HOPE
AND
HOMES
FOR
CHILDREN
Registered Company Number: 04193179
Registered Charity Number: 1089490
TRUSTEES, ANNUAI
REPORT AND
CONSOIIDATED
FINANCIAL
STATEMENTS
For the year ended 31 December 2024
hopeandhomes.org

TABIE OF CONTENTS
Legal and Administrative Information
Trustees. Annual Report and Strategic Report
Independent Auditor's Report
Consolidated Statement of Financial Aetivities
Balance Sheets
Consolidated Statement of Cash Flows
Notes to the Financial Staternents

LEGAL AND ADMINISTRATIVE INFORMATION
Status
Hope ond Homes for Children is o choritoble compony limited by guorontee. It wos incorporoted on 3 April 2001 (Compony
number: 041931791 and registered as a charity on 26 November 2001 Icharity number: 1089490).
Founder Presidents
Mark Cook OBE
Caroline Cook OBE
Patrons and Ambassadors
Kate Adie OBE DL
Mortin Bell OBE
Mott Bell
Rukhiya Budden
Moriono Dohon
Dome Kristin Scott Thomos DBE
The Rt Hon The Lord Selkirk of Douglas PC QC
Nick Hewer
Alostoir Humphreys
The Lady Jopling MBE
Jay Jopling
Gordon Mclnolly
The Rt Hon Sir Donold McKinnon ONZ GCVO
Natalie Pinkham
Generol The Lord Donn()tt GCB CBE MC DL
Rick Foulshom CMG
David Furnish
Jomes Whiting
Cloire Wright
Trustees and Directors
Simi Dubb
Poul Forthing
John Good
Richard Greenhalgh
lon Hoslegrove
Kristino Hedderly-Perez
Maria Herczog
Mortino Lorkin
Girish Menon
Chikondi Mpokoso
Ruchiro Neotio
Romesh Pormor
Comillo Otto
Anna Segall
Zofio Sochonik
Mike Thiedke
(oppointed 1st Moy 2025)
Chair (resigned 25th July 2024)
(oppointed 1st Moy 2025)
Choir (oppointed os Trustee ond Director15tJuly 2024; oppointed os Choir 25 July 2024)
Treosurer
(resigned 1st Moy 2025)
(resigned 1st May 2025)
(resigned 1st Moy 2025)
member of Finonce, Auditond Risk Committee. o- member of Morketing. Communicotions ond Fundroising Committeq
member of Progrommes Advo¢o¢y ond Reseorch Advisory Committee.-
mern￿r of People Committee
Senior Management Team (Key Management Personnel)
Mork Woddington
Chief Executive
Brenda Kariuki
Director of Global Advocacy (from 12h February 20241
Pete Gorrott
Director of Globol Progrommes
Toby Bourke
Director of Global Morketing, Communic(rtions ond Fundroising
Mark Shadrack
Chief Operating Officer and Company Secretary
Regl$tered Offl¢e and Prlnclpal Address The Guild, King Street, Wilton, Wiltshire, SP2 ORS
Independent Audltor. Crowe U.K. LLP, 55 Ludgote Hill, London, EC4M 7JW
Bankers Royal Bonk of Scotlond PLC, Porklonds, De Hovillond Woy, Bolton, Loncoshire, BL6 4YU
Webslte.. more informotion oboutthe chority con be found (rt ,
ridhoni-

TRUSTEES, ANNUAL REPORT
AND STRATEGIC REPORT
ABOUT US
Since 1994, Hope ond Homes for Children hos been working to stopthe institutionolisotion of children.
We work oround the world to close the doors of orphonoges forever. We fight for every child to enjoy the love ond
belonging of o sofe fomily home. As chollenges get tougher, we work horder- with children, for children. Becouse children
should never be deprived of their liberty and sufferthe harms of institutionalisation, under the cloak of "care..
Our core reform speciolists set up community-bosed fomily SUPFX)rt services. Our policy experts promote stronger child
protection laws. Our skilled social workers work directly with children to keep families together, to reunite them and to
nurture new ones. Through notional reform ond internationol odvococyi we inspire global oction.
We won't stop until we have consigned orphanages to history. Until every child, everywhere, has the chanceto thrive in a
strong, supported fomily.
WE ARE HOPE AND HOMES FOR CHILDREN
Our mission is to be the catalyst for the global elimination of institutional care for children.
Our vision is a world in which children no longer suffer institutional care.
Our values are courage, excellence and integrity.
Orphonoges confine ond regiment the lives of children in woys thot present egregious threats of obuse ond neglect. Whot
is happening inside orphonoges todoy is impocting 5.4 million children with lifelong consequences thot impoct upon the
next generotion too.
Our work to support fomilies ond preventthe serK]rotion of children from them in the first place, ond when this con't be
ochieved, helping to ploce children in olternotive forms of family core ond protection, hos yielded olmost 30 yeors of
importont leorning. We hove used this learning to shope locol services, notionol policies ond internotionol commitments
with much wider benefits. For example, in pursuing child protection ond care reform, we are seeing improved educational
ond heolth outcomes for children, oll of which collectively contributeto improved chonces ond opportunities loter in life.
Now is the time to build a consensus across governments, relevant agencies and important influencersthat orphanages
ore no longer on occeptoble way of coring for children.
We build this consensus by working alongside lik&minded organisations. Our collective efforts and resources will create
momentum thot proves chonge con be successful (rt n(rtionol level in very different contexts. We FX)Sition child protection
ond core reform os o humon imperotive, not only for those children forwhom it matters so much now, but olso for future
generations. And we build partnerships with the private sectorto develop the kind of financing instruments required to
secure the interest ond commitments of mony other countries in which we hove no presence. Armed with these financing
instruments, wewill secure investors ond donors so that troction for globol reform genuinely begins to bite.
We hove been o world-leoding outhority on elimin(rting orphonoges ond reforming child protection ond core systems in
mony countries over 30 yeors. Throughout this journeyi we hove scrutinised the evidence. We hove morsholled our front-
line experience, ond we hove listened to children ond those who core forthem. Our unique ochievements ond
understonding hove deepened our well of hope forthe future of children. It is o stubborn, fierce hope thot connot be
exhousted becouse we hove seen what we ore COF)oble of, ond It drives our belief in whot we con still ochieve, no motter
how tough the chollenge. Our mission is cleor. Its purpose will not be denied.

