It is my privilege to introduce Marriage Care’s Annual Report and Financial Statements for the year ended 31 March 2026.

At the heart of our work is a simple but powerful belief: that strong, healthy relationships are foundational to individual wellbeing, family life and the flourishing of society as a whole. In this our 80th year, we are reminded of just how vital that belief is, as we continue to accompany individuals and couples in navigating both the joys and the challenges of their relationships.

This past year has been one of continued commitment and steady progress. Across our services: marriage preparation, relationship counselling, and relationship education, we have remained focused on ensuring that support is accessible, compassionate and responsive to the evolving needs of those we serve. The flexibility of our delivery models, combining both online and in-person provision, continues to enable us to reach people wherever they are, removing barriers to access and widening our impact.

None of this would be possible without the extraordinary contribution of our volunteers. Their generosity, professionalism and dedication remain the lifeblood of Marriage Care. They give freely of their time, skills and compassion, often accompanying couples through some of the most complex and vulnerable moments of their lives. I extend my sincere thanks to each of them for the difference they continue to make.

I would also like to thank our staff team, led by our Chief Executive, for their commitment, resilience and care. Their work behind the scenes ensures that our services remain well-governed, sustainable and responsive to changing circumstances. Together with the Board of Trustees, they help steward the charity with integrity, ensuring that we remain true to our mission and values.

As a Board, we continue to reflect on both the opportunities and challenges facing the organisation. The external environment remains complex, with ongoing pressures on funding, increasing demand for services, and wider societal changes affecting relationships and family life. We are also mindful that successive governments have failed to recognise and support the social good of marriage, overlooking its proven contribution to family stability, human flourishing and the common good. In response, we are working to strengthen our long-term sustainability, develop our services, and deepen our impact, while remaining rooted in our charitable purpose.

We are also mindful of the broader role Marriage Care plays within the Church and society. Our work is shaped by Catholic Social Teaching (CTS), which affirms the dignity of every person, the sacredness of marriage and family life, and the call to accompany one another in love. We also continue to advocate for the social good of marriage, affirming its sacramental dignity and its vital role in promoting human flourishing, strengthening the common good, and sustaining the bonds of solidarity that CST calls us to uphold. By supporting relationships as lived realities—marked by growth, vulnerability and grace—we embody the Church’s commitment to the common good, solidarity and a preferential option for those facing relational or emotional hardship. In this way, we offer a distinctive and valuable contribution: grounded in our faith, yet open and accessible to all.

Looking ahead, we remain hopeful. The need for our work is clear, and so too is the opportunity to continue growing and adapting in service of our beneficiaries. We are confident in our ability to respond to the future with both faith and purpose.

In closing, I offer my thanks to all who support Marriage Care: our volunteers, staff, trustees, funders and partners. We also remember with gratitude those who founded Marriage Care, whose vision and commitment to the dignity of relationships laid the foundations on which we continue to build. Together, we enable individuals and couples to build and sustain healthy relationships, and in doing so, contribute to stronger families and communities. .

The trustees present their annual report and financial statements for the year ended 31 March 2026.

The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the financial statements and comply with the charity's governing document, the Companies Act 2006 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 (FRS 102)" (effective 1 January 2019).

About Marriage Care

Catholic Marriage Care Limited (MC), a charity registered under the Charities Act 2011, is constituted as a company limited by guarantee and is governed by its Memorandum and Articles of Association

Marriage Care is the largest faith-based provider of marriage preparation, support, and relationship counselling services in the UK working through a network of virtual and physical Centres across England, Wales and Gibraltar and delivered by highly trained practitioners and support volunteers. Founded in 1946 as the Catholic Marriage Advisory Council it now provides marriage preparation, information, education and relationship counselling to thousands of people each year.

Marriage Care is a membership organisation and the Trustees from time to time shall be the only Members. The liability of the members of the charity is limited. In the event of the charity being wound up the members are required to contribute a maximum of £1.

Our purpose (charitable objects)

Our charity’s purposes, as set out in the objects contained in the Articles of Association, are to help people in the spheres of marriage, relationships and family life by providing:

• Relationship counselling services;

• Marriage preparation services;

• Relationship education services in schools and elsewhere; and

Any other services whose purpose is to promote and support marriage and family life in accordance with the Church’s vision of marriage as a vocation of life and love.

Our vision

Our vision dares to hope for a society in which everyone can form and sustain healthy marriages and relationships.

We say this because we believe everyone should have the same opportunity to enjoy a healthy, dependable relationship - making a real difference to children’s life chances, to adult wellbeing and to the emotional and economic health of our society.

Our ethos and values

Like all charities we exist to serve the needs of our beneficiaries and as a Catholic charity we do so through the lens of our faith tradition, believing that all human beings are loved by God and made in the image of God, and called to love, relationship and deeper community.

• We uphold the Catholic vision of marriage as a vocation of life and love, shaped by the whole-life commitment of a man and woman, whose love is open to embrace family life.

