safety;​to​ support our ongoing efforts around EDI; and to improve the information that we provide to new and expectant parents.

The​net​result​for​the​year​was​a​small​operating​deficit​of​£0.1m​(2022:​surplus​of​£0.3m)​before​ investment​income​of​£0.1m​(2022:​£0.1m),​non-operational​spend​of​£0.4m​(2022:​£0.1m)​invested​this​ year​in​the​next​stage​of​the​Salesforce​system​implementation​and​investment​losses​of​£0.1m​(2022:​gain​ of​£0.3m).​The​operating​position​is​a​key​financial​target​and​was​managed​very​closely​in​line​with​the​ approved Reserves Policy.

The​total​net​income​/​expenditure​for​the​year​was​£​-​0.6m​(2022:​£​+​0.6m)​after​non-operating​ expenditure, investment income and losses on investment assets. Again, this was in line with the requirements of the Reserves Policy.

NCT Courses

Delivery of antenatal and other courses to parents is one of NCT’s key educational activities. Income in this area exceeds expenditure, with surpluses supporting the education and development of current and future NCT Practitioners; the delivery of commissioned services in the health sector; and work in the policy, research, campaigns, content and information areas, including the much needed delivery of the NCT Infant Feeding Line.

Income​from​courses​of​£8.4m​represents​a​£0.3m​increase​on​the​prior​year​(2022:​£8.1m).​This​growth​ reflects​an​increase​in​the​average​course​price​following​a​pricing​review​in​2022.​Total​costs​increased​ slightly​to​£6.2m​from​£6.1m​in​2022.​

Education and Practice

Fewer students, partly due to the impact of the cost-of-living crisis on the affordability of fees, has led to a corresponding​decrease​in​NCT​education​and​practice​income​from​£0.6m​to​£0.5m.​Costs​grew​slightly​ from​£1.0m​to​£1.1m​as​the​need​to​train​the​practitioners​of​the​future​remains​a​key​objective.​

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Financial review

Programme Delivery

Programme Delivery provides local and national services to parents that are free at the point of access. They are largely commissioned contracts with the National Health Service, including hospital trusts and health boards, and local authorities as well as central government departments. This work is also supported through funding from Trusts and Foundations. This area also delivers the vital NCT Infant Feeding Line.

Income​for​Programme​Delivery​in​the​year​grew​by​55%​to​£0.8m​(2022:​£0.5m).​​

Membership, grants and donations

Total​donation​income​has​decreased​7%​to​£1.0m​(2022:​£1.1m)​largely​due​a​£0.2m​fall​in​membership​ income continuing the longer-term trend. The latest phase of Salesforce development is focused on the area of membership. Work is underway to consider the future of our NCT membership proposition to ensure it remains attractive, trusted and meaningful for parents and supporters.

Grants​receivable​saw​excellent​growth​of​17%​to​£0.6m​(2022:​£0.5m)​largely​due​to​an​increase​in​branch​ grants and funding for projects in Scotland.

Other trading activities

Total​income​from​other​trading​activities​rose​by​24%​to​£0.5m​(2022:​£0.4m).​This​was​due​to​the​return​ of branch activities after the impact of the pandemic in the previous year more than offsetting a decline in income from corporate partners due to a decision to phase out the distribution of gift bags.

Responsible Fundraising

NCT is supported in its charitable fundraising by so many amazing supporters spanning companies, charities, individual donors and volunteer fundraisers. We would like to thank everyone for their efforts to make a difference to parents across the UK. Our fundraising activities, led by the central charity and volunteer branches, are monitored by appropriate members of the Senior Leadership Team. We do not use mass audience commercial fundraising operations such as telephone call services or face-to-face street fundraisers.

Our overarching safeguarding commitment to all members of the NCT community encompasses protection of people in vulnerable circumstances including a dedicated point of contact for any concerns in this regard that is open to the entire charity. As a registered member of the Fundraising Regulator Directory, we are proud​of​our​commitment​to​continuously​reflect​upon,​learn​and​evolve​our​fundraising​practices.​

Investment income and asset movements

Income​received​from​cash​balances​and​the​investment​portfolio​was​£93k​(2022:​£84k).​A​loss​of​£0.1m​ was​recorded​on​the​investment​portfolio​(2022:​a​gain​of​£0.3m)​reflecting​market​movements.​​

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Financial review

Going concern

Due consideration has been given by the Board to the appropriateness of the going concern basis for accounting.​While​the​movement​in​total​funds​showed​a​fall​of​£0.6m​in​the​year,​the​level​at​the​end​of​the​ year was in line with the targeted Reserves Policy. The plan and budget for the coming year was set to operate within acceptable risk levels and within the risk reserve level. Management accounts regularly re-forecast the yearly outcome, which allows quick and appropriate responses to changes in our operating model and demand for our services. On this basis, the amounts held as investments and in light of the strong​reserves​position,​the​Board​is​satisfied​that​the​charity​is​well​positioned​to​respond​to​a​reasonable​ worst-case scenario.

Investment Policy

The Investment Policy is reviewed by the Audit, Risk and Scrutiny Committee regularly and the latest version​was​approved​by​the​Board​in​May​2023.​NCT​seeks​to​achieve​the​best​financial​return​within​an​ acceptable​level​of​risk,​which​has​been​defined​as​medium​on​a​scale​of​low,​medium​and​high.​The​desired​ risk level is achieved through a mixed portfolio of low-risk cash deposits and medium risk managed investment funds held for the long term. All investments are made within the terms of the NCT Commercial and Charitable Activities Policy that takes social, environmental and ethical considerations into account.

The​investment​objective​for​long-term​investments​is​to​generate​a​return​in​excess​of​inflation​in​order​to​ preserve the real terms value of NCT’s reserves and support growth of the reserves to, and thereafter within, the range determined by the reserves policy. The charity monitors performance closely and continues to take regular advice from its investment managers. The performance of the funds over the time held meets the investment objectives.

The investment objective for the short-term investments is to seek the highest rate of interest available for cash​deposits​with​a​UK​FSCA​regulated​financial​institution,​with​deposits​made​with​different​institutions​ where practicable.

Under the Investment Policy, NCT considers that it holds a mixed motive investment in NCT Trading Limited.​​This​is​because​the​investment​has​two​aims:​firstly,​to​provide​funding​which​will​generate​a​ financial​return​for​NCT;​and​secondly​to​contribute​to​NCT’s​charitable​purpose​by​promoting​goods​and​ services​that​are​beneficial​to​prospective​and​new​parents.​This​will​assist​the​charity​in​achieving​its​ strategic objective of providing new parent support.

The​investment​in​NCT​Trading​Limited​has​been​made​through​holding​100%​of​its​issued​share​capital​ at​a​cost​of​£100.​

Total Funds

The​group​balance​sheet​at​31​March​2023​showed​total​funds​of​£4.6m​(2022:​£5.1m)​of​which​£0.2m​ (2022:​£0.2m)​were​restricted.​Restricted​funds,​analysed​in​Note​15,​comprise​donations​and​grants​ subject​to​donor-imposed​conditions.​Unrestricted​funds​were​£4.4m​(2022:​£5.0m),​of​which​£1.3m​were​ represented​as​fixed​assets​(2022:​£1.3m).​The​balance​of​the​Group​general​funds,​representing​the​‘free​ reserves’,​were​£3.1m​at​31​March​2023​(2022:​£3.7m).​​

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Financial review

Reserves Policy

The Reserves Policy provides a dynamic framework for determining available reserves by identifying three components of NCT’s risk management reserve:

Any surplus funds beyond these considerations represent the strategic development reserve.

The​Board​determined​a​target​risk​management​reserve​level​of​£4.2m​in​March​2023.​This​comprises​ £1.0m​for​cash​flow​requirements,​£1.7m​for​the​costs​of​winding​up​and​£1.5m​to​respond​to​uncertainty​ identified​in​the​risk​management​process.​Compared​with​the​previously​agreed​levels,​the​amounts​in​the​ cash​flow​reserve​and​winding​up​reserve​have​grown​to​reflect​the​current​size​of​the​group.​The​level​of​ the​risk​response​reserve​has​been​reduced​from​the​level​of​£2.0m​as​originally​set​in​2017​when​the​ group had a much larger trading operation and higher risks relating to legacy IT solutions.

The Board plans to reduce the target level of the risk response reserve further by continuing to address key risks. By planning for a breakeven operating position over multiple periods, any investment income and gains can be used to increase the strategic development reserve.

The amounts held in these reserves at the last three year ends are shown below.