WHAT IS THE PROBIEM THAT NEEDS SOLVING AND WHY?
Orphonoges ore unnecessory becouse the vost mojority of children confined within them ore not orphons. This is true for
oll the countries we hove worked in, ond the mony countries our portner orgonisotions work in. Indeed, numerous studies
suggest this is the cose globolly. Mony children ore ploced in orphonoges, not because they ore orphons, but because
their fomily is poor,. they foce discriminotion or because they hove o disobility. This confinement punishes them for o
second time. Once confined in orpharK]ges, many suffer abuse- including rape and torture- from some staff, adults who
poy for occess to them, ond from some of the children they shore their confinement with. The neglectthot mony more
children confined in orphonoges suffer con be $0 significontth(rt it horms the development ond structure of their broins,
especially for babies. Stigma against children confined in orphanages is common and a cause of isolation and exclusion.
Orphonoges expose children to heightened risks of trafficking, ond in the worst coses, they ore the octuol OPF)orotus
through which children ore exploited for lobour, fundroising, even for their body ports ond for sex.
Current estimotes suggest there ore oround 5.4 million children in orphonoges globolly. Butthis is generolly occepted to
be o significont under-estimote. In mony countries, rK)or regulation meons thousands of orphonoges operote with no
registration and no oversight. So the sheer scale of children in confinement remains unknown. And millions more children
ore vulneroble to being seporoted from their fomilies ond put into core. More thon five million people died os o result of
the Covid-19 globol pondemic, most of them odults, mony of them porents coring for children. The Loncet estimotes thot
for every two adults who have died, one child has lost a parent or primary caregiver. Vulnerability is deepening among
mony fomilies ond communities which undermines their copobility to core for ond protect children-.
120 million F)eoplewere plunged into extreme FX)verty during the course of the pondemic. This is the first timethis
figure hos octuolly risen in the lost 27 years, ond it is likely to continue growing.
Teenoge pregnoncies increosed dromoticolly during lockdowns in mony countries.
Often young people were confined with obusers, with grievous consequences, ond mony more children oreyetto
return to the clossroom, giving rise to o new generotion of so<olled 'ghost children,.
We are leoning into o globol crisis of core thot is olreody upon us. And it is not only importing the current generotion of
children ond young people, but itwill impocttheir cowbility in loter life to core forthe nexL
But is doesn't hove to be this woy. Orphonoges ore unnecessory ond there is olwoys o better olternotive for children.
OUR MANDATE
We know thot children ore hoppier, heolthier ond more successful when they grow up in o coring fomily environment. They
tell us all the time. And we can prove it with data too. One of the largest orphanages we have ever closed was in Rwanda.
600 children.we ossessed them otthe time we helr)ed to tronsition them into olternotive fomily core orrongements, ond
then re-ossessed them ot six-month intervols. Forthe under sixes, otthe time we transitioned them, they were scoring
between 52/0 and 59% against where they should have been fortheir age across their language ability, their motor skills,
self-help ond cognition. In just 18 monthsthey were scoring between 98°A ond olmost 100/0 of where they should be. We
hove doto like this from mony of the countries we work in, demonstroting how loving fomily core con unrovel the horm
inflicted by an orphanage and help children to catch upto where they need to be. This is proof that we really can change
the world for children.
And we reolly should. The UN Convention on The Rights of the Child is the mostrotified convention on the plonet. It doesn't
simply recommend thot children should grow up in o fomilyi it obliges usto toke responsibility for moking thot hoppen=
Convinced thot the fomilyi OS the fundamental group of society ond the noturol environment for the growth ond well-
being of all its members and particularly children, should be Off0￿ed the necessaryprotection and assistance so that it
con fully assume its responsibilities within the community,
recognizing thot the child, ft)r the f(Jll and hormonious development of his or her personolityi should grow up in o family
environmen¢ in an atmosphere of happiness, love and understanding.

OUR STRATEGY
Despite the progress we ore moking, thereremoins enormous resistonce to closing orphonoges. Portly this is because
there is o lock of oworeness of the horm inflicted by orphanoges, or of the olternotives to them. Portly this is because of
the vested interests ossocioted with them. In oll coses, ￿ is the result of o lock of occountobility to children ond young
people. This lock of occountobility is the underlying couse thot sits beneoth mony of the reasons why orphonoges exist in
the first place. If society were truly accountoble to children, we would not deprive them of their liberty by confining them in
orphonoges.
We launched our new strategy in 2022. The timeto change is now. We wantto invest all our effort in working alongside
outhorities to octuolly deliver the chonge thot is needed for children. This requires us to build o consensusthot
orphonoges horm children. Such o consensus must hove genuine occountobility to children ot its very core.
This growing consensus needs to include multi-loterol orgonisotions such osthe UN, EU ond Africon Union. It must be
octioned by o groundswell of influentiol governments oround the world, committed to implementing reform, locking
progress in with legislation and influencing other countries to do the same. Itwill be a growing consensus that will be
reflected in the rK)licies of influentiol donors ond funding orgonisations, in woysthot will help more countries to reody
themselves for reform.
This growing consensus will be recognised os o priority, globolly¢ ocross oll sectors ond sections of society- And it is thi&
thot will demonstrote o globol step chonge in occountobility to children.
SO OUR AIM IS THAT:
by December 2030, worldwide, we will be approaching a consensus that orphanages are an
unacceptable way of looking after children.
OUR STRATEGIC OBJECTIVES
Working as a catalysL we will identify, convene and develop strategic partnershipsthat will, by December 2030..
Complete the elimination of orphonoges in four countries, ond moke meoningful progress in delivering notionol
child protection and core reform in this regord in o further five countries, while coordinoting this progress with
partners in 11 countries (in which we will have no presence) to build international momentum and proof of concept
to demonstrote thot chonge is possible regordless of nationol context
Estoblish ond horness child protection ond core reform os o humon imperotive in development progromming ond
human rights monitoring, toward securing significant commitments to implementing that reform across a growing
number of countries including those in which we, os well os portners, oper(rte ond influence.
Put in place intern(rtional financing mechanisms that will SUPFK)rtthose countries that need itto help them
prepare for reform and ultimately committo it.
We will continue to push for legislotion that prohibits support for orphonoges ond redirects ittoword locolly developed,
scalable solutions that will drive reform forwa￿￿.