• We believe that at the heart of a healthy marriage is a relationship of astonishing power and richness, for the couple, their family, friends, and neighbours.

• We believe that preventing couple separation and maintaining an intact family where healthy relationships can exist and grow in goodness is of fundamental importance to the flourishing of family life and society at large.

• We believe that relationship poverty matters as much as financial poverty, either one driving the other and both a violation of our human dignity. We define relationship poverty as a lack of relational capability - what it takes to make and maintain cohesive and harmonious relationships.

• We believe that lack of money should never be a barrier to accessing relationship support.

• We know that being "good" at loving people doesn't come naturally to most-but we believe it is a skill you can learn and practice at any time of life.

• We believe a society in which everyone can flourish - that has the good of all people and of the whole person as its primary goal - will be one that gives priority to the integrity, stability, and health of committed, intimate couple relationships as the basic cell of human society.

These core beliefs underpin everything we do and our commitment to:

• high training and service standards,

• being rooted in and trusted by local communities,

• volunteering that is motivated by giving alone,

• affordability where money is no barrier to access and

• inclusivity with a preferential option for the poor and the marginalised.

Our mission

It is our mission to share relationship skills and knowledge, and support couples and individuals in the best and worst of times in their relationships, regardless of their ability to pay.

Our Centres

Marriage Care has 46 Centres based in the following places:

Public benefit

Being in a loving, good quality relationship with a partner has indisputable benefits for us as human beings. Evidence shows that being in a healthy, dependable couple relationship can have protective properties, helping to shield us from physical and mental ill health. And the impact is not just felt by those in the couple relationship, but it is also a huge factor in the outcomes of children, for those who have them.

All relationships have tricky moments, it is how they are experienced and resolved that matter. There is clear evidence to show that where it is possible to strengthen couples’ relationships there are profound benefits for adult and child well-being, as well as improved parenting. Happier couples make for happier parents and healthier children too.

Marriage Care is a charity that offers support in this area by providing relationship and marriage education, relationship counselling, and general information to the public in England, Wales, and Gibraltar, and further afield where requested. Relationship counselling is provided on a low cost basis and a set fee is charged for marriage preparation courses and sessions although all service users can access support regardless of their ability to pay. The services are delivered by highly trained relationship specialists, who freely volunteer their time and expertise. The only restriction on our services at this time is that clients must be over 18 years of age.

The individual benefits to members of the community, the more general social benefits flowing from the existence and maintenance of stable relationships, particularly those involving children, are well attested and documented in academic and other literature. We have noted with some concern the breakdown of family units with the consequent social, emotional, psychological and economic costs, which weigh heavily on UK communities. Within the context of the above comments, therefore, we set out below how the organisation has delivered these public benefits.

We review our aims and objectives annually and, at the same time, have regard to the guidance on public benefit published by the Charity Commission. The review looks at what we have achieved and the outcomes of our work in the previous 12 months. The review looks at the performance of each key activity evaluating the benefits they have brought to those groups of people we were set up to help. The review process allows us to ensure that our aims, objectives and activities remain focused on our stated purposes.

Volunteers gross value added

National volunteering statistics are currently transitioning from the Community Life Survey (CLS) to the new Community and Engagement Survey (CES). The CLS, which previously reported that around 28 million people in England volunteered in the last 12 months and 41% volunteered at least once a month, ended on 30 March 2025. The CES will provide updated national volunteering data for 2025/26, scheduled for release on 30 July 2026. Until these figures are published, the CLS 2024/25 results remain the latest available national benchmark. Marriage Care’s professionally trained volunteers continue to contribute far beyond typical national volunteering patterns, providing an estimated £1,930,550 of in-kind value during the year.

Relationship counselling clients profile & outcomes 2025-26

479 clients (428 couples, 51 individuals) spanning all dioceses in England and Wales were able to access relationship counselling face-to-face via Zoom or in-person between April 2025 – March 2026. 3,024 sessions were delivered during this period, an average of 11 sessions per client. 508 Initial Appointments were given to assess suitability for relationship counselling including indicators of Domestic Abuse.

Ethnicity:              0.8%    Asian or Asian British Bangladeshi

4.6%    Asian or Asian British Indian

8.9%    Black or Black British African

3.5%    Black or Black British Caribbean

1.8%    Chinese

2.2%    Other

2.5%    Other Asian or Asian British

0.9%    Other Black or Black British

2.3%    Other Mixed Background

5.6%    Other White

4.0%    Prefer not to say

4.0%    White

1.6%    White and Black African

1.4%    White and Black Caribbean

0.8%    White Asian

52.3%    White British (80.5% 2011 Census)

2.7%    White Irish

Marriage preparation couple profile & outcomes 2025-26

1,243 couples were able to access live, facilitated marriage preparation via Zoom (736) or in-person (507) between the period April 2025 – March 2026. 809 couples attended our Preparing Together group course and 434 attended individually facilitated FOCCUS© sessions.