----- Start of picture text -----
£6.0m
----- End of picture text -----

----- Start of picture text -----
£5.0m
£0.1m £0.6m £0.2m
£4.0m
£2.0m £2.0m £1.5m
£3.0m
£2.0m
£1.7m
£1.5m £1.5m
£1.0m
£0.9m £0.9m £1.0m
£0.0m
31 March 2021 31 March 2022 31 March 2023
Cash flow reserve Winding up reserve Risk response reserve Strategic investment reserve
£m
----- End of picture text -----

At​31​March​2023,​total​unrestricted​funds​were​£4.4m,​exceeding​the​required​risk​management​reserve​ level​of​£4.2m​meeting​the​requirements​of​the​policy.​This​means​that​the​charity​holds​sufficient​funds​ to perform an orderly wind up if needed and manage risks as they arise. The remaining group funds as at 31​March​2023​were​held​in​the​strategic​development​reserve​of​£0.2m​(2022:​£0.6m).​Any​funds​held​ in the strategic development reserve at the end of each year are used to invest in future growth opportunities to meet one-off items of expenditure during the following year.

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Financial review

Risk management

The​risk​management​process​identifies​the​uncertainties​and​events​that​could​affect​the​achievement​ of the strategic objectives. Trustees acknowledge their responsibility for ensuring effective risk management systems and procedures. The Board works closely with the Directors Group to identify the​most​significant​risks,​mitigate​any​potential​impact​of​downside​risks​and​exploit​the​opportunities​ of upside risks. The Board reviews the full Risk Register every year and receives regular updates on significant​changes​to​the​profile​of​individual​risks​throughout​the​year.​

The Audit, Risk and Scrutiny Committee has delegated authority from the Board to:

Managing each risk is the responsibility of the senior managers within each Directorate.

The Risk Management Policy is reviewed every year. Through this Policy, the level of gross risk to the achievement of strategic objectives is assessed and the likelihood of this occurring given existing activities to manage the risk appraised. The net risk is compared to the agreed risk appetite for each broad category to identify areas where increased focus is required to manage individual risks.

Key Risks

There are 27 risks on the Group Risk Register. After assessing existing activities to manage the risk, the four risks that the Board has a particular focus on are listed below, alongside a summary of how likely it is that the risk will crystallise in what timeframe, the potential impact, our plans for managing these risks and recent​changes​in​the​risk​profile.​

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Financial review

Public Benefit Statement

The Board has referred to the relevant guidance (as published by the Charity Commission in its guidance documents​PB1​“Public​benefit,​the​public​benefit​requirement”,​PB2​“Public​benefit:​running​a​charity​and​ PB3​“Public​benefit:​reporting”)​and​concluded​that​NCT​complies​with​the​duty​in​Section​17​of​the​ Charities​Act​2011​to​have​due​regard​to​public​benefit​because​the​charitable​services​delivered​ provide value to the public in general and new parents in particular.

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Structure and governance

Structure and governance

NCT (The National Childbirth Trust) is a registered charity. It is a company limited by guarantee governed by its Articles of Association as adopted on 26[th] September 2015 and amended on 18 October 2018.

NCT is governed by a Board of Trustees who are the directors of the charity for the purposes of the Companies Act. The names of trustees at the date at which the accounts were approved, or who served during the period, are given below. The Board is very grateful for the work and commitment of Jess Figueras, Richard Smothers and Jo Powell who have served NCT and stood down in this period as well as David Shanks’ support as Vice Chair, ensuring a NCT member ramained in a Chair role. We also welcomed two trustees to the board in this period.

Name Start date of most recent term Date of resignation
Charles Richardson
(HonoraryTreasurerfrom15July2022)		 Appointed15July2022 —
Chi Evi-Parker Elected11December2020 —
David Shanks Appointed7August20211 —
Elaine Lambe Elected26November20212 —
Ema Ojiako
(HonorarySecretary)		 Appointed8March2021 —
Franciane Husbands-Chevot Elected11December2020 —
Joanne Powell Elected16November2019 Resigned1August2022
Peter Brown Appointed to act as Elected
8December2022		 —
Richard Smothers
(HonoraryTreasurerto15July2022)		 Appointed5February2020 Resigned15July2022
Sarah Brown
(Vice Chair)		 Elected26November20212 —
Sherry Bevan
(President)		 Elected16November2019 —
Stephanie Maurel
(Chair)		 Appointed7August20211 —
Susy Broekhuizen Appointed to act as Elected
8December2022		 —
Zoe Stewart-Fields Elected26November2021 —

The charity is a membership charity. Members are organised locally into 333 branches. Many members and volunteers carry out the work of the charity at a local level.

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Structure and governance

Recruitment and appointment of trustees

The Board of Trustees must have a minimum of nine trustees and a maximum of twelve. Of the maximum, there may be up to eight member elected trustees and four appointed trustees. Any member may stand for election as a trustee subject to the restrictions laid down in the Governance handbook.

Member-elected trustees are elected to coincide with the Annual General Meeting, whilst appointed trustees may be appointed during the course of the year. Any trustee vacancies arising during the year may also​be​filled​by​the​Board​until​the​date​of​the​next​Annual​General​Meeting.​​

The process of appointing new trustees is led by the Nominations and Remuneration Committee based on an​assessment​of​the​key​skills​required​by​the​Board.​An​executive​search​firm​may​be​used​to​attract​a​ diverse range of candidates from different backgrounds. Extensive screening will take place followed by rigorous interviews. All appointments are subject to satisfactory references.

Elected​and​Appointed​Trustees​have​a​term​of​four​years​and​the​President​has​a​term​of​five​years.​​ An individual may serve a maximum of two terms as an Elected Trustee, two terms as an Appointed Trustee and two terms as President.

Further details on the recruitment and appointment of trustees can be found in the Governance Handbook at

https://www.nct.org.uk/sites/default/files/related_documents/2021%2007%2027%20-%20 Governance%20Handbook%20final%20v1.pdf.

We are keen to talk to anyone interested in standing as a trustee or serving as an Independent Committee member, especially people who will bring unique skills and experiences. To discuss becoming involved, please contact us at board.secretary@nct.org.uk .

Induction and training of trustees

A comprehensive and structured induction programme is put in place for new trustees. This includes:

In​addition,​access​is​provided​to​specific​training​that​is​tailored​to​the​incoming​trustee.​

Training is also provided during the year for trustees, for example at the Board Away Day session on topics relevant to the Board’s current work and strategy or through access to external courses as required.

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Structure and governance

The Board of Trustees

The Board of Trustees is ultimately responsible for the governance of the Charity to ensure that it acts in the​best​interests​of​all​parents,​who​are​the​Charity’s​beneficiaries.​The​Board​of​Trustees​sets​the​strategy,​ policy​and​financial​framework​for​the​Charity​and​has​the​responsibility​for​its​overall​direction​and​control.​ Additionally, the Board has responsibility for ensuring that the Charity complies with the law and the safeguarding of the Charity’s assets, including its money, property and reputation.

Authority for the day-to-day management of the charity within that framework is delegated to the Chief Executive, supported by colleagues on the Directors Group. Together, they formulate strategy, policy and financial​plans​for​the​Board’s​approval,​ensure​delivery​of​required​performance​and​oversee​the​Charity’s​ day-to-day operations.

Each year, the Board reviews past performance and sets plans within a forward-looking planning horizon. As part of that review and planning process, the trustees consider how future plans and performance relate to the aims and vision of the Charity and thus to the charitable purpose.

The​trustees​are​committed​to​ensuring​NCT’s​governance​and​constitutional​framework​reflect​ current thinking on best practice. The Board of Trustees is committed to the principles of the Charity Governance Code.

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Structure and governance

Board committees

The Board of Trustees is supported in its work by committees. There are two Board committees.

In​addition,​advisory​and​task​&​finish​groups​enable​internal​and​external​experts​to​be​involved​in​decision-making​and​ governance. During the year, there were groups for Cybersecurity; Equity, Diversity and Inclusion; and an IT project. There is also a ‘Lead Trustee’ for safeguarding to provide additional support, scrutiny and oversight in this area. The full Board maintains collective responsibility for all these areas and receives update reports at Board meetings.

Independent committee members are individuals who bring additional skills, experience and perspectives to the work of our sub-committees. They are not trustees.