OUR THEORY OF CHANGE- NATIONAI REFORM
There is no one-size-fits-oll solution to delivering child protection ond core reform ot notionol level. Thot is why our
opprooch is highly odoptoble, demonstrating thot reform is possible ocross o diversity of contexts. This is how we reform
on entire country's child protection ond core system- diolling up or down each of our four pillors depending on locol
conditions.
Political Will
Governments don't just need to committo reform, they need o vision for wh(rt thot reform should look like. This brings the
clority of purpose needed to shope plons, budgets ond legislotion within the national context. This vision linkswith ond
fully integrotes child protection ond core reform ocross relevont systems, including heolth, education, the judicioryond
sociol services. Sustoining reform requires leodership ocross governments ond from one odministrotion to the next, to
ensure active commitment overthe long term. Political will is especially important in overcoming widespread resistance to
ond feor of chonge. For exomple, the lorge workforces ossocioted with orphonoge systems ond orphonoge economies will
be concerned obouttheir jobs in the context of reform. Hoving o cleor vision for what reform looks like should help
everyone understand thatthere are important new roles they can fulfil in preventing family separation and in supporting
children to tronsition out of orphonoges into fomily core.
Knowledge and Know-How
Not only is every country different, every child is different. Listening to children's views ond incorporoting these in the
development of the services they will benefit from is criticol in successfully moving from orphonoge to fomily-bosed core
systems. Knowing why families break down, which children are most affected and why, and what communities can do to
preventthis ore crucial to designing ond implementing prevention ond reunificotion services ot scole. Pilot projects ore
needed to show how this con work in eoch context And the informotion they yield strengthens the cose for reform while
providing us with a baseline against which to judge success.
Capacity
Children ond fomilies foce complex, different chollenges,from food insecurity, through housing problems, to disobility.
Orphanages are routinely used by social workers and medical practitioners as a one-size-fits-all solution, regardless of
the chollenge. Consequently, the skills ond copobility of key stoff to develop olternotive fomily-bosed solutions ore often
obsent. To chonge, countries need to know whot skills ond expertise they hove, which ore most relevontto the reform
process, who has them and howthey can be further developed and knowledge shared. Countries also need an accurate
view of the copocity of existing systems, especiolly cose monogementsystems, which ore the bosis upon which decisions
ore token oboutthe services thot individuol children will benefit from. As olwoys, the voices of children in these decisions
are important.And so the development of and training in locally appropriateways of ensuring the participation of children
is cruciol.
Financing
Budgets for reform are too often calcul(rted on the basis of expense ratherthan investment. Consequently, financial
considerotions ore skewed toword cost rother thon what isoctuolly being bought- improved heolth, educotion, wellbeing
ond whether or not thot represents volue for money. Budgeting for reform must not become detoched from the
outcomes it is seeking to deliver- this is the only way we can assess cost-effectiveness. In the initial stages of reform,
more money is needed to sustoin the existing system while developingthe new one. Butthis generotes o sociol return on
investment.As the funds concentr(rted in orphonoges ore groduolly unlockedthrough tronsitioning to the fomily-bosed
care system, they can be increasingly allocated to preventing family breakdown and separation, and in support of
olternotive fomily services. And that's how odditionol funding con be groduolly reduced. Rather thon oiming solely for cost
reduction, moximising ovoiloble funding for fomilies leodsto better outcomes formore children,ocross more generotions,
which will be more cost-effective for society over the long term.

PUTTING CHILDREN AT THE HEART OF OUR WORK
Children hove unique understondings of their own childhoods ond of the circumstonces in which they ore living. We hove
recognised this from the very beginning and have always soughtto listen to them. Over the years, they have been
consistent in the viewsthey express to us.. they do notwont to be confined in orphonoges", they wont to live in o loving, sofe
fomily or coring community setting. It isthrough listening to children thot we hove formuloted our mission ond olso
shaped our approach to fulfilling it This is important because if society were genuinely accountable to children, it would
not be octively depriving them of their liberty by locking them up in orphonoges.
Accountability
As we implement our strotegy¢ we will ensure thot the vo
of children ore heord, ond thot where we ogree to oct upon
whotthey ore telling us, we will be held occountoble for IL One ofthe woys in which we will seek to ochieve this will be
through Our Voices Matter. This initiative commits us to regularly meeting with children, listening tothem, making
decisions with them ond reporting bock to them on progress. We hove specific plans in 2025 to increose our
occountobility to children ond young people by strengthening the ronge of children's voices ond the methods by which
children and young people can speak to HHC nationally and internationally.
Safeguarding
Listening to children generates obvious dividends by ensuring more appropriate and effective care solutions for them, but
it olso improves sofeguording. Children know wh(rt mokesthem feel sofe ond whot frightens them. Not being oble to voice
these things is one of the most significont enoblers of their exploit(rtion, obuse and neglect. So os o fundomentol port of
our approach to safeguarding, we continue to develop opportunities to listen to children through informal group
sessions, questionnaires ond by ensuring thot children ore consulted on decisions thot will offect them. It is by listening
to children thot our orgonisotionol culture continuesto drive effective sofeguording policies ond systems.
We hove o robust orgonis(rtionol sofeguording structure that hos been developed overthe yeors, ond we continuolly
review our policyi proctice, ond sofeguording culture in orderto ensurethot it is being strengthened ond improved. Our
opprooch to sofeguording reflects our mission with the well-being of children (rt the heort of our work, so os well os o set of
robust policies and clear reporting procedures we also place great importance on our participation work with children and
young odults ocross the orgonisotion. This ensuresthot the voices ond opinions of children ond young people on their life,
ond the services ond support they receive, ore heard ond thot they con influence the shope of progrommes ond roise
issues affecting them. We have a full-time global safeguarding lead who works with a network of safeguarding focal
people from the countries we operate in, ond from our rKJrtners, overseeing troining, incident reporting, inductions ond
benchmorking. Regulor meetings with them ensure thattheir insights, concerns ond recommendotions ore incorporoted
into the regular reviews of our safeguarding systems.
Participation
The way in which aid is administered can often run counterto the particip(rtion of children and strengthening of
occountobility tothem. This is because of the power imbolonce thot exists in fovour of those who determine what thot old
should be used for, who should benefit from IL ond how. This results in old being'done, to people. In implementing our
strategy, our approach will be to work with our partners, including funders, local authorities, our own country offices
ond other NGOS to oddress those power imbolonces soth(rt children, those who core forthem ond those who represent
their interests ore emF)owered to do so more effectively.