Ethnicity:             0.2%    Asian or Asian British Bangladeshi

9.4%    Asian or Asian British Indian

0.2%    Asian or Asian British Pakistani

9.1%    Black or Black British African

0.5%    Black or Black British Caribbean

0.6%    Chinese

3.4%    Other

3.1%    Other Asian or Asian British

0.5%    Other Black or Black British

2.1%    Other Mixed Background

6.0%    Other White

3.3%    Prefer not to say

8.4%    White

1.6%    White and Black African

0.4%    White and Black Caribbean

1.1%    White Asian

44.8%    White British (80.5% 2011 Census)

5.4%    White Irish

Achievements and Performance

Review of 2025/26

Relationship counselling

What we set out to do:

• Offer a minimum of 4,500 sessions of counselling via a hybrid approach of webcam and face-to-face delivery, enabling individuals and couples to access support regardless of their location or ability to pay.

• Deliver the 2nd year training required for our 2024 intake of trainees on our Certificate in Relationship Counselling (CRC) programme and provide the necessary supervision and support needed for work with clients via webcam and in-person.

• Conclude the review of the content, delivery and standards framework for the CRC 2027 programme in readiness for the trainee selection process in the Autumn of 2026. Some of the changes being considered include additional residential training weekends in Year 1 with a view to lessening some of the training demands in Year 2 onwards and reducing, where safe to do so, the time it takes for trainees to begin working with clients.

• Begin the recruitment campaign for the CRC 2027 intake, promoting a new pathway that encourages prospective applicants to consider training as a facilitator or take on a Marriage Preparation support role well ahead of the CRC27 selection process as a means of demonstrating their commitment to volunteering with Marriage Care and gaining exposure to working with couples within the relationship frameworks we use.

What we did:

• 59 of our active counsellors were able to deliver 508 Initial Appointments (IAs) and offer 3,724 sessions, supporting 387 clients over the course of the year. The number of sessions offered was less than our target due to a fall in the number of active counsellors. However, the addition of 18 trainee counsellors from the 2022, 2023 and 2024 CRC intake is rebuilding our capacity and will enable us to offer an additional 1,512 sessions over the coming year. The majority of sessions continue to be delivered via webcam. As anticipated, the number of prospective clients registering for the counselling waiting list rose to 506 by the end of the year.

• All training sessions for the 2024 CRC intake have been completed following the review and endings day on the 10th October. The 3 trainees from England are accessing regular supervision and working with clients both in-person and via webcam. To qualify, trainees are required to deliver a minimum of 51 sessions/hours in-person out of 160 sessions/hours in total. 60% of which must be with couples. At the end of October trainees had delivered on average, 33 sessions/hours each.

• We concluded the CRC review of the content, delivery and standards framework for the CRC 2027 programme. As a result, we have increased the residential elements of the course from 4 to 6 weekends, made changes to the number and nature of assignments to include reflective questions following each session, short ‘research’ essays on counselling theory, skills practice assessment, and oral interviews. We have also changed the initial supervision arrangements for trainees, including the introduction of Tutor Mentors.

• The CRC recruitment campaign was launched in January 2026 via parish/diocesan newsletters and websites, social media and the Catholic press. The new pathway via marriage preparation training was well-received, and early indications would suggest that the campaign is likely to exceed all expectations. The closing date for formal CRC applications will be 30th June with selection taking place in November 2026.

Marriage preparation and enrichment

What we set out to do:

• Grow our parish referrals and course availability to enable a minimum of 1,400 engaged couples to book a marriage preparation course via a hybrid approach of face-to-face webcam and in-person delivery.

• Recruit and train 30 new marriage preparation facilitators to ensure we have capacity to meet demand, linked to the new pathway for CRC27 recruitment.

• Design and develop our own questionnaire-based marriage preparation resource that complements our popular Preparing Together course, reflects the needs of UK engaged couples, and reduces our reliance on costly international alternatives.

• Add to our marriage enrichment offer for couples through the design and development of a digital Marriage 'MOT' resource that will form part of our 'Beyond the Altar' suite of resources. Growing Together will be piloted in September 2025.

What we did:

• 1,201 (1,408 in 2024/25) engaged couples booked a Preparing Together (PT) course or FOCCUS© sessions - offered through a mix of face-to-face webcam and in-person delivery.

• 22 new marriage preparation facilitators were trained following a successful recruitment campaign, 7 for FOCCUS and 15 for PT. Demand for marriage preparation, particularly for online courses, remains high, and the addition of these new facilitators will build much-needed capacity.

• The design and development of our own questionnaire-based marriage preparation resource, ‘Preparing Together Just Us’, is in testing phase. Supporting videos are in production with a view to an Autumn launch.

• Growing Together was piloted initially as an in-person course, delivered in one-day. The content of the course is based around Preparing Together with new and/or additional activities and content, making it suitable for those who have already completed Preparing Together and the married couple audience. The cost is £75. The pilot failed to generate any bookings for the in-person day, and we found a similar level of disinterest for the webcam course, too. It highlights the difficulty in persuading couples to prioritise marriage enrichment without the incentive marriage preparation offers.