Committee​membership​and​lead​trustee​roles​as​at​31​March​2023​are​detailed​in​the​table​below.​​

Name Role Committee membership
Charles Richardson Trustee / Honorary Treasurer ARSC (Chair)
Chi Evi-Parker Trustee —
David Shanks Trustee —
Elaine Lambe Trustee NRC
Ema Ojiako Trustee / Honorary Secretary NRC (Chair)
Franciane Husbands-Chevot Trustee ARSC
Faran Johnson Independent Committee Member ARSC
Naomi Horsfall Independent Committee Member ARSC
Peter Brown Trustee NRC
Salima Shariff Independent Committee Member NRC
Sarah Brown Trustee / Vice Chair /
SafeguardingLead Trustee		 ARSC
Sherry Bevan Trustee / President —
Stephanie Maurel Trustee / Chair NRC
Susy Broekhuizen Trustee —
Zoe Stewart-Field Trustee NRC

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Structure and governance

Key relationships

NCT​wholly​owns​one​active​commercial​company,​NCT​Trading​Ltd,​which​gift​aids​its​profits​to​the​charity.​​ The​Board​of​NCT​Trading​Ltd​is​responsible​for​its​activities,​which​during​2022-23​mainly​consisted​of​ commercial partnerships and sponsorship.

Charity Commission guidance makes it clear that the Board of Trustees is responsible for establishing the overarching principles within which its subsidiary’s trading activities must take place. Trustees have established a comprehensive Commercial and Charitable Activities Policy within which the Trading Board is required to operate.

Trustee benefits

Under the terms of its Articles, the Charity is able to pay trustees for the provision of services to achieve its objectives, subject to certain safeguards. This includes the requirement that a majority of the trustees must have received no payments from NCT either as employees or for goods and services supplied to NCT. This year, no member​of​the​Board​of​Trustees​received​any​remuneration​in​respect​of​their​services​as​trustees​(2022:​None).​ Expenses and other payments to trustees are detailed in Note 9.

Statement of the Board’s responsibilities as trustees

The trustees (who are also directors of NCT for the purposes of company law) are responsible for preparing the Trustees’​Report​and​the​financial​statements​in​accordance​with​applicable​law​and​United​Kingdom​Accounting​ Standards (United Kingdom Generally Accepted Accounting Practice). Members of the Directors Group are not Directors​as​defined​on​Company​Law.​

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

The trustees are responsible for keeping proper 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​and​the​Charities​and​Trustee​Investment​(Scotland)​Act​2005​and​the​ Charities​Accounts​(Scotland)​Regulations​2006,​as​amended​by​the​Charities​Accounts​(Scotland)​Amendment​ (No.​2)​Regulations​2014.​They​are​also​responsible​for​safeguarding​the​assets​of​the​charitable​company​and​the​ group, and hence for taking reasonable steps to prevent and detect of fraud and other irregularities.

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

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Structure and governance

In so far as the trustees are aware:

Remuneration Policy

NCT recognises that pay is part of a wider employment offer for employees, which also includes the satisfaction of working for a charity, personal development opportunities, family-friendly policies and practices, annual leave and absence​policies​and​a​range​of​other​benefits​including​access​to​the​pension​scheme.​

NCT operates a benchmarked market rate system, using reputable and appropriate data. NCT aims to pay employees​between​plus/minus​10%​margin​of​the​market​median​salary​for​most​roles.​Employees​will​not​ normally be paid less than the lower decile or higher than the higher decile for any role. When benchmarking pay and​benefits,​NCT​will​compare​against​charities​of​similar​size,​employee​numbers​and​income,​workplace​location​ and competitors. Additionally, a specialist consultancy will be commissioned to independently review the market rate for the salaries of the Directors Group every three years.

Each year, NCT will consider whether to uplift all employee salaries by the cost of living. This will take into account the Consumer Price Index, Retail Price Index and the national average increase in earnings. Any decisions will be based on affordability and are at the Board’s discretion.

Appointment of Auditors

Moore​Kingston​Smith​LLP​have​indicated​their​willingness​to​continue​in​office​and​are​deemed​reappointed​in​ accordance​with​section​487(2)​of​the​Companies​Act​2006.​

The strategic report, which forms part of the Trustees’ Annual Report, is approved by the trustees in their capacity as directors of the company. The Trustees’ Report is approved by the Board of Trustees and signed on its behalf by:

Stephanie Maurel Chair 21​September​2023

81

Auditor’s report

Independent Auditor’s Report to the Trustees and Members of NCT

Opinion

We​have​audited​the​financial​statements​of​The​National​Childbirth​Trust​for​the​year​ended​31​March​2023​ which comprise Group and Parent Charitable Company Statements of Financial Activities (incorporating the Summary Income and Expenditure Account), the Group and Parent Charitable Company Balance Sheets, the Group​Cash​Flow​Statement​and​the​related​notes,​including​a​summary​of​significant​accounting​policies.​ The​financial​reporting​framework​that​has​been​applied​in​their​preparation​is​applicable​law​and​United​Kingdom​ Accounting​Standards,​including​Financial​Reporting​Standard​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​the​charitable​company’s​ability​to​ continue​as​a​going​concern​for​a​period​of​at​least​twelve​months​from​when​the​financial​statements​are​ authorised for issue.

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

82

Auditor’s report

Other information

The​other​information​comprises​the​information​included​in​the​annual​report,​other​than​the​financial​statements​ and our auditor’s report thereon. The trustees are responsible for the other information. 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.

In​connection​with​our​audit​of​the​financial​statements,​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 audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement​in​the​financial​statements​or​a​material​misstatement​of​the​other​information.​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 group and parent charitable company and its environment obtained​in​the​course​of​the​audit,​we​have​not​identified​material​misstatements​in​the​strategic​report​or​the​ trustees’ annual report.

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

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement set out on page 23, 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​group​and​parent​charitable​ company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the group or parent charitable company or to cease operations, or have no realistic alternative but to do so.

83

Auditor’s report

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​to​you​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​aggregate,​they​could​reasonably​be​expected​to​influence​ the​economic​decisions​of​users​taken​on​the​basis​of​these​financial​statements.​​

As part of an audit in accordance with ISAs (UK) we exercise professional judgement and maintain professional scepticism throughout the audit. We also:

We communicate with those charged with governance regarding, among other matters, the planned scope and timing​of​the​audit​and​significant​audit​findings,​including​any​significant​deficiencies​in​internal​control​that​we​ identify during our audit.

84

Auditor’s report

Explanation as to what extent the audit was considered capable of detecting irregularities, including fraud

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 is detailed below.

The objectives of our audit in respect of fraud, are; to identify and assess the risks of material misstatement of the financial​statements​due​to​fraud;​to​obtain​sufficient​appropriate​audit​evidence​regarding​the​assessed​risks​of​ material misstatement due to fraud, through designing and implementing appropriate responses to those assessed risks;​and​to​respond​appropriately​to​instances​of​fraud​or​suspected​fraud​identified​during​the​audit.​However,​ the primary responsibility for the prevention and detection of fraud rests with both management and those charged with governance of the charitable company.

Our approach was as follows:

There are inherent limitations in the audit procedures described above. We are less likely to become aware of instances of non-compliance with laws and regulations that are not closely related to events and transactions reflected​in​the​financial​statements.​Also,​the​risk​of​not​detecting​a​material​misstatement​due​to​fraud​is​higher​ than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentations, or through collusion.

85

Auditor’s report

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of​the​Companies​Act​2006​and​to​the​charitable​company’s​trustees,​as​a​body,​in​accordance​with​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 and trustees those matters which we are required to state to them in an auditor’s report addressed to them and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to any party other than the charitable company and charitable company’s members as a body, and the charity’s trustees, as a body, for our audit work, for this report, or for the opinions we have formed.

Andrew Stickland (Senior Statutory Auditor)

for and on behalf of Moore Kingston Smith LLP, Statutory Auditor 16 October 2023

9 Appold Street London EC2A 2AP

Moore​Kingston​Smith​LLP​is​eligible​to​act​as​auditor​in​terms​of​Section​1212​of​the​Companies​Act​2006.