STRATEGIC REPORT:
WHAT WE ACHIEVED IN 2024
ed
parental care and installed in a residential institution, now are safe in their own loving family.
The goals we set ourselves for 2024 and our progress against them:
Priority 1: We will prioritise our national impact by continued delivery of programmes in Romania, Moldova,
Rwanda, and Bulgaria, targeting the closure of institutions, net reductions in the number of children in
institutional care, and policy changes. We will also implement child protection and care reform models in
South Africa, Ukraine, India, and Nepal which help to secure the political will to drive national change.
In Romanla we supported the closure of 6 instwtutions, prevented the seporotion of 656children from their fomilies,
ond tronsitioned 233 children ond young odults from institutions.
elebroted Buchorest Sector 3 ond Sibiu county
being institution-free.
In Bulgarla, we hove supported the
of one of the lost four remoini
hildren's institutions despite the lock of o
permanent government While the actual closure of these institutions was delayed, we supported the transition of100
children ond prevented o further159 children from being sepor(rted from their fomilies.
In Moldova, our partner CCF prevented 131 children from family separation, and supported 79 children outof
institutions. The three remoining lorge-scole institutions sow 0 33/0 reduction in the number of residents.
Ourteom in Ukralnecontinue to display incredible fortitude in helping especiolly vulneroble children ond fomilies,
deoling with troumo ond keeping fomilies together providing cose monogement supportto 3,443 children ond
providing counselling, theropy ond moteriol support to o totol of 6,367 children in the post yeor. Since the stort of the
wor in Februory 2022, 0 totol of 40,577fomilies with 69,113 children received ossistonce from Hope ond Homes for
Children, os we delivered emergency moteriols ond psychosociol support ond to provide support to children left
without porentol core ond fomilies with children (rt risk of seporotion. We olso signed on ogreement with the
Department of Education of the Bucha city council and a construction company forthe refurbishment of premises to
creote o rehobilitotion centre for children with disobilities. We worked with S institutions to chonge their model ond 97
children were supported into fomilies, ond 2,492
children prevented from seF)orotion from their fomilies or
institutionalisation.
In Rwonda we prevented the serK]r(rtion of more thon 345 children from their fomilies ond transitioned 9 children ond
young odults with severe disobilities out of institutions ond into loving fomilies. Our teom ron o joint survey with
government to identify the lost remoining unregistered institutions- finding o further 6 with 128 children in them. The
teom ore developing o plon to work with these to close or tronsform.
In SouthAfrl¢q thanks to our work os the key knowledge wrtner of the governmenLconsideroble progress hos been
made in advancing towards national commitmentto care reform as a result of the work done within The Presidency
Notional Strotegy for Acceleroted Action for Children INSAACI ond its follow-up workshops ond invitations to submit
written inputs under the 10 selected Accelerator Actions In totol, 104 children were tronsitioned ond o further118
children prevented from being separated from their families.
In Indla, with our portner CINI, more thon 400 children were SUPFX)rted to stoy with their fomilies while the moin focus
of the team was putting in place the groundwork to scale up of state efforts totransform care provision, especially in
inclusion for children with disobilities. Regrettoblyi os of Jonuory 2025, USAID hos pulled the funding which hos
undermined the work thot wos being don