National support and training

What we set out to do:

• Deliver an in-person one-day conference for all Marriage Care volunteers to reflect together on our vision, values and culture as we begin preparations for 2026/27 and Marriage Care’s 80th Anniversary.

• Refresh our trustee recruitment campaign with the aim of recruiting two new Trustees by March 2026.

• Develop our website so that it is fit for purpose and can offer helpful information and support for couples throughout the life course, including the introduction of a new, ‘Beyond the Altar’, resource page and online shop enabling visitors to purchase relationship enriching resources developed or recommended by Marriage Care.

• Maintain regular opportunities for volunteers to be informed and stay connected via regular webcam meetings and a monthly video briefing from the Chief Executive and guest contributors from within the volunteer body and externally too.

What we did:

• We delivered a one-day national conference in November 2025, hosted by St Edmund’s Catholic Primary School, London. Our theme was “This is the hour for love”, and over 80 volunteers from across the country gathered to hear our keynote speaker, David Wells, and reconnect with the wider Marriage Care family.

• We were successful in recruiting one new trustee in February 2026 with a background in governance, change management and technology project delivery, having led complex initiatives in both the education and finance sectors.

• Funding and capacity constraints prevented us from delivering this objective, but it will be prioritised for delivery in February 2027, in time for our 80th Anniversary celebrations.

• All volunteer members are able to access the National tea-break virtual event and the monthly video updates from the Chief Executive. Regular Zoom meetings for counsellors, supervisors, the marriage prep community and Centre Coordinators enable peers to connect on a monthly basis too.

Promote productive partnerships with peer organisations in the relationship support field, the Government and the Catholic Church.

What we set out to do:

• We will continue our work with the Relationships Alliance (Marriage Care, OnePlusOne, Tavistock Relationships and Relate) and the Caritas Social Action Network (CSAN) to ensure that we tackle the social injustice and inequalities of relationship poverty; continuing our advocacy for the importance of universal relationship education and support in tackling major crises such as mental health, cost of living, etc.

• We will continue to meet regularly with our peers in the Alliance of Catholic Marriage Organisations, fostering close working relationships amongst our volunteer members and raising awareness of the support the Alliance can offer to couples and parishes.

What we did:

• We continue to be key partners in advocacy with CSAN, focused on the injustice of relationship poverty and the need for relationship education and support. We also continue to work with our Relationships Alliance colleagues in promoting the recommendations contained in the 'Love Matters' report, seeking to influence Government policy on the importance of healthy relationships.

• We continue to strengthen the ties between the Alliance partners and were pleased to take part in the annual marriage and family life conference in Leeds, along with some of the Marriage Mass events taking place in Marriage Week (7-14th February).

Financial review

Summary

The charity’s statement of financial activities shows an overall net decrease in funds of £11,743 for the year (2025– increase of £33,933). Total funds carried forward at 31 March 2026 were £144,390 compared to £156,133 at the end of the previous year.

Income

Income for the year was £607,609 compared to £646,495 in 2025.

Income from marriage preparation fees were lower this year due to a reduction in couples signing up for Marriage Preparation courses. Counselling income is broadly in line with 2025 service income. Grant income from a number of Trusts and Foundations have helped to boost our income and we are grateful to all those who have contributed to funding our work. During the year ended 31 March 2026, the charity earned additional grant income and donations of £82,805, the application of which is restricted to specific purposes as detailed in note 20 to the accounts. All of this income has been utilised during 2025/26 and so there are no restricted funds carried forward at 31 March 2026.

Expenditure

Expenditure for the year was £619,352 compared to £612,502 in 2025. The costs in 2026 were managed by continual reference to the budget, to ensure that these costs are maintained.

Funds

The net deficit of £11,743 is equal to the net decrease in funds, which now amount to £144,390 (2025 - £156,133).

£29,050 (2025 - £25,558) represents the carrying value of the charity’s intangible fixed assets. This balance has been separated from the charity’s general unrestricted funds in recognition of the fact that the associated assets are necessary towards the delivery of the charity’s objectives and cannot, therefore, be realised to meet day-to-day needs.

The charity’s unrestricted general fund, i.e. its free reserves, totalled £115,340 at the year-end date (2025- £130,575).

Assessment of going concern

Work continues on fundraising to secure future streams of income to support our service provision for which demand is anticipated to rise. Over this past year we have seen marriage preparation fee income fall by 11%. We anticipate growth in bookings as we continue to raise awareness in local parishes and implement our new internal Preparing Together Just Us programme which will replace our current FOCCUS programme currently outsourced. The number of prospective couples registering for the counselling waiting list stands at 113 by the end of the year. Counselling fee and donation income has risen by 1% following the introduction of minimum session fees.

The volunteer members involved in the delivery of services and the provision of training, supervision and management act as a strong bulwark against some of the most challenging financial crises the organisation has faced over its long history. The free gift of their time is ultimately independent of financial fluctuations, giving the charity the time and resilience needed to adjust levels of central support spending as required and continue operating as a going concern.