86

Financial statements

NCT consolidated group statement of financial activities

Including Income & Expenditure Account for the Year Ended 31 March 2023

Income from
Donations
Membership
Donations
Grants receivable
Charitable activities
NCT Courses
Education and Practice
Programme Delivery
Other trading activities
Community fundraising
Commercial fundraising
Trading
Investments
Investment portfolio income
Other income
Other income receivable
Total incoming resources
Expenditure on
Raising funds
Membership
Charitable activities
NCT Courses
Education and Practice
Programme Delivery
Policy, research and information
Other trading activities
Community fundraising
Commercial fundraising
Trading
Total Expenditure
Net operating income/(expenditure)
Gain/(loss) on investment assets
Net income/(expenditure) and
net movement in funds
Reconciliation of funds
Total funds brought forward
Total funds carried forward		 Notes
4
3
5
6
7
12
8
15,16		 Unrestricted
Funds
£’000
345
13
19		 Restricted
Funds
£’000
2
-
579		 Total
2023
£’000
347
13
598		 Unrestricted
Funds
£’000
539
17
13		 Restricted
Funds
£’000
-
-
500		 Total
2022
£’000
539
17
513
377
8,376
452
820		 581
-
-
-		 958
8,376
452
820		 569
8,104
612
530		 500
-
-
-		 1,069
8,104
612
530
9,648
334
135
4		 -
42
-
-		 9,648
376
135
4		 9,246
184
207
1		 -
22
-
-		 9,246
206
207
1
473
93		 42
-		 515
93		 392
84		 22
-		 414
84
93
37		 -
-		 93
37		 84
48		 -
-		 84
48
10,628
239
6,098
1,114
1,713
1,196		 623
-
117
-
461
-		 11,251
239
6,215
1,114
2,174
1,196		 10,339
210
5,993
1,034
1,019
1,180		 522
-
66
-
435
-		 10,861
210
6,059
1,034
1,454
1,180
10,121
553
56
101		 578
8
-
-		 10,699
561
56
101		 9,226
451
178
47		 501
-
-
-		 9,727
451
178
47
710 8 718 746 - 746
11,070 586 11,656 10,112 501 10,613
(442)
(148)		 37
-		 (405)
(148)		 227
303		 21
-		 248
303
(590)
4,982		 37
159		 (553)
5,141		 530
4,452		 21
138		 551
4,590
4,392 196 4,588 4,982 159 5,141

All​of​the​group’s​activities​are​derived​from​continuing​operations​during​the​above​two​financial​periods.​The​group​has​no​recognised​gains​ or losses other than those shown above. The movement in reserves is shown above.

87

Financial statements

NCT charity statement of financial activities

Including Income & Expenditure Account for the Year Ended 31 March 2023

Income from
Donations and legacies
Membership
Donations
Grants receivable
Charitable Activities
NCT Courses
Education and Practice
Programme Delivery
Other trading activities
Community fundraising
Trading
Investments
Investment portfolio income
Other income
Total income
Expenditure on
Raising funds
Membership
Charitable activities
NCT Courses
Education and Practice
Programme Delivery
Policy, research and information
Other trading activities
Community fundraising
Trading
Total resources expended
Net operating income/(expenditure)
Gain/(loss) on investment assets
Net income/(expenditure) and
net movement in funds
Reconciliation of funds
Total funds brought forward
Total funds carried forward		 Notes
4
3
5
6
7
12
8
15,16		 Unrestricted
Funds
£’000
345
64
19		 Restricted
Funds
£’000
2
-
579		 Total
2023
£’000
347
64
598		 Unrestricted
Funds
£’000
539
38
13		 Restricted
Funds
£’000
-
-
500		 Total
2022
£’000
539
38
513
428
8,376
452
820		 581
-
-
-		 1,009
8,376
452
820		 590
8,104
612
530		 500
-
-
-		 1,090
8,104
612
530
9,648
334
4		 -
42
-		 9,648
376
4		 9,246
184
1		 -
22
-		 9,246
206
1
338
93		 42
-		 380
93		 185
84		 22
-		 207
84
93
65		 -
-		 93
65		 84
56		 -
-		 84
56
10,572
239
6,098
1,114
1,713
1,196		 623
-
117
-
461
-		 11,195
239
6,215
1,114
2,174
1,196		 10,161
210
5,993
1,034
1,019
1,180		 522
-
66
-
435
-		 10,683
210
6,059
1,034
1,454
1,180
10,121
553
101		 578
8
-		 10,699
561
101		 9,226
451
47		 501
-
-		 9,727
451
47
654 8 662 498 - 498
11,014 586 11,600 9,934 501 10,435
(442)
(148)		 37
-		 (405)
(148)		 227
303		 21
-		 248
303
(590)
4,982		 37
159		 (553)
5,141		 530
4,452		 21
138		 551
4,590
4,392 196 4,588 4,982 159 5,141

All​of​the​NCT’s​activities​are​derived​from​continuing​operations​during​the​above​two​financial​periods.​The​charity​has​no​recognised​gains​ or losses other than those shown above. The movement in reserves is shown above.

88

Financial statements

NCT consolidated and charity balance sheets as at 31 March 2023

Fixed Assets
Intangible Assets
Tangible Assets
Investments
Total Fixed Assets
Current Assets
Debtors
Short term deposits
Cash at bank and in hand
Liabilities
Creditors:
Amounts falling due within one year
Net current assets / (liabilities)
Total net assets
Fund balances
Charitable funds
Restricted funds
Unrestricted funds
General funds
Fixed asset fund
Total funds		 Notes
10
11
12
13
14
15
16
17		 2023
Group
£’000
-
1,270
3,707		 2023
Charity
£’000
-
1,270
3,707		 2022
Group
£’000
-
1,302
3,789		 2022
Charity
£’000
-
1,302
3,789
4,977
948
76
2,297		 4,977
979
76
2,236		 5,091
1,054
76
2,584		 5,091
1,029
76
2,560
3,321
(3,710)		 3,291
(3,680)		 3,714
(3,664)		 3,665
(3,615)
(389)
4,588
196
3,122
1,270		 (389)
4,588
196
3,122
1,270		 50
5,141
159
3,680
1,302		 50
5,141
159
3,680
1,302
4,392 4,392 4,982 4,982
4,588 4,588 5,141 5,141

Approved by the Board of Trustees and signed on its behalf

Stephanie Maurel Chair 21​September​2023

The National Childbirth Trust Company​Number:​2370573​(England​&​Wales)

89

Financial statements

NCT consolidated cash flow statement

for the Year Ended 31 March 2023

Cashfows from Operating Activities
Net income / (expenditure) for the reporting period
(Gains)/ Losses on investments
Depreciation and amortisation charges
Investment income
(Increase) / decrease in debtors
Increase / (decrease) in creditors
Net cash provided by operating activities
Cash fows from Investing Activites
Purchase of Investments
Proceeds from the sale of Investments
Dividends received
Net cash from investing activities
Cash fows from Financing Activities
Net cash from fnancing activities
Change in cash and cash equivalents in the reporting period
Cash and cash equivalents at the beginning of the reporting period
Cash and cash equivalents at end of the reporting period		 2023
£’000
(553)
148
32
(93)
106
46		 2022
£’000
551
(303)
41
(84)
(502)
552
(314) 255
(940)
936
93		 (975)
907
84
89 16
- -
(225) 271
2,747 2,476
2,522 2,747
Analysis of cash and cash equivalents
Cash at bank and in hand
Short term deposits
Cash held by investment managers
Total cash and cash equivalents		 2023
£’000
2,297
76
149		 2022
£’000
2,584
76
87
2,522 2,747

90

Notes

Notes to the financial statements

1 Principal Accounting Policies

a) Basis of accounting

The​financial​statements​have​been​prepared​in​accordance​with​the​accounting​policies​below​and​comply​ with​the​charity’s​governing​document,​the​Charities​Act​2011​and​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, the Charities Trustee Investment​(Scotland)​Act​2005​and​the​Charities​Accounts​(Scotland)​Regulations​2006​as​amended​in​ 2014.​The​charity​is​a​public​benefit​entity​for​the​purposes​of​FRS​102​and​a​registered​charity.​The​charity​ has​therefore​also​prepared​its​individual​and​consolidated​financial​statements​in​accordance​with​FRS​102​ (The​Charities​SORP​(FRS​102).

The​financial​statements​have​been​prepared​on​a​going​concern​basis​and​on​the​historical​cost​basis,​ except​for​the​measurement​of​investments​and​certain​financial​assets​and​liabilities​at​fair​value​with​ movements in value reported within the Statement of Financial Activities (SOFA). The principal accounting policies adopted are set out below and have been applied consistently throughout the year.

The​financial​statements​are​prepared​in​sterling,​which​is​the​functional​currency​of​the​charity.​ Amounts​included​in​the​financial​statements​are​rounded​to​the​nearest​thousand​pounds.

b) Preparation of the accounts on a going concern basis

The trustees have adopted the going concern basis in preparing these accounts after assessing the principal risks​and​having​considered​the​impact​of​returning​to​online​courses​due​to​COVID-19​and​inflationary​ factors. The trustees consider that the charity is resilient to the impact of these scenarios.

The trustees considered the impact of the expected future environment on the business for the 12 months following​signature​of​the​financial​statements,​the​viability​period​and​the​longer​term​considering​the​ impacts​on​income,​expenditure​and​cash​flow​and​consider​the​charity​can​absorb​and​adapt​to​the​ environment.

On this basis the trustees have concluded that there are no material uncertainties that impact the use of the going concern basis and that the charity will be able to settle its debts as they fall due for a period of at least 12​months​from​the​date​of​approval​of​these​financial​statements.​Accordingly,​the​going​concern​basis​has​ continued​to​be​adopted​in​the​preparation​of​the​financial​statements.

c) Basis of consolidation

The​statement​of​financial​activities​and​balance​sheet​consolidate​on​a​line-by-line​basis​the​financial​ statements of the charity and all its subsidiary undertakings made up to the balance sheet date. Immaterial subsidiaries are not consolidated. The decision on consolidation is based on the power NCT has to control each undertaking.