In Nepal, supporting our portners Forget Me Not ond The Himoloyon Innov(rtive Societyi 15 institutions were closed in
2024 by the focol municipolities in Kathmandu Volley following troining, sensitisotion ond lobbying by the teom over
the lost three yeors. In totol,134 children tronsitioned from institutions. The first foster core pilot hos resulted in 52
potential foster carers being trained.
In Kenyo, we are working to demonstrate whattransformation of the child care system looks like at the county level in
Nokuru.
We shared our know-how ond expertise in promoting quolity interventions ond systems change with over 2.100
profe$slonal$ thot we troined over the course of the yeor, SO% oheod of our torget.
We hove developed o new HHC Advisory Services proposition thot will help us shore ourtechnicol know-how ond
experience with like-minded F)Ortners in odditionol country contexts globolly.
Priority I We will drive national reform by working to establish the strengthening of child protection systems
and child care reform as a turnkey issue within priorities found in the sustainable development goals.
2024 was a year of impact, collaboration, and progress. Our advocacy hos not only shaped policies but also empowered
children ond young people to be ot the forefront of change. We hove built up o resperted position in the globol movement
odvocoting for child protection ond core reform. We ore recognised forthe volue thot we ploce on working
colloborotively* establishing consensus ond our role os o convenor of importont conversations. Whilst the wealth of our
progrommotic experience ond expertise is our unique selling rM)inL it is our obility to tronslote thot technicol knowledge
into torgeted opprooches to policymokers thot ensures th(rt we con exert losting influence ond impocL
2024- A Year of Advocacy and Impart It hos been o yeor of tremendous progress ond impoct in our globol odvococy
efforts. Through strotegic portnerships, policy influence, ond grossroots engogemenL we hove strengthened our
position os o leoder in child protection ond core reform. Our work hos sponned multiple regions ond internotionol
institutions, driving meaningful change for children and families worldwide.
Globol Advocacyand Policy Infiuenct In 2024, we made significant strides in influencing global policy on child
protection. We octively porticipoted in the Violence Agoinst Children (VAC) Interministeriol Conference, where we
provided o ministeriol speoker from Nepol ond signed onto o Fromework for Action on Child Protection System
strengthening. This included o strong commttmentto the eliminotion of institutionolisotion. The conference
successfully connected VAC ond core octivists, with government pledges-such os those from the UK ond Bulgorio-
providing voluoble odvococy leveroge for future reforms. We olso deepened our colloborotion through the
Tronsforming Children's Core- Globol Colloborotive Plotform, ensuring joint odvococy efforts ond sector-wide
transparency. Our positioning group continued to shape the global narrative, particularly in linkirvJ our workto gender
equality ond the rights of women ond girls.
In Afrlco, we undertook o structural review ond rebronding of the Working Group on Children Without Porentol Core
(now Family First for Children Without Porentol Core- FAFICA), ensuring o stronger ond more focused opprooch. Our
learning mission to Rwanda and Kenya fostered deeper engagement with the African Committee of Experts on the
Rights ond Welfare ofthe Child IACERWC).
Asia has been a hub of dynamic advocacy this year. The USAID-funded Children and Families Together (CAFT) project
in Indio sow us estoblish o dedic(rted odvococy working group with project partners, setting the stoge for impoctful
work in 2025 ond beyond, despite the subsequentterminotion of the CA￿ project by the US odministrotion. Our
BICON roundtable in Nepal broughttogether over100 participants-including care-experienced young people,
government representotives, ond civil society-reoffimiing the power of BICON os o plotform for change. We olso
secured the Nepal government's porticipotion in the VAC summit ond ployed o key role in influencing their
commitments on alternative care. A particular highlight was supporting a care-experienced young person from Nepal
in securing o position on the Globol Core Leovers Council, strengthening youth representation on the internotionol
stoge.
C¢ynmonweolth Advococy. Our influence within the Commonweolth hos grown substontiolly. In June, we co-hosted on
event with the Commonweolth Secretoriot otthe UN Conference of Stotes Porties on the CRPD, where we showcosed
our work on disability rights and the Kigali Declaration. Atthe Commonwealth Heads of Government Meeting
(CHOGM) In Samoq we contributed to o groundbreoking side event on the Kigoli Declorotion-securing Foreign
Secretory Hon. Dovid Lommy os o keynote speoker ond ensuring th(rt children were octive porticiponts, o first for the
Commonwealth. Additionally, our advocacy played a key role in reaffirming commitments to the Kigali Declaration on
Child Core ond Protection Reform within the CHOGM communiqué.
10

Europe and the E￿.We successfully odvoc(rted forthe inclusion of institutionolisotion ond child trafficking in the EU
Anti-Troff icking Directiv￿m0rklng the first time this link hos been formolly recognised in on EU document.
Furthermore, we strengthened ties with the Ukroine Coordination Centre ond ensured civil society representotion in
key discussions in Kyiv. Our work influenced the inclusion of care reform language in the 2024 Ukraine and Moldova
Europeon Commission Enlorgement RerK)rts, ond we led on EU occession ond odvococy training for hAoldovo's
Children's Rights Alliance.
Unlted Klngd¢)m - Our UK odvococy efforts reoched new heights in 2024. We successfully positioned HHC os o key
advisor to the Foreign, Commonwealth & Development Office on childcare reform. A major breakthrough came when
we secured the Shodow Foreign Secretory os o chompion for globol childcore reform, making it his priority
internotionol development issue. This hos loid the groundwork for o significont compoign set to launch in eorly 2025.
To ensure long-term sustainability, we established a cross-party parliamentary network on care reform and engaged
UK ombossodors in our progromming countries. Chollenges remoin in novigoting on unstable old sector, but we
continue to leod with resilience ond strotegic influence.
Unlted Natlons Advocacy- Our odvococy the United Notions yielded significont results. We led efforts ot the 2024
UN Humon Rights Council Annuol Doy on the Rights ofthe Child, ensuring references to core reform ond core leovers
were included in the final resolution. Our two side events in Geneva were well attended, further cementing our
leodership in this spoce.A mojor milestone wos ochieved in Romonio, where HHC supported the first-ever child-led
reportto the UN, empowering children to hold their government occountoble. This initiotive sets o precedent for
greater child particip(rtion in policy advocacy.
Priority 3: We will work to unlock the financing needed to win government commitments to nationol reform
and progress the meaningful implementation of this. We will work closely with the private sector to tap into its
expertise and influence.
In the European Union, we achieved significont rK)licy wins, securing the inclusion of children without porentol core in
Ukroine's e50 billion SUPF)Ort pockoge under the Ukraine Fo¢ility Regulotion.
The inclusion of core reform longuoge in the 2024 Ukroine and Moldovo EC Enlorgement RerK)rts, increosesthe
likelihood of finonciol supr)ort for core reform os F)Ort of the occession process. In particular, the European
Commission published o proposol for o Regulation on Reform ond Growth Agenda for Moldovo under which the
country will receive e1.8 billion. Amendments we prepored with our portner CCF Moldovo, moking the cose for
finoncing core reform, secured endorsement from Moldovon ond internotionol civil society orgonisotions ond were
included in the European Parliament position atthe end of the year.
In Rwondo, the government hos continued to provide finonciol SUPFX)rtto the childcore reform ogendo including child
protection ond welfore officers who implementthe inclusive childcore reform ot the community level, finonciol support
for transitioning children ond young odults with disobilities into fomily-bosed core, ond prevention of
institutionalisation of abandoned babies under six months. Our sustained advocacy and collaboration with the
Government hos helped to ensure the continuity of this funding. 2024 sow the celebration of the first-ever Notionol
Foster Core Doy. The Government hos committed to moking this an onnuol event, with funding from public resources
and contributions from partners, further highlighting the growing recognition of foster care as a vital component of
childcore reform in Rwondo.
We hove ployed on octive port of the Leadership Council of the Homecoming Project- designed to positively
influence the church going community in the UK ond Irelond in reviewing howthey support overseos orphonoges. A
Homecoming study in 2024 reveoled tTrKJtthis community in the UK gives £500m o yeor- o clearly significant funding
flow that unfortunately helps keep children in residential institutions. As part of Homecoming, we are seeking to shift
this flow by developing understonding ond encouroging the UK'S Christion community to strengthen family core
options.
We are on the cusp of significant milestones in countries where support from funders has enabled us to demonstrate
better olternotives for children..
When we started working in Romania, more than 100,000 children were confined in the state orphanage system. We
now hove thot down to less thon 1,500 children. We hove justo few hundred children left to tronsition in Rwondo, 900
in Moldovo ond onlythree institutions leftto close In Bulgorio. Our opprooch works.
We're building commitmentto n(rtionol reform in Indio, Nepol, South Africo, ond Kenyo.
11