Management accounts, cashflow and revised budgets are all reviewed monthly by the Board, the expected increase in costs at the current time having been anticipated and agreed by the Board alongside the budget for future years. As a result, the Board of Trustees is unreservedly of the opinion that the charity continues to be a going concern.

Reserves policy and general fund

The Board conducts an annual review of the reserves policy. This includes a review of the reasons for holding reserves which include:

• A fall in donated income or fees.

• Unexpected expenditure.

• Investment in the future of the charity.

The Board considers that holding reserves equivalent to three months’ fixed cost expenditure would enable any further restructuring of the charity to take place. For the forthcoming year, this will be based on three months’ average expenditure across 2025/26 and 2026/27. At 31 March 2026, the reserves held were equal to the unrestricted general fund balance of £115,340. This is £15,234 lower than the target of £130,574 that was set last year.

For the year ending 31 March 2027, the Board has set a free reserves’ target of £117,877. The budget scenario indicates a reserve of £147,876 at 31 March 2027. The Board is continuing to seek further funding from Trusts as well as looking for improvements in the income derived from services. The Board is also continuing to review the cost base for the charity and recognises that it may be necessary to make further cost reductions.

Fundraising policy

The charity aims to achieve best practice in the way in which it communicates with members and other supporters. It takes care with both the tone of its communications and the accuracy of its data to minimise the pressures on supporters. The charity applies best practice to protect service users’ and members’ data and never sells data, it never swaps data, and ensures that its communication preferences can be changed at any time. The charity has employed the services of a freelance fundraising consultant with particular experience of fundraising for Catholic charities. This has proved to be a successful model for the charity in reducing costs and improving effectiveness. The charity undertakes to react to and investigate any complaints regarding its fundraising activities and to learn from them and improve its service. The charity is registered with the Fundraising Regulator and undertakes to abide by the Fundraising Code of Practice. It has received no complaints about its fundraising activities during 2024/​25.

Our plans for next year (2026/​27)

Relationship counselling service

• We will offer a minimum of 3,500 sessions of counselling via a hybrid approach of webcam and face-to-face delivery, enabling individuals and couples to access support regardless of their location or ability to pay.

• We will secure accreditation for the CRC course from St. Mary’s University College, Belfast – ensuring that the structure and design of the certificate programme meet the highest standards of academic accountability at third-level study.

• We will conclude the recruitment campaign for the CRC 2027 intake and take applicants through a thorough multi-layered selection process with a view to recruiting 24 trainees who are committed to serving the mission of Marriage Care through the opportunity to professionally train as a relationship counsellor.

Marriage preparation and enrichment

• We will grow our parish referrals and course availability to enable a minimum of 1,400 engaged couples to book a marriage preparation course via a hybrid approach of face-to-face webcam and in-person delivery.

• We will recruit and train 30 new marriage preparation facilitators to ensure we have the capacity to meet demand.

• We will design, develop and launch our own questionnaire-based marriage preparation resource, ‘Preparing Together Just Us’, that complements our popular Preparing Together course, reflects the needs of UK engaged couples, and reduces our reliance on costly international alternatives.

National support and training

• On the occasion of our 80th Anniversary year, we will deliver 3 events under the theme of "Rooted in Love, Growing for the Future", bringing together our people, partners, key stakeholders and the wider Catholic and charity communities.

• National 80th Anniversary Volunteer Conference, 25th-27th September 2026 (KHP Conference Centre, Milton Keynes). Volunteers are at the heart of our services - they give their time, skill, and compassion to support couples. This gathering will invest in their capacity to continue making a difference.

• 80th Anniversary Mass, 27th February 2027, Westminster Cathedral, London. This will be a special Mass for Marriage Care, celebrated by our President, Rt Rev Richard Moth, Archbishop of Westminster.

• 80th Anniversary Reception, 27th February 2027, Westminster Cathedral Hall, London. A high-profile occasion that will highlight the enduring relevance of our mission, while forging new connections with stakeholders and future supporters.

• We will refresh our trustee recruitment campaign with the aim of recruiting two new Trustees by March 2027.

• We will develop our website so that it is fit for purpose and can offer helpful information and support for couples throughout the life course, including the introduction of a new, ‘Beyond the Altar’, resource page and online shop enabling visitors to purchase relationship enriching resources developed or recommended by Marriage Care.

Promote productive partnerships with peer organisations in the relationship support field, the Government and the Catholic Church.

• We will continue our work with the Caritas Social Action Network (CSAN) to ensure that we tackle the social injustice and inequalities of relationship poverty; continuing our advocacy for the importance of universal relationship education and support in tackling major crises such as mental health, cost of living, etc.

• We will continue to meet regularly with our peers in the Alliance of Catholic Marriage Organisations, fostering close working relationships amongst our volunteer members and raising awareness of the support the Alliance can offer to couples and parishes.

• We will contribute to a review of the Relationships Alliance (Marriage Care, OnePlusOne, Tavistock Relationships and Relate) vision, mission, and advocacy plans following changes in participation and the addition of Talk Listen Change (TLC) and the Race Equality Foundation.

Risk management and specific policies

The Board and Executive maintain a risk register which is considered at every Board meeting.

One of the key risks identified has always been the risk of reductions in funding particularly from major sources. The charity continues to seek alternative sources of funding including funding from individual donations and grants from trusts. In addition, the charity has reviewed income generating activities such as the delivery of our counselling and marriage preparation services and has put measures in place to improve average donation/fee levels.

Another identified risk is a lack of volunteers to carry out the essential work of Marriage Care. The charity continues to actively seek volunteers for all aspects of its work. Training and Continuing Professional Development is available to all volunteers.

A further identified risk is the loss of key staff. This is reviewed by the Remuneration Committee and notice periods in contracts of employment are considered sufficient to allow the charity to employ suitable replacements.

Legal structure and governance

Governance

The Board of Trustees is responsible for the overall governance of the charity. All Trustees give up their time freely and £nil remuneration was paid to Trustees in the year, (2025: £nil).

The minimum number of Trustees at any time is three and the maximum is twenty and the Trustees shall be the only Members. The Trustees are appointed by a resolution of the Board and shall be appointed to serve for a fixed term of no more than a period of three years, at the end of which they shall retire. At the end of the first term a second term of up to three years may be offered subject to the needs of the Board. In exceptional circumstances, where a third term appointment serves the needs of the Board, an offer of a third appointment of up to three years may be made. No Trustee shall serve for more than nine consecutive years unless the Trustees consider it would be in the best interests of the Charity for a particular Trustee to continue to serve beyond that period and that Trustee is reappointed in accordance with the Articles. Trustees are chosen on the basis of their knowledge and experience and to meet any skills gap identified by a skills audit. The President has the power to nominate someone to serve as his representative and Trustee.

All new Trustees receive direct support from the Chair of the Board and the Chief Executive as well as meeting senior staff to help them understand their role and responsibilities. Trustees are encouraged to attend all internal conferences and events to ensure that they are familiar with the activities of the charity. Trustees are also encouraged to further understand their responsibilities as Trustees and the publications produced by the Charity Commission are discussed regularly at Board Meetings.

Details of the current President and Trustees are set out within the Legal & Administrative Information.

The trustees, who are also the directors for the purpose of company law, and who served during the year and up to the date of signature of the financial statements were:

Trustees

The Board meets at least ten times each year. Trustees receive comprehensive reports on all aspects of the charity’s affairs in preparation for these meetings. Trustees meet from time to time more informally with the management team to work on specific areas of development. Senior management may also seek advice from Trustees with specific skill sets although any decisions remain with the officer concerned. The Trustees delegate the exercise of certain powers in connection with the administration and management of the charity to the Finance and Audit Committee, Remuneration Committee and the Chief Executive.

During the year ended 31 March 2026, Trustees attended the following Board meetings:

Finance and Audit Committee

The Finance and Audit Committee comprises the Chair of the Board with up to a maximum of five Trustees and a maximum of two independent co-opted members. The Finance and Audit Committee meets between two and four times a year. The Committee considers the annual budget, regular financial reports, the annual report and financial statements, the investment strategy, investment performance and any other financial matters. The Committee makes recommendations to the Trustees at Board Meetings.

Remuneration Committee

The Remuneration Committee comprises between three and five Trustees and is chaired by the Chair of the Board. The Remuneration Committee meets by teleconference and when necessary face-to-face to consider all matters relating to the remuneration of employees. The Committee acts under delegated authority from the Board. Decisions at Committee meetings must be unanimous. If the Committee is unable to reach a unanimous decision the matter is referred to the Board for decision.

Chief Executive

The Chief Executive is responsible for the day-to-day running of the charity and for implementing the policies agreed by the Board. The Chief Executive is supported by a Senior Leadership Team. An administration team also supports the Chief Executive, the Senior Leadership Team and the Centres helping with training, financial and administrative issues and runs a national appointments service on behalf of most Centres.

The names of the Senior Leadership Team and external advisors are set out on the Legal & Administrative Information page of the report.

Centre Management

All Centres are managed independently and led by a volunteer Centre Coordinator who reports to the Chief Executive. Each Centre’s team meets regularly to co-ordinate its work; share best practice and reflect on meeting local needs. For counsellors and marriage preparation facilitators, there are regular events to provide continuing professional development. All members of the charity (volunteers) are provided with support and training and have the opportunity to have input on the development of the charity through a variety of forums.

Key management personnel

The Trustees consider that they, together with the Senior Leadership Team, are the key management personnel of Catholic Marriage Care Limited. They are in charge of directing, controlling and managing the organisation on a day-to-day basis.

Trustees give of their time freely and no Trustee received remuneration in the year.

The pay of the Chief Executive, senior personnel and all staff is reviewed annually in accordance with the Remuneration Policy. The Remuneration Committee benchmarks against pay levels in similar organisations and aims to set pay, subject to affordability, at the midpoint of the range paid for similar roles.

The trustees' report was approved by the Board of Trustees.

I report to the trustees on my examination of the financial statements of Catholic Marriage Care Limited (the charity) for the year ended 31 March 2026.

As the trustees of the charity (and also its directors for the purposes of company law), you are responsible for the preparation of the financial statements in accordance with the requirements of the Companies Act 2006.

Having satisfied myself that the financial statements of the charity are not required to be audited under Part 16 of the Companies Act 2006 and are eligible for independent examination, I report in respect of my examination of the charity’s financial statements carried out under section 145 of the Charities Act 2011. In carrying out my examination I have followed the Directions given by the Charity Commission under section 145(5)(b) of the Charities Act 2011.

Since the charity’s gross income exceeded £250,000, the independent examiner must be a member of a body listed in section 145 of the Charities Act 2011. I confirm that I am qualified to undertake the examination because I am a member of the Institute of Chartered Accountants in England and Wales, which is one of the listed bodies.

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:

accounting records were not kept in respect of the charity as required by section 386 of the Companies Act 2006.

the financial statements do not accord with those records; or

the financial statements do not comply with the accounting requirements of section 396 of the Companies Act 2006 other than any requirement that the financial statements give a true and fair view, which is not a matter considered as part of an independent examination; or

the financial statements have not been prepared in accordance with the methods and principles of the Statement of Recommended Practice for accounting and reporting by charities applicable to charities preparing their financial statements in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102).

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the financial statements to be reached.

The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.

The company is entitled to the exemption from the audit requirement contained in section 477 of the Companies Act 2006, for the year ended 31 March 2026.

The directors acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of financial statements.

The members have not required the company to obtain an audit of its financial statements for the year in question in accordance with section 476.

These financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies regime.

Catholic Marriage Care Limited is a private company limited by guarantee incorporated in England & Wales. The registered office is Huntingdon House, 278 Huntingdon Street, Nottingham, NG1 3LY.

The financial statements have been prepared in accordance with the charity's governing document, the Companies Act 2006, FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” (“FRS 102”) and the Charities SORP "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)" (effective 1 January 2019). The charity is a Public Benefit Entity as defined by FRS 102.

The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £.

The financial statements have been prepared under the historical cost convention. The principal accounting policies adopted are set out below.

At the time of approving the financial statements, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus the trustees continue to adopt the going concern basis of accounting in preparing the financial statements.

The charity continues to grow new sources of income from trusts and foundations working closely with a fundraising consultant with particular experience of fundraising for Catholic charities. This has proved to be a successful model for the charity, and we will  continue to build on this over the coming year. Expenditure continues to be monitored closely. Detailed financial projections have been drawn up and these are reviewed monthly to ensure that the financial position of the charity is safeguarded. As a result, the Board of Trustees is unreservedly of the opinion that the business continues to be a going concern.

The general fund represents unrestricted funds that have not been set aside for specific purposes. It is available for use in furthering the objectives of the charity and managing the risks to which the charity is exposed.

Restricted funds represent grants, donations and legacies receivable where the donor requires the monies to be applied for specific purposes.

The fixed assets fund comprises the net book value of the charity’s fixed assets, the existence of which is fundamental to the charity being able to perform its charitable work and thereby achieve its charitable objectives. The value represented by such assets should not be regarded, therefore, as realisable.

Income is recognised in the period in which the charity has entitlement to the income, the amount of income can be measured reliably and it is probable that the income will be received. Income is deferred only when the charity has to fulfil certain conditions before becoming entitled to it or where the donor or funder has specified that the income is to be expended in a future accounting period.

Income comprises donations, legacies, investment income, interest receivable and contractual and voluntary income in respect to the charity’s principal activities of providing counselling and training and marriage preparation.

Donations are recognised when the charity has confirmation of both the amount and settlement date. In the event of donations pledged but not received, the amount is accrued for where the receipt is considered probable. In the event that a donation is subject to conditions that require a level of performance before the charity is entitled to the funds, the income is deferred and not recognised until either those conditions are fully met, or the fulfilment of those conditions is wholly within the control of the charity and it is probable that those conditions will be fulfilled in the reporting period.

In the event that the gift is in the form of an asset other than cash or a financial asset traded on a recognised stock exchange, recognition is subject to the value of the gift being reliably measurable with a degree of reasonable accuracy and the title of the asset having being transferred to the charity.

In accordance with the Charities SORP FRS 102 volunteer time is not recognised.

Investment income is recognised once the dividend has been declared and notification has been received of the dividend due.

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

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to make a payment to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. Expenditure is included in the statement of financial activities when incurred.

Expenditure comprises the following:

a. Expenditure on raising funds includes the salaries, direct costs and overheads associated with generating donations and other voluntary income.

b. Expenditure on charitable activities comprises direct expenditure on the provision of the charity’s services, principally counselling and training, and marriage preparation services, consistent with the charity’s objectives.

Support costs represent indirect charitable expenditure. In order to carry out the primary purposes of the charity it is necessary to provide support in the form of personnel development, financial procedures, provision of office services and equipment and a suitable working environment. Support costs also include expenditure on governance i.e. the costs involving the public accountability of the charity (including audit costs) and costs in respect to its compliance with regulation and good practice. Support costs are principally allocated in the same proportion as the National Support Team staff costs.

Intangible assets acquired separately from a business are recognised at cost and are subsequently measured at cost less accumulated amortisation and accumulated impairment losses.

All assets costing in excess of £5,000 and with an expected useful life exceeding one year are capitalised.

Amortisation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:

At each reporting end date, the charity reviews the carrying amounts of its tangible and intangible assets to determine whether there is any indication that those assets have suffered an impairment loss. If any such indication exists, the recoverable amount of the asset is estimated in order to determine the extent of the impairment loss (if any).

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. Bank overdrafts are shown within borrowings in current liabilities.

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 charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits.

Payments to defined contribution retirement benefit schemes are charged as an expense as they fall due.

Rentals payable under operating leases, including any lease incentives received, are charged as an expense on a straight line basis over the term of the relevant lease.

In the application of the charity’s accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying amount of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates.

The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.

The items in the financial statements where these judgements and estimates have been made include:

• The estimates of the useful economic lives of intangible fixed assets used to determine the annual amortisation charge;

• The basis on which support costs have been allocated across the various expenditure headings;

• The basis for determining the proportion of income received in advance which should be deferred in relation to performance related contracts; and

• Estimating future income and expenditure flows for the purpose of assessing the charity’s going concern.

Counselling and training

Marriage preparation

Counselling and training

Marriage preparation

Course folders

Rent and room hire

Rates

Loan interest

Travel and subsistence

Resources

Consultancy fee

Computer costs

Telephone

Legal and professional fees

Sundries

The average monthly number of employees during the year was:

The remuneration of key management personnel was as follows:

The key management personnel comprise the Trustees and the Senior Leadership Team. Only the Senior Leadership Team are remunerated.

During the year, Marriage Care made pension contributions of 5% of gross pay into an auto-enrolment scheme with Aviva for employees who had elected not to opt out of the scheme.

The charity is exempt from taxation on its activities because all its income is applied for charitable purposes.

During the year ended 31 March 2021, the charity successfully applied for a £50,000 loan facility with the Royal Bank of Scotland under the Government backed Bounce Back Loan Scheme (BBLS). The loan was drawn down in full on 1 July 2020.

The charity is making monthly loan repayments of £887 with effect from August 2021 and interest accrues daily on the outstanding balance at a fixed rate of 2.5% per annum.

Interest of £230 (2025: £487) has been charged and the loan will be fully repaid by 31 July 2026.

Deferred income is included in the financial statements as follows:

Deferral relates to income received for courses paid for in advance of the reporting period in which the accounts are prepared.

The charity operates a defined contribution pension scheme for all qualifying employees. The assets of the scheme are held separately from those of the charity in an independently administered fund.

The restricted funds of the charity comprise the unexpended balances of donations and grants held on trust subject to specific conditions by donors as to how they may be used.

The RNRMC Charity funding of £25,000 represents funding towards the Strengthening Families Project.

Other Charitable Trust grants were provided to support the core costs of counselling and counsellor training as follows:

• The Truelight Trust £5,000;

• FSJ Trust    £1,456;

• Alfred Haines Charitable Trust £1,000;

• Sir John Preistman Charitable Trust £2,500;

• Jeanne Marie Gunn Trust £2,100;

• Lancaster Foundation £4,800;

• The James Beattie Charitable Trust £894;

• Sisters of the Holy Cross £19,950;

• Community Foundation £2,772;

• The Pilkington Charities Fund £3,000;

• The Cuckoo Hill Trust £620;

• CRC Donations £2,730;

• Other no publicity grants and donations £10,983.

The unrestricted funds of the charity comprise the unexpended balances of donations and grants which are not subject to specific conditions by donors and grantors as to how they may be used. These include designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes.

The fixed assets fund represents the net book value of the charity’s intangible fixed assets. A decision was made to separate this fund from the general funds of the charity in recognition of the fact that the assets are essential to the day-to-day work of the charity and as such their value should not be regarded as funds that would be realisable with ease, in order to meet future contingencies.

During the year the charity entered into the following transactions with related parties:

During the year ended 31 March 2026, £1,500 of unrestricted donations were received from the

charity’s Trustees (2025: £3,520). Some of the charity’s Trustees act as volunteers providing services to the beneficiaries of the charity but receive no payments for such services (2025 – no payments).

Details concerning out-of-pocket expenses reimbursed to the charity Trustees are provided within note 10 to the financial statements.

£1,120 (2025: £2,700) was donated by the Chief Executive during the year ended 31 March 2026.

The only other related party transactions requiring disclosure during the financial year is that Nathania Molden is employed as a member of the Appointments Service team on a casual contract £1,723 (2025 – £1,813).