91

Notes

Notes to the financial statements (continued)

d) Income

Incoming resources are recognised in the period in which the charity is entitled to receipt, the receipt is probable and the​amount​can​be​measured​reliably.​Income​is​deferred​only​when​the​charity​has​to​fulfil​conditions​outside​of​its​ control​before​becoming​entitled​to​it​or​when​the​donor​or​funder​has​specified​that​the​income​is​to​be​expended​in​a​ future​accounting​period.​Legacies​are​included​in​the​statement​of​financial​activities​when​the​charity​is​advised​by​the​ personal representative of an estate that payment will be made or property transferred and the amount involved can be measured reliably. Grants, including government grants, have been included as income from charitable activities where these​amount​to​a​contract​for​services​or​a​grant​for​specific​costs.​Fees​from​NCT​affiliates​are​included​in​full​within​ incoming resources.

e) Expenditure

Expenditure​is​included​in​the​statement​of​financial​activities​when​incurred​and​includes​any​attributable​VAT,​ which cannot be recovered. Resources expended comprise the following:

f) Basis of apportioning support costs

Support costs, which includes governance costs, represent indirect charitable expenditure. In order to carry out the primary​purposes​of​NCT,​it​is​necessary​to​provide​support​in​the​form​of​human​resources,​financial​operations​and​ management,​information​technology,​general​management​and​administration​and​office​services.​These​costs​are​ apportioned to the other activities within the charity based on the average number of full-time equivalent employees utilised by the activity.

g) Gifts in kind

Facilities and services donated to the charity for its own use are included in incoming resources and expenditure at their value to the charity as at the time of the gift.

92

Notes

Notes to the financial statements (continued)

h) Tangible and intangible fixed assets

All​assets​costing​more​than​£1,000​and​with​an​expected​useful​life​exceeding​one​year​are​capitalised.​ Leasehold properties used for the work of the charity are included in these accounts at the cost of acquisition. Software​development​is​capitalised​when​there​is​future​economic​benefit​to​the​charity​and​ongoing​lease​costs​ are not required to use the developed software. Fixed assets are capitalised and depreciated at the following rates per annum, based on cost, in order to write them off over their estimated useful lives at the rates shown below.

Category Asset Group Rate per annum
Property Leasehold 2%
Leasehold improvements Lease length or on a
componentbasis,minimum2%
Equipment End user computer equipment and software 33%
Computer and telecoms network infrastructure and software 20%
Furniture 20%
Other equipment 33%

At the end of each reporting period, residual values and useful lives are reviewed and adjusted as necessary. Assets are also reviewed annually for impairment.

i) Fixed asset investments

Listed​equities​are​included​in​the​financial​statements​at​fair​value​as​at​the​balance​sheet​date.​Investments​in​subsidiary​ undertakings are held at cost less impairment. Realised and unrealised gains (or losses) are credited (or debited) to the statement​of​financial​activities​in​the​year​in​which​they​arise.

j) Fund accounting

Restricted​funds​are​monies​raised​for,​or​their​use​restricted​to,​a​specific​purpose,​or​contributions​subject​to​donor​ imposed conditions.

The​fixed​assets​fund​represents​the​net​book​value​of​the​tangible​and​intangible​fixed​assets​used​in​the​day-to-day​ operations of NCT. The value of this fund is not available for working capital.

General funds represent those monies, which are freely available for application towards achieving any charitable purpose that falls within the charity’s charitable objects.

k) Leased assets

Rentals​applicable​to​operating​leases​where​substantially​all​of​the​benefits​and​risks​of​ownership​remain​with​the lessor are charged on a straight-line basis over the lease term.

Rental​applicable​to​finance​leases​where​the​terms​of​the​lease​transfer​substantially​all​the​risks​and​rewards​of​ ownership to the lessee are recognized as assets at the lower of the assets fair value at the date of inception and the present​value​of​minimum​lease​payments.​The​related​liability​is​included​in​the​balance​sheet​as​a​finance​lease​ obligation. Lease payments are treated as consisting of capital and interest elements. The interest is charged to the Statement of Financial Activity so as to produce a constant periodic rate of interest in the remaining balance of the liability.

93

Notes

Notes to the financial statements (continued)

l) Branches

Branch transactions are considered transactions of the charity.

m) Employee benefits

The​costs​of​short-term​employee​benefits​are​recognised​as​a​liability​and​an​expense,​unless​those​costs​are​required​to​ be​recognised​as​part​of​the​cost​of​fixed​assets.​The​cost​of​any​unused​holiday​entitlement​is​recognised​in​the​period​in​ which​the​employee’s​services​are​received.​Termination​benefits​are​recognised​immediately​as​an​expense​when​the​ company​is​demonstrably​committed​to​terminate​the​employment​of​an​employee​or​to​provide​termination​benefits.​

n) Debtors

Debtors are stated at their net realisable value after allowing for bad and doubtful debts.

o) Creditors

Creditors are amounts owed by the charity. They are measured at the amount that the charity expects to have to pay to settle the debt.

p) Pension costs

The​charity​as​an​employer​contributes​to​personal​pension​plans​of​its​employees.​The​contributions​are​set​at​up​to​5%​of​ gross salary and are available to all employees whose contracts are permanent and who have completed three months’ service with the charity.

q) Redundancy costs

Redundancy costs are recognised when there is a legal or constructive obligation.

r) Financial Instruments

The​National​Childbirth​Trust​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​ amortised cost using the effective interest method. Financial assets held at amortised cost comprise cash at bank and in hand, together with trade and other debtors. Financial liabilities held at amortised cost comprise trade and other creditors.

s) Cash and cash equivalents

Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Any bank overdrafts would be shown within borrowings in current liabilities.

t) Irrecoverable VAT

All expenditure is charged to the SOFA on an accruals basis including the charge for VAT which is not recoverable.

u) Accounting judgements and estimation uncertainty

In​preparing​financial​statements​it​is​necessary​to​make​certain​judgements,​estimates​and​assumptions​that​affect​the​ amounts​recognised​in​the​financial​statements.​The​following​judgements​and​estimates​are​considered​by​the​Board​to​ have​the​most​significant​effect​on​amounts​recognised​in​the​financial​statements.

Tangible​fixed​assets​are​depreciated​to​their​estimated​residual​value​over​their​estimated​useful​economic​life​as​ detailed above.

Accrued course expenditure is estimated at the year end date using algorithmic modelling based on contracted hours and pre-agreed rates and anticipated venue costs.

94

Notes

Notes to the financial statements (continued)

2 Commercial trading operations

The National Childbirth Trust owns the entire called up ordinary share capital of four companies incorporated in the United Kingdom:

NCT​Trading​Limited​has​a​deed​of​covenant​to​distribute​its​taxable​profit​to​NCT.​A​summary​of​the​results​of​the​ trading subsidiary for the period are given below.

Proft and loss account – NCT Trading Ltd 2023
£’000
135
-
135
(84)
51
–
51
31 March 2023
£’000
83
(83)
-		 2022
£’000
207
-
Turnover
Cost of sales
Gross proft
Administrative expenses
Operating proft before interest
Interest payable
Comprehensive income for the period
Balance Sheet – NCT Trading Ltd
207
(186)
21
–
21
31March2022
£’000
21
(21)
Current Assets
Amounts falling due within one year
Net Assets
-

The​above​figures​exclude​any​consolidation​adjustments​for​inter-group​profits/losses,​which​have​been​reflected​in​the​consolidated​ statement​of​financial​activities.​The​accounts​figures​have​been​consolidated​on​a​line-by-line​basis.

95

Notes

Notes to the financial statements (continued)

3 Income: programme delivery

Group and Charity Unrestricted
Funds
£’000
475
250
95		 Restricted
Funds
£’000
-
-
-		 Total
2023
£’000
475
250
95		 Unrestricted
Funds
£’000
279
229
22		 Restricted
Funds
£’000
-
-
-
-		 Total
2022
£’000
279
229
22
National Health Service
Local Authorities
Other
820 - 820 530 530

4 Income: grants receivable

Group and Charity Unrestricted
Funds
£’000
–
19
–
–
–
–		 Restricted
Funds
£’000
–
166
17
184
212
–		 Total
2023
£’000
–
185
17
184
212
–		 Unrestricted
Funds
£’000
–
6
–
–
–
7		 Restricted
Funds
£’000
12
117
50
109
212
–
500		 Total
2022
£’000
12
123
50
109
212
7
Parents in Mind
Grants to branches
BBCS
Scottish Health
Newham Nurture
Government Furlough Grant
19 579 598 13 513

Grants​receivable​includes​government​grants​for​Scottish​Health​and​Newham​Nurture​and​totalled​£396k​(2022:​£328k).

5 Expenditure: NCT courses

Group and Charity Unrestricted
Funds
£’000
3,966
38
865
1,229		 Restricted
Funds
£’000
-
-
117
-		 Total
2023
£’000
3,966
38
982
1,229		 Unrestricted
Funds
£’000
3,840
79
1,026
1,048		 Restricted
Funds
£’000
-
-
66
-
66		 Total
2022
£’000
3,840
79
1,092
1,048
Antenatal
Postnatal
General Parental Support
Apportioned support costs


6,098 117 6,215 5,993 6,059

6 Expenditure: community fundraising

Group and Charity Unrestricted
Funds
£’000
364
189		 Restricted
Funds
£’000
8
–		 Total
2023
£’000
372
189
561		 Total
2022
£’000
117
334
Branch fundraising
Central fundraising
553 8 451

96

Notes

Notes to the financial statements (continued)

7 Support cost allocations

Support costs are allocated to the expenditure headings in the Statement of Financial Activities, on the basis stated in the Accounting Policies (note 1), as stated in the tables below.

Group 2023 NCT
Courses
£’000
481
14
61
133
31
104
4
401
1,229
4,986
6,215
NCT
Courses
£’000
452
16
74
88
23
76
10
309
1,048
5,011
6,059		 NCT
Courses
£’000
481
14
61
133
31
104
4
401
1,229
4,986
6,215
NCT
Courses
£’000
452
16
74
88
23
76
10
309
1,048
5,011
6,059		 Education
and Practice
£’000
153
4
19
42
10
33
1
128
390
724
1,114
Education
and Practice
£’000
151
6
25
29
8
25
3
103
350
684
1,034		 Education
and Practice
£’000
153
4
19
42
10
33
1
128
390
724
1,114
Education
and Practice
£’000
151
6
25
29
8
25
3
103
350
684
1,034		 Programme
Delivery
£’000
302
8
39
84
19
65
3
252
772
1,402
2,174
Programme
Delivery
£’000
243
9
40
47
12
41
6
166
564
890
1,454		 Policy,
Research &
Information
£’000
142
4
18
39
9
31
2
118
363
833
1,196
Policy,
Research &
Information
£’000
152
7
25
30
7
25
3
104
353
827
1,180		 Membership
£’000

36
1
5
10
2
8
-
31
93
146
239
Membership
£’000
37
1
6
7
2
6
1
25
85
125
210		 Community
Fundraising
£’000
45
1
6
13
3
10
-
38
116
445
561
Community
Fundraising
£’000
46
2
7
9
2
8
1
31
106
345
451		 Commercial
Fundraising
£’000
-
-
-
-
-
-
-
-
-
56
56
Commercial
Fundraising
£’000
-
-
-
-
-
-
-
-
-
178
178		 Commercial
Fundraising
£’000
-
-
-
-
-
-
-
-
-
56
56
Commercial
Fundraising
£’000
-
-
-
-
-
-
-
-
-
178
178		 Trading
£’000
Total
2023
£’000
16
1,175
-
32
2
150
4
325
1
75
3
254
-
10
13
981
39
3,002
62
8,654
101
11,656
Trading
£’000
Total
2022
£’000
10
1,091
-
41
1
178
2
212
-
54
2
183
-
24
7
745
22
2,528
25
7,907
47
10,435		 Total
2023
£’000
1,175
32
150
325
75
254
10
981
Staff costs
Depreciation
Premises and
equipment
Offce supplies
Insurance
Irrecoverable
VAT
Governance
Other
Support Costs
Direct Costs
Total Costs
Group2022
1,229
4,986		 390
724		 -
56		 3,002
8,654
6,215 1,114 56
NCT
Courses
£’000
452
16
74
88
23
76
10
309		 Education
and Practice
£’000
151
6
25
29
8
25
3
103		 Commercial
Fundraising
£’000
-
-
-
-
-
-
-
-
Staff costs
Depreciation
Premises and
equipment
Offce supplies
Insurance
Irrecoverable
VAT
Governance
Other
Support Costs
Direct Costs
Total Costs
1,048
5,011		 350
684		 -
178
6,059 1,034 178
Charity 2023 NCT
Courses
£’000
481
14
61
133
31
104
4
401		 Education
and Practice
£’000
153
4
19
42
10
33
1
128
390
724
1,114		 Programme
Delivery
£’000
302
8
39
84
19
65
3
252
772
1,402
2,174		 Policy,
Research &
Information
£’000

142
4
18
39
9
31
2
118
363
833
1,196		 Membership
£’000
36
1
5
10
2
8
-
31		 Community
Fundraising
£’000
45
1
6
13
3
10
-
38
116
445
561		 Community
Fundraising
£’000
45
1
6
13
3
10
-
38
116
445
561		 Trading
£’000
Total
2023
£’000
16
1,175
-
32
2
150
4
325
1
75
3
254
-
10
13
981
39
3,002
62
8,598
101
11,600		 Total
2023
£’000
1,175
32
150
325
75
254
10
981
Staff costs
Depreciation
Premises and equipment
Offce supplies
Insurance
Irrecoverable VAT
Governance
Other
Support Costs
Direct Costs
Total Costs
1,229
4,986		 93
146		 116
445		 3,002
8,598
6,215 239 561

97

Notes

Notes to the financial statements (continued)

Policy,

Charity2022 NCT Courses
£’000
452
16
74
88
23
76
10
310		 Education
and Practice
£’000
151
6
25
29
8
25
3
103		 Programme
Delivery
£’000
243
9
40
47
12
41
6
166		 Research &
Information
£’000
152
7
25
30
7
25
3
104		 Membership
£’000
37
1
6
7
2
6
1
25		 Community
Fundraising
£’000
46
2
7
9
2
8
1
31		 Trading
£’000
10
-
1
2
-
2
-
7
22
25
47		 Total
2022
£’000
1,091
41
178
212
54
183
24
745
Staff costs
Depreciation
Premises and
equipment
Offce supplies
Insurance
Irrecoverable
VAT
Governance
Other
Support Costs
Direct Costs
Total Costs
1,048
5,011		 350
684		 564
890		 353
827		 85
125		 106
345		 2,528
7,907
6,059 1,034 1,454 1,180 210 451 10,435

8 Net movement in funds

Group
2023
£’000
2022
£’000
32
41
4,341
3,905
11
5
46
51
1
1
26
26
5
-		 Charity
2023
£’000
2022
£’000
32
41
4,310
3,870
11
5
38
44
-
-
26
26
5
-
2023
£’000
32
4,341
11
46
1
26
5
Net movement in funds is stated after charging:
Depreciation/amortisation of fxed assets
Staff costs (excluding agency staff)
Operating lease rentals
Auditors’ remuneration: audit services
Auditors’ remuneration: non-audit services
Investment management fees
Gifts in kind from corporate partners

9 Staff costs and remuneration

Staff costs during the period were as follows:

costs during the period were as follows:
Group
Total
2023
£’000
Total
2022
£’000
3,859
3,443
1
40
310
263
171
159
4,341
3,905
44
35
4,385
3,939		 Charity
Total
2023
£’000
Total
2022
£’000
3,833
3,412
1
40
307
260
169
157
4,310
3,870
44
35
4,354
3,904
Total
2023
£’000
3,859
1
310
171
4,341
44
4,385		 Total
2023
£’000
3,833
1
307
169
4,310
44
4,354
Wages and salaries
Redundancy costs
Social security costs
Other pension costs
Payments to agency staff
3,905
35
3,939		 3,870
35
3,904

There were no outstanding redundancy costs at the balance sheet date.

Staff costs by function were as follows:

costs by function were as follows:
Group
Total
2023
£’000
Total
2022
£’000
162
148
273
225
3,950
3,566
4,385
3,939		 Charity
Total
2023
£’000
Total
2022
£’000
162
148
242
190
3,950
3,566
4,354
3,904
Total
2023
£’000
162
273
3,950
4,385		 Total
2023
£’000
162
242
3,950
4,354
Raising funds
Other trading activities
Charitable activities

98

Notes

Notes to the financial statements (continued)

Higher paid employees:

Group Charity
Total Total Total Total
2023 2022 2023 2022
£60,000 – 69,999 3 3 3 3
£70,000 – 79,999 1 1 1 1
£80,000 – 89,999 - - - -
£90,000 – 99,999 - - - -
£100,000 – 109,999 - - - -
£110,000 - 119,999 1 1 1 1
5 5 5 5

The​pension​cost​for​these​employees,​was​£13,012​(2022:​£21,508),​which​included​the​Chief​Executive​who​received​a​total​salary​of​ £115,660​(2022:​£111,375)​and​pension​contributions​of​£4,626​(2022:​£4,455).

The average headcount including part-time staff, analysed by function was:

Group
Number
2023
Number
2022
4
4
7
6
140
133
21
17
172
160		 Group
Number
2023
Number
2022
4
4
7
6
140
133
21
17
172
160		 Group
Number
2023
Number
2022
4
4
7
6
140
133
21
17
172
160		 Charity
Number
2023
Number
2022
4
4
6
5
140
133
21
17
171
159		 Charity
Number
2023
Number
2022
4
4
6
5
140
133
21
17
171
159
Number
2023
4
7
140
21		 Number
2023
4
6
140
21
171
Raising funds
Other trading activities
Charitable activities
Support
172 160 159

The average number of full time equivalents, analysed by function was:

Raising funds
Other trading activities
Charitable activities
Support		 Group
FTEs
2023
FTEs
2022
3.2
3.2
5.4
4.8
95.0
86.0
18.2
15.6
121.8
109.6		 Group
FTEs
2023
FTEs
2022
3.2
3.2
5.4
4.8
95.0
86.0
18.2
15.6
121.8
109.6		 Charity
FTEs
2023
FTEs
2022
3.2
3.2
4.4
3.8
95.0
86.0
18.2
15.6
120.8
108.6		 Charity
FTEs
2023
FTEs
2022
3.2
3.2
4.4
3.8
95.0
86.0
18.2
15.6
120.8
108.6
FTEs
2023
3.2
5.4
95.0
18.2
121.8		 FTEs
2023
3.2
4.4
95.0
18.2
120.8

The​key​management​personnel​of​the​charity​comprise​the​trustees​and​the​Directors​Group.​The​total​employee​benefits​of​the​key​ management​personnel​of​the​charity​were​£425,765​(2022:​£386,422).

Expenses​were​reimbursed​to​5​(2022:​5)​members​of​the​Board​of​Trustees​during​the​year.​Their​expenses​amounted​to​£1,112​(2022:​ £301)​in​respect​of​expenses​incurred​as​a​trustee​in​attending​board​and​related​meetings,​and​£16,104​(2022:​£14,572)​in​respect​ of expenses incurred for branch support and fees as practitioners or breastfeeding counsellors. No trustees were remunerated in the current or prior year.

We are very grateful to our excellent volunteers. Given the absence of a reliable measurement basis, donated services from our volunteers​are​not​included​within​the​financial​statements.​Our​network​of​volunteers​offered​welcoming​and​inclusive​activities,​ supported​over​50,000​parents​at​over​7,000​community​events​and​provided​over​70,000​hours​of​outstanding​community​service.​ More details of the crucial role volunteers contribute is provided in the Trustees’ Report.

99

Notes

Notes to the financial statements (continued)

10 Intangible fixed assets

Group and charity
Cost or valuation
At 1 April 2022
Additions
Disposals
At 31 March 2023
Amortisation
At 1 April 2022
Charge for period
On disposals
At 31 March 2023
Net book values
At 31 March 2023
At 31 March 2022		 Software
£’000
163
-
(35)
128
163
-
(35)
128
-
-		 Total
31 March
£’000
163
-
(35)
128
163
-
(35)
128
-
-

11 Tangible fixed assets

Group and charity
Cost or valuation
At 1 April 2022
Additions
Disposals
At 31 March 2023
Depreciation
At 1 April 2022
Charge for period
On disposals
At 31 March 2023
Net book values
At 31 March 2023
At 31 March 2022		 Property
£’000
1,504
-
-		 Equipment
£’000
259
-
259
255
2
257
2
4		 Total
31 March
£’000
1,763
-
1,504 1,763
206
30		 461
32
236 493
1,268 1,270
1,298 1,302

Property relates to a leasehold building.

100

Notes

Notes to the financial statements (continued)

12 Fixed asset investments

Charity
2023
31 March
£
2022
31 March
£
6
6
100
100
2
2
-
-
3,707,453
3,789,122
3,707,561
3,789,230
675,345
606,562
164,733
359,583
119,362
-
70,067
137,229
147,111
164,998
90,084
110,408
101,574
107,829		 Charity
2023
31 March
£
2022
31 March
£
6
6
100
100
2
2
-
-
3,707,453
3,789,122
3,707,561
3,789,230
675,345
606,562
164,733
359,583
119,362
-
70,067
137,229
147,111
164,998
90,084
110,408
101,574
107,829
2023
31 March
£
–
–
–
–
3,707,453		 2023
31 March
£
6
100
2
-
3,707,453
3,707,561
675,345
164,733
119,362
70,067
147,111
90,084
101,574
3,707,453 3,789,122 3,789,230
606,562
359,583
-
137,229
164,998
110,408
107,829		 606,562
359,583
-
137,229
164,998
110,408
107,829

On​7​August​2013,​the​‘First​1,000​Days​Foundation’​was​formed​as​a​company​limited​by​guarantee​(registered​in​England​and​Wales​ 864816) with the sole member as The National Childbirth Trust. The Company has been dormant since incorporation. Investments in NCT (Maternity Sales) Limited, NCT Trading Limited, and NCT Publishing Limited represent the entire called up share capital of the companies, all of which are incorporated in England.

Registered
Company
Number
01291517
02488491
03017833
08641816		 2023
31 March
£’000
3,702
940
(936)
(148)
3,558
2,883
675
3,558
149
3,707
Reserves at
31 March
2023
£
6
-
2
-		 2022
31 March
£’000
3,331
975
(907)
303
Reserves at
31March2022
£
6
-
2
-
Managed investment funds
Group and Charity
Investment in Group undertakings:
NCT (Maternity Sales) Limited
NCT Trading Limited
NCT Publishing Limited
First 1,000 Days Foundation
Market value at 1 April 2022
Acquisitions
Disposals
Net investment gains/ (losses)
Market value at 31 March 2023
The Market value is represented by:
Equities
Bonds
Cash held by investment managers
Total Investment fund
3,702
3,095
607
3,702
87
3,789

The charity’s actively managed investment fund is revalued annually at the balance sheet date. The increase or decrease in value as a result of this valuation is recognised as an unrealised investment gain or loss.

101

Notes

Notes to the financial statements (continued)

13 Debtors

Group
2023
31 March
£’000
2022
31 March
£’000
-
-
401
519
541
523
4
7
2
5
948
1,054		 Group
2023
31 March
£’000
2022
31 March
£’000
-
-
401
519
541
523
4
7
2
5
948
1,054		 Group
2023
31 March
£’000
2022
31 March
£’000
-
-
401
519
541
523
4
7
2
5
948
1,054		 Charity
2023
31 March
£’000
2022
31 March
£’000
54
32
400
519
519
466
4
7
2
5
979
1,029		 Charity
2023
31 March
£’000
2022
31 March
£’000
54
32
400
519
519
466
4
7
2
5
979
1,029
2023
31 March
£’000
-
401
541
4
2		 2023
31 March
£’000
54
400
519
4
2
979
Amounts due from subsidiary undertakings
Prepayments and accrued income
Trade and branch debtors
Tax recoverable
Other debtors
948 1,054 1,029

‘Trade​and​branch​debtors’​includes​£25,000​(2022:​£nil)​due​in​more​than​one​year.

14 Creditors: amounts falling due within one year

Group
2023
31 March
£’000
2022
31 March
£’000
431
647
95
101
2,663
2,272
521
644
3,710
3,664		 Group
2023
31 March
£’000
2022
31 March
£’000
431
647
95
101
2,663
2,272
521
644
3,710
3,664		 Group
2023
31 March
£’000
2022
31 March
£’000
431
647
95
101
2,663
2,272
521
644
3,710
3,664		 Charity
2023
31 March
£’000
2022
31 March
£’000
431
647
95
101
2,643
2,230
511
637
3,680
3,615		 Charity
2023
31 March
£’000
2022
31 March
£’000
431
647
95
101
2,643
2,230
511
637
3,680
3,615
2023
31 March
£’000
431
95
2,663
521		 2023
31 March
£’000
431
95
2,643
511
3,680
Expense creditors
Social security and other taxes
Deferred income
Accruals
3,710 3,664 3,615
Group and Charity Movement in Deferred Income
At 1 April
2022
£’000
Deferred
£’000
1,89
2,165
381
478
2,230
2,643
42
20
2,272
2,663		 Movement in Deferred Income
At 1 April
2022
£’000
Deferred
£’000
1,89
2,165
381
478
2,230
2,643
42
20
2,272
2,663		 Movement in Deferred Income
At 1 April
2022
£’000
Deferred
£’000
1,89
2,165
381
478
2,230
2,643
42
20
2,272
2,663		 Released
£’000
1,849
381
2,230
42
2,272		 At 31 March
2023
£’000
2,165
478
At 1 April
2022
£’000
1,89
381
NCT Courses
Programme Delivery
Total for the Charity
Commercial Fundraising
2,230 2,643 2,643
42 20 20

Total for the Group
2,272 2,663 2,663

Deferred income relates to courses and contracts for services which have not been delivered at the balance sheet date.

15 Restricted funds

The income funds of the charity and the group include restricted funds comprising the following unexpended balances of donations and grants held on trusts to be applied for specific purposes:

Group and Charity At 1
April
2022
£’000
117
-
19
23
-
-		 Movements in Funds: Movements in Funds: Movements in Funds: Movements in Funds: Fund Transfer
£’000
-
-
-
-
-
-		 At 31 March
2023
£’000
166
-
-
-
2
28
Incoming
Resources
£’000
166
184
17
212
6
38		 Outgoing
Resources
£’000
117
184
17
231
27
10
Grants and donations received by branches
Glasgow Service Delivery
Birth and Beyond Community Support
Newham Nurture
Big Give
LIDL
159 623 586 196

102

Notes

Notes to the financial statements (continued)

Glasgow Service Delivery – Funding to enable us to provide a range of community and hospital breastfeeding peer support services across East Lothian and Glasgow

BBCS – Funding to enable us to continue to provide Birth and Beyond Community Support to mothers who are at risk of isolation and not accessing services across Peterborough and Lincolnshire and extended into Wisbech and Fenland.

Newham Nurture – Funding to enable us to coproduce a programme of support to pregnant women and new parents from low income, migrant​and​marginalised​backgrounds​experiencing​financial​hardship​and​disadvantage.

Big Give – Funding to enable us to give extra resource to our Infant Feeding Line so that more parents can be supported during peak times.

LIDL – Funding to enable us to support parents through the cost-of-living crisis by providing free-to-access services.

16 Unrestricted funds

Group At 1
April
2022
£’000
3,680
1,302		 Incoming
Resources
£’000
10,628
-		 Outgoing
Resources
£’000
11,070
-		 Unrealised
Investment
Gains/ (Losses)
£’000
(148)
-
(148)
Unrealised
Investment
Gains/ (Losses)
£’000
(148)
-
(148)		 Unrealised
Investment
Gains/ (Losses)
£’000
(148)
-
(148)
Unrealised
Investment
Gains/ (Losses)
£’000
(148)
-
(148)		 Transfer
Between
Funds
£’000
32
(32)
-
Transfer
Between
Funds
£’000
32
(32)
-		 At 31
March
2023
£’000
3,122
1,270
General Funds
Fixed Assets Fund
Charity
4,982 10,628 11,070 4,392
At 1
April
2022
£’000
3,680
1,302		 Incoming
Resources
£’000
10,572
-		 Outgoing
Resources
£’000
11,014
-		 At 31
March
2023
£’000
3,122
1,270
General Funds
Fixed Assets Fund
4,982 10,572 11,014 (148) 4,392

17 Analysis of net assets between funds

Fund balances at 31 March 2023 are represented by:

Unrestricted Funds:

Group General Funds
£’000
-
3,707
(585)		 Fixed Asset Fund
£’000
1,270
-
-		 Restricted Funds
£’000
-
-
196
196		 2023
Total
£’000
1,270
3,707
(389)
Fixed assets
Investment assets
Net current assets / (liabilities)
Total net assets
3,122 1,270 4,588

Unrestricted Funds:

Charity
Fixed assets
Investment assets
Net current assets / (liabilities)
Total net assets		 General Funds
£’000
-
3,707
(585)		 Fixed Asset Fund
£’000
1,270
-
-		 Restricted Funds
£’000
-
-
196		 2023
Total
£’000
1,270
3,707
(389)
3,122 1,270 196 4,588

103

Notes

Notes to the financial statements (continued)

18 Taxation

The National Childbirth Trust is a registered charity and therefore is not liable to income tax or corporation tax on income derived from its charitable activities, as it falls within the various exemptions available to registered charities. Each year subsidiary companies, which do not​have​charitable​status,​may​Gift​Aid​any​taxable​profits​to​The​National​Childbirth​Trust.​The​charity​and​group​is​not​able​to​reclaim​ all VAT suffered on expenditure due to the partial exemption regulations.

19 Operating lease commitments

At 31 March 2023 the group’s future minimum operating lease payments were as follows:

Group
2023
31 March
£’000
2022
31 March
£’000
6
5
-
-
6
5		 Group
2023
31 March
£’000
2022
31 March
£’000
6
5
-
-
6
5		 Group
2023
31 March
£’000
2022
31 March
£’000
6
5
-
-
6
5		 Charity
2023
31 March
£’000
2022
31 March
£’000
6
5
-
-
6
5		 Charity
2023
31 March
£’000
2022
31 March
£’000
6
5
-
-
6
5
2023
31 March
£’000
6
-		 2023
31 March
£’000
6
-
6
Expire
Within one year
Between one and fve years
6 5 5

20 Financial Instruments

The financial statements include the following in respect of items held at fair value at the balance sheet date

Financial assets measured at fair value through
proft and loss		 Group
2023
31 March
£’000
2022
31 March
£’000
3,558
3,702		 Charity
2023
31 March
£’000
2022
31 March
£’000
3,558
3,702
2023
31 March
£’000
3,558		 2023
31 March
£’000
3,558

21 Related party transactions

NCT​Trading​Limited​is​a​subsidiary​of​The​National​Childbirth​Trust​and​its​shares​are​100%​controlled​within​the​group.

During​the​year​the​National​Childbirth​Trust​purchased​services​from​NCT​Trading​of​£7k​(2022:​£7k)​on​normal​commercial​terms.​ The​National​Childbirth​Trust​supplied​services​to​NCT​Trading​of​£44k​(2022:​£15k).

At​the​31​March​2023​NCT​Trading​Limited​owed​The​National​Childbirth​Trust​£54k​(2022:​£32k).

No​members​of​the​Board​of​Trustees​(2022:​Nil)​had​a​beneficial​interest​in​contracts​with​the​charity.​No​member​of​the​board​(2022:​ Nil)​had​a​beneficial​interest​in​a​contract​with​a​wholly​owned​subsidiary​of​The​National​Childbirth​Trust​during​the​period.​At​the​date​ of​signing​the​accounts,​three​(2022:​one)​trustees​were​also​Directors​of​NCT​Trading​Limited.

There are no other related party transactions to disclose other than set out elsewhere in these accounts, including in Note 9.

104

Notes

Reference and administrative information

Charity Registrations:

The National Childbirth Trust (‘NCT’) Company​Registration:​2370573​(England​&​Wales) Registered​Charity:​801395​ Charity​Registered​in​Scotland:​SC041592 VAT:​GB​115​0789​24

Registered Office:

Brunel House 11 The Promenade Clifton Down Bristol BS8 3NG

Board of Trustees who are also directors under Company Law at the date of this report are:

Charles Richardson (Honorary Treasurer) Chi Evi-Parker David Shanks Elaine Lambe Ema Ojiako (Honorary Secretary) Franciane Husbands-Chevot Peter Brown Sarah Brown (Vice Chair) Sherry Bevan (President) Stephanie Maurel (Chair) Susy Broekhuizen Zoe Stewart-Field

Company Secretary

Michael Barnett

Auditor:

Moore Kingston Smith LLP 9 Appold Street London EC2A 2AP

Bankers:

Lloyds Bank plc. 39 Threadneedle Street London EC2R 8AU

Investment Advisors:

Rathbone Brothers PLC 8 Finsbury Circus London EC2M 7AZ

Solicitors:

Bates Wells & Braithwaite London LLP 10​Queen​Street​Place​ London EC4R 1BE

Kemp Little Cheapside House 138 Cheapside London EC2V 6BJ

Directors Group who are not directors for the purposes of Company Law at the date of this report are:

Angela McConville, Chief Executive Michael Barnett, Director of Finance and Planning Emma Cutler, Director of Impact and Engagement Natasha Simpson, Director of People, Education and Inclusion

Subsidiaries:

First​1,000​Days​Foundation​(limited​by​guarantee,​dormant) NCT (Maternity Sales) Limited (dormant) NCT Publishing Limited (dormant) NCT Trading Limited

Tope Medupin, Director of Operations

105

©​NCT​is​a​trading​name​of​The​National​Childbirth​Trust.​Limited​company​registered​in​England​and​Wales:​2370573. Registered address: Brunel House, 11 The Promenade, Clifton Down, Bristol BS8 3NG. Registered​charity​in​England​and​Wales:​801395​and​Scotland:​SC041592.