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PLANS FOR FUTURE PERIODS
During 2025 we will be undertaking an evaluation of progress on our strategy and an assessment of the learnings and
odoptotions needed. In the meontime, our plons for2025 mointoin the full ombition of the strotegy but reflects our lotest
view of timelines ond steps required.
Strategic Objective 1: N<rtional Reform
Close 26 institutions. transition more than 1,700 children back to family care and prevent more than 3,000 children from
belng separated from their families througtrL'
Continued delivery of programmes in Romania, Moldova, Rwanda & Bulgaria, targeting critical path issues specific to
each countryi leading tothe closure of institutions, net reduction in the number of children in institutionol core, ond
policy & legisloticn chonges in line with our roodmop.
Leveroge our roodmopto implement child protection ond core reform models in South Africo, Nepol & Indio which
oddress key issues in eoch country to secure ond sustoin the politicol will to drive notionol chonge.
Provide bespoke troining ond technicol support in the demonstrotion of core reform ond tronsformotion in Nokuru
county in Kenya.
Providing psychosociol ond m(rteriol support in Ukroine while golvonising government oction to reform child core
systems and working to tronsform six residentiol institutions
Strategic Objective 2: Human Imperative
Develop new partnerships and strategically utilize existing partnerships (e.g., Transform Alliance Africa, BICON, BCN,
Child Rights Connect) to extend influenceto select additional countries and a broader group of agreed 'early adopter,
notions.
Strengthen advocacy within UN treaty bodies, ASEAN, EU, African Union, and the Commonwealth, using thatto
improve the policy environment for core reform os o humon rights priorityi- ond odvonce core reform in humonitorion
settings ond sociol protection.
Leverage the UK Foreign Secretary's campaign to drive global momentum on funding flows and policy commitments.
Develop our response to the ropidly growing opportuntty forour global odvococy in Africo.
Develop ond launch regionolly focused odvococy compoigns for Eostern Europe ond Africon countries in 2025.
Use the 'Fomilies Not Instttutions" roodmopto drive reform conversations, including digitol occessibility ond
integrotion with strotegic messoging. Complete & publish the results of the roodmop index pilots in Bulgorio &
Jhorkhond.
Strategic Objective 3: Finaneing
Develop odvococy messoging ond plon to engoge mojor donors lincluding foith-bosed orgonisotionsl to influence
funding decisions and narratives towards care reform (Back to Family) and away from institutional care.
Identify OPFX)rtunitiesto influence finonciol institutions, including the regionol development bonks ond theworld Bank
through o thorough mopping of engagement opportunities.
Explore strotegic portnerships with governments ocodemio, ond peerorgonisotions to influence the development of o
dedicoted pooled funding mechanism.
Actively leverage external events, networks and partnerships lincluding with donors and the private sector),
developing positioning thattaps into funding, changesfunding flows and accelerates catalytic change by
colloboroting & shoring our know-how & roodmop.
13

FUNDRAISING & COMMUNICATIONS
Strategy and Approach
In on increasingly chollenging context for internotionol development fundraising, we ore proud of mony successes in 2024.
These include the excellent results from the launch of our Back To Family proposition. Back To Family is an effective and
emotive orticulotion of our mission ond our worl ond this messoging is now firmly embedded in oll ourcommunicotion
including our first ever sustoined investment in sociol medio odvertising. Using this new communicotion ond ossocioted
investmenL we attracted more than 2,(X)O new donors from across the world, and were selected as one of the three
chorities SUPF)Orted by The Times ond The Sundoy Times Christmos Appeal 2024. We olso secured significont gronts for
our work in Romonio, Ukroine ond Africo.
In the UK, building on our strong bose of relotionship fundroising, we benefitted from the finonciol support of 40 unique
corporote orgonisotions ond o further59 trusts ond foundations. In oddition, we nurtured relationships with existing
philanthropic individuals, whilst investing resource in building our future philanthropy pipeline, and maintained our
programme of individual giving fundroising, focusing on regular giving. We received donotions from 4,285 individuals in
2024, on increose of more thon SOY? compored to the previous yeor
Our primary gool remoins to build o more resilient ond sustoinoble income portfolio, ond we hove reshoped our
investment in marketing, communications ond fundroising so thot we con investto expond our funnel of engogemenL
drowing in support from substontiolly more peopleocross multiple territories. We hove developed ond lounched 'Bock to
Fomily'_ our strong ond simple proposition- bocked by stories ond messoges which creote urgency ond inspire oction,
ond which will enoble usto ocquire new support
econ
ert into income.
Fundraising Standards
Our fundroising complied with the fundroising codes os prescribed by the Fundroising Regulator, of which we remoin o
registered member. We olso continued to prioritise the strengthening of our proctices related to doto protection lows,
porticulorly the UK Generol Doto Protection Regulotion. We received no subject occess requests whilst continuing to
promote our Privocy Policy ond offer easy opt-outs from communic(rtions os well os the option to ogree specific
communications requests and / or preferences d￿ectlY with our team. Similarly we continued to pay special attention to
treoting SUPF)Orters in vulneroble circumstonces with the utmostcore.
We received 16 comploints in 2024 Icompored with 18 in 2023). We continue to work hord to minimise complaints ond toke
exceptionol core to communicote sensitively ond oppropriotely with our supporters. To SUPFX)rtthem in their endeovours,
for example where individual or groups of supporters are voluntarily raising funds on our behalf, we offer bespoke help
with the use of regulated plotforms (e.g. Just Givingl, forthe collection of funds.
RISK MANAGEMENT AND INTERNAI CONTROIS
Our strategy sets out our vision, mission, volues ond strategic oim. With the erodic(rtion of institutionol core of children ot
the heart of our activities and a need for innovative solutions to deliver reform, risk is inherent in our work.
Through our governonce fromework, we seekto encouroge prooctive, well-monoged toking of risk to deliver business
objectives ond embedding risk monogement in doy-t(Fdoy operotions.
Therefore we hove developed o fromework to identify, onolyse ond monoge risks ot o series of levels within the
orgonisotion- strotegic, process ond project This fromework olso oddresses residuol risk ond ensures it is set ot
acceptable levels for the organisation.
The Boord hos ultimote responsibility for overseeing risk monogement forthe orgonisotion os o whole but recognises thot
oll stoff ond volunteers ore criticol in implementing the risk monogement process. The Senior Monogement Team reviews
risks ot its meetings os well os monitoring externol developmentsthot moy impoct on the orgonisotion. It hos systems ond
procedures to mitigote the risks identified from operotionol octivity os well os procedures to minimise impoct should ony
of the risks moteriolise. Risk monogement is o stonding item (rt eoch of the meetings of the Finonce Audit ond Risk
Committee, where any new risks or material increase in risk is discussed and raised at the Board of Trustees, if necessary.
14

The strategic risks identified through this work, ond on outline ofthe mitigotion plans, ore..
K•y Rbsk
Outline of Mitigation Plan
Loss of impoct ondlor progress on
reform in key progromme loc(rtions
due to shifting politicol ond sociol
priorities.
Continueto tAJild public oworeness of, ond support for, child core reform through
communic(rtions octivities centred on our Bock to Family messoging.
Continueto tAJild connections ond chompions with different porties ond
structures, including securing government commitments to both reform ond the
funding of reform.
Use our Roodmop to moke the cose for relevonce of core reform in different
topics, including links to the 9Jstainable Development Goals.
Work to bring civil societytogether to deol with institutions ond bod octors,
influencing beyond those who ogree with us. Include funders in the conversotion
ond work with them to convene o wider group of donors.
strengthen copocity ocross our country teoms to drive notionol odvococy
priorities.
Gops in copocity ond copobility
leoding to inobility to fully execute
the strategy and business plan.
Continue to evolve our opprooch to wellbeing, leveroging our internol support
network ond continuing to deploy mentol heolth oworeness troining.
Review ond where necessory moke oppropriote resourcing adjustments,
including roles, development plans and training in order to be 'fit for purpose, to
deliver on our plon&
Develop our approach to leadership, performance and individual mandate so
that oll of ourteom members con thrive.
Succession plons for key roles reviewed by our People Committee.
Inabilityto secure the level and type Continueto invest in donor ond income ocquisition, bosed on on opprooch of li)
of income required for usto deliver
owing our space with o strong ond simple proposition (Bock to Fomily),- lil)
the level of progrommotic
feeding the funnel through stories and messages which inspire action, acquiring
implementation, research and
new SUPF)orL and (iii) converting that interestto income.
odvococy needed os port of our
strotegy, including investment in
MCF and organisational
infrostructure.
Short-term and / or unanticipated
income shortfolls creating the need
for short-notice expenditure cuts
which lead to issues in
implementotion ond or meeting
gront funding conditions.
Recover the drop in free liquidity in 2024 through a strong startto 2025, and
mointoin our medium term plon to buildtowords torget levels to provide greater
resilience.
Mointoin ond monitor our forecosting processes, improving medium-term
visibility ond reducing bios to provide high quolity income signols, ollowing
prompt ond decisive octionsto be token in response.
Staff burn-out
Build on our successful UK stoff survey ond use this opprooch globollyto identify
key issues ond OPFX)rtunities for supr)orL Regulor focus on key UK stoff survey
actions, including wellbeing support.
Prioritise orgonisationol worklood ond moke cleor, choices which ore
strategically aligned and manageable within capacity.
Where wssible, investselectively in oddttionol resilience ond copocity
Deoth or serious injury to o stoff
member due to a security issue
Continueto operate security protocols in high-risk geographies.
Embed our cross-orgonis(rtionol security principles ond proctices.
Child protection incident directly
involving an HHC member of staff
or o portner.
Roll-out and embed updated safeguarding policy in each country programme,
including culturol ospects ond reporting.
Strengthen independence and sustainability of Our Voices Matter
15

K•yR
Financial fraud, corruption or
bri
Continueto embed and review policies, procedures, controls and training in key
or
go
• Fin
•Dep
Theft / leakage of
lor
dato or
Continue to embed Dato Protection troining.
onduct ossuronce process on
su
STRUCTURE, GOVERNANCE AND MANAGEMENT
Structure
Hope ond Homes for Children is o choritoble compony limited by guorontee. The Articles of Association, omended in July
2021 to adjust the trustees, term of office, set out the objects ond powers of the orgonisotion. The Chority is governed by o
Board of Trustees which hos legol, finonciol, ond monogeriol responsibility forthe chority. The trustees constitute
directors ofthe choritoble compony for the purrK)ses ofthe Componies Act 2006 ond trustees of the chority forthe
purposes of the Charities Act 2011.
Governance
New trustees ore oppointed ot duly convened meetings for o period of three yeors ofter which they ore eligible for r
election for o further three years. The Board hos adopted formol procedures for the recruitment, selection, ond induction
of new trustees ond re*lection of existing trustees which ore monoged by the People Committee. The terms of reference
for the People Committee include reviewing the size, skills, diversity, structure, ond effectiveness of the Boord, ond moking
recommendations for ony chonges. The People Committee reviews trustee condidote opplicotions fortrustees ond, ofter o
thorough selection process, puts forword recommend(rtions of suitoble condidotes tothe Boord.
Following the oppointment of new trustees, on indurtion progromme is orronged which aims to give the individuols the
informotion ond tools they need to fulfil their legol obligotions os well os to ploy on effective role on the Boord. The
induction involves reading material, access to staff and visitsto the offices in the UK and abroad. During their term of
off ice, trustees ore offered opportunities for ongoing troining eitherthrough specificolly orronged sessions or
recommended reoding lists, training courses ond webinors.
The Boord of Trustees comprises o minimum of three trustees with no moximum limit The trustees meet five times o yeor
when they consider the progress ond chollenges towords successful str(rtegic delivery of Hope ond Homes for Children, os
well as governance matters. Formal deleg(rtion for certain areas of work has been given to four su&committees which
report bock on their proceedings to the full Boord=
Finance, Audit and Risk Committse (FARC) - which oversees the organisation's financial position and performance,
forecosting, reporting ond the externol oudit process. FARC olso octs to ensure thot the orgonisotion prooctively
identifies ond monoges risk ond operotes in occordonce with relevont regulotory ond legol requirements ond in line with
best practice regarding the governance of the charity.
Pe¢wle Commlttee (PC) - which oversees the Boord structure ond composition (including sub-committeesl, leods Boord
and CEO succession planning and recruitment and oversees remuneration policy and key contractual terms for the
Senior Monogement Teom. The People Committee olso oversees our opprooch to equityi diversity ond inclusion to drive
on equitable, diverse ond inclusive culture ocrossthe orgonisotion.
programm￿ AdV￿0¢Y and Resear¢hAdvis¢)ry Commlttee (PARAC) - which oversees our sofeguording policy,
procedures ond reporting ond ossesses progress ogoinst our progrommes, odvococy ond reseorch strotegies,
16

discussing issues impocting the delivery ofthe strotegies ond providing odvice ond recommendotions to the Senior
Monogement Teom and the Boord.
Marketlng. Communications and Fundralsing Committee IMCFC)- which provides oversight for the sustoinoble
resourcing of our mission through income ond oversees how we externolly promote ond communicote our work.
The Charity Governance Code
Hope ond Homes for Children tokes its governonce responsibilities seriously ond oims to hove o governonce fromework
that is fit for purpose, compliant, and efficient. In 2017the Charity Governance Code was launched, and we continue to use
the Code os o tool to support o review of our governonce structures ond consider the woys in which the orgonisotion ond
its Trustees currently opply the Chority Governonce Code's seven principles ond recommended proctice.
Following on independent review of our governonce orrongements in 2019, we octively oddressed the diversity of our
Board in 2020, ond this remoins o focus. We also refreshed our sub-committee terms of reference ond enhonced key
Board processes and information flows. The Charity Governance Code was refreshed in 2020 with key changes to the
principles of Integrity ond Equolityt Diversity ond Inclusion (previously Diversity). In response to this we developed o
Diversityi Equity ond Inclusion position st(rtement ond oction plon, ond we refreshed ond recommunicoted our
whistleblowing policy throughout our organis(rtion.
Management
The Board has delegated the day-t(Hlay management of the organisation to the Senior Management Team which
comprises the Chief Executive, Director of Global Progrommes, Director of Globol Advococyt Director of Global Morketing,
Communicotions ond Fundroisir¥J, ond the Chief Operating Officer. Motters such os strotegic ond operotionol plons ond
key policies are prepared by the Senior Management Team for consideration and approval bythe Board.
Public Benefit
The aims and benefits of Hope and Homes for Children are contained within the main body of this Report in the sections
on Vision, Mission ond Strotegyi the Strategic Report ond our Plons for Future Periods. We hove considered the key
principles of the Chority Commission's generol guidonce obout public benefit ond hove concluded thot Hope ond Homes
for Children meets all the requirements.
Related Parties
Hope and Homes for Children has subsidiary organisations in Romania, Ukraine, South Africa, Kenya and Hong Kong.
Hope ond Homes for Children Romonio Iregistr(rtion number1123.01200113661594) is established os o non-
governmentol orgonisotion with the Ministry of Justice. The mojority of its Boord of Directors ore senior monogers of
the Charity and therefore its financial results are consolidated.
The choritoble orgonisotion 'Hope ond Housing for Children, (registrotion number 392247341 wos estoblished in
Ukroine in 2014. A new entity,'Hope ond Homesfor Children, (registrotion number 454433371 wos estoblished in
Ukroine in 2024 Os o choritoble orgonisotion. In both coses, the mojority of its Boord of Directors ore senior monogers
of the Charity ond therefore its finonciol results ore consolidoted.
One Child One Family HHCSA (registration number 201714895141081 was set up as a non-profit company in November
2017, ond in 2021 was recognised 0$ o public benefit orgonisotion. The mojority of its Boord of Directors ore senior
monogers of the Chority ond therefore its finonciol results ore consoliduted.
Hope and Homes for Children (Kenyol was established in July 2023 underthe Non-Governmental Organizations Co-
ordinotion Act Iregistrotion ￿rtifIcate No. OP2181051123-10811316%. The mojority of its Boord of Directors ore senior
monogers of the Chority ond therefore its finonciol results ore consolidoted.
Hope ond Homes for Children Asio Limited Iregistration number 3304708) wos incorporoted os limited compony in
Hong Kong in August 2023. Hope ond Homes for Children is the sole member of the componyi ond therefore its
finonciol results ore consolidoted, olihough it hod no tronsoctions in 2024.
Reloted portytronsoctions ore disclosed in note 9 tothe finonciol stotements.
Remuneration Policy
Our opprooch to remunerotion is designed to ensureth(rt we con..
Attroct ond retoin the tolented ond motiv(rted people we need to ochieve our mission ond deliver our strotegic gools.
Offer salary levels that are competitive in the market and comparable with other similar organisations in terms of size
ond oper(rtion.
17

Reword bosed on li) the responsibilities of eoch role, including ony regionol or globol resF)onsibilities ond (ill the locol
morket where the individuol performing the role is bosed.
It is applied consistently across the organisation, including the Senior Management Team, membership of which is set out
on poge 3. Specificolly for the Senior Monogement Teom ond senior roles, we=
Benchmark pay and benefits every three years
Govern these reword pockoges through scