for the Period Ended 31 March 2025
| Directors report | |
| Balance sheet | |
| Additional notes | |
| Balance sheet notes | |
| Community Interest Report |
Directors' report period ended
The directors present their report with the financial statements of the company for the period ended 31 March 2025
Directors
The directors shown below have held office during the whole of the period from
1 April 2024
to
31 March 2025
The director shown below has held office during the period of
1 April 2024
to
3 July 2024
The director shown below has held office during the period of
11 September 2024
to
31 March 2025
The director shown below has held office during the period of
3 July 2024
to
31 March 2025
The above report has been prepared in accordance with the special provisions in part 15 of the Companies Act 2006
This report was approved by the board of directors on
And signed on behalf of the board by:
Name:
Status: Director
As at
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| Called up share capital not paid: |
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| Fixed assets | |||
| Intangible assets: |
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| Tangible assets: | 3 |
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| Investments: |
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| Stocks: |
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| Debtors: | 4 |
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| Cash at bank and in hand: |
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| Investments: |
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| Total current assets: |
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| Prepayments and accrued income: |
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| Creditors: amounts falling due within one year: | 5 |
(
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| Net current assets (liabilities): |
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| Total assets less current liabilities: |
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| Creditors: amounts falling due after more than one year: |
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| Provision for liabilities: |
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| Accruals and deferred income: |
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| Total net assets (liabilities): |
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| Capital and reserves | |||
| Called up share capital: |
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| Share premium account: |
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| Other reserves: |
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| Profit and loss account: |
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| Total Shareholders' funds: |
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The notes form part of these financial statements
The directors have chosen not to file a copy of the company's profit and loss account.
This report was approved by the board of directors on
and signed on behalf of the board by:
Name:
Status: Director
The notes form part of these financial statements
for the Period Ended 31 March 2025
Basis of measurement and preparation
Turnover policy
Tangible fixed assets depreciation policy
Other accounting policies
for the Period Ended 31 March 2025
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| Average number of employees during the period |
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for the Period Ended 31 March 2025
| Land & buildings | Plant & machinery | Fixtures & fittings | Office equipment | Motor vehicles | Total | |
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| Cost | £ | £ | £ | £ | £ | £ |
| At 1 April 2024 |
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| At 31 March 2025 |
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| At 1 April 2024 |
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| On disposals |
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| At 31 March 2025 |
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| At 31 March 2025 |
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| At 31 March 2024 |
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for the Period Ended 31 March 2025
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| £ | £ | |
| Trade debtors |
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| Prepayments and accrued income |
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| Other debtors |
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| Total |
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| Debtors due after more than one year: |
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for the Period Ended 31 March 2025
| 2025 | 2024 | |
|---|---|---|
| £ | £ | |
| Bank loans and overdrafts |
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| Amounts due under finance leases and hire purchase contracts |
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| Trade creditors |
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| Taxation and social security |
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| Accruals and deferred income |
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| Other creditors |
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| Total |
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Family Psychology Mutual CIC (FPM) have delivered intensive family services in Norfolk and Suffolk under contractual arrangements with each Local Authority and in collaboration with Bridges Outcomes Partnerships. These two contracts have delivered the evidence based clinical methodology intervention known and licenced as Functional Family Therapy to cases referred by children’s social care in each Authority. These cases have received the intervention for between 3 and 6 months. The outcomes are then tracked for two years to ascertain if the referred child or young person is in public care or custody or not. Impact is therefore measured in care days avoided. FPM is also delivering a three site Randomised Control Trial (RCT) funded by the Youth Endowment Fund to test the efficacy of the variant of Functional Family Therapy for young people at risk of contextual safeguarding or child criminal exploitation. This is taking place in London and is being evaluated independently by the University of Greenwich. FPM continues to seek opportunities for the delivery of evidence based interventions and continues to both business build and respond to tenders for new work.
As an employee owned business, we consider that all colleagues have a stake in the governance and running of the company. This is expressed by the Company Board of nine which includes three employee Directors who are drawn from the colleagues in the business. They are joined by three Non-Executive Directors and the three Directors who comprise the Senior Leadership Team. There is also an Employee Owner Council which is independently established, and which leads employee voice in how the business is run. The EOC can call in decisions, develop work streams and act in an advocacy role as well as a consultee in regard to Company developments. FPM uses clinically validated questionnaires to evaluate family functioning at the pre and post intervention stage. As part of this we capture direct feedback from families who receive our services. We also complete satisfaction questionnaires with families at the end of each intervention. The revision of our web site will provide increased opportunities for stakeholders to interact with and garner information regarding the business. Recent new guidance was developed internally for the incorporation of the voice of families, and their approval of, any material which is created for external publicity. For example if a case study of an intervention is prepared.
The aggregate amount of emoluments paid to or receivable by directors in respect of qualifying services was £333,558 This includes all forms of compensation paid to directors during the year, including salary, fees, bonuses and benefits in kind, but excludes any employer pension contributions. There were no other transactions or arrangements in connection with the remuneration of directors or compensation for director’s loss of office which require to be disclosed.
No transfer of assets other than for full consideration
This report was approved by the board of directors on
24 July 2025
And signed on behalf of the board by:
Name: Tom Jefford
Status: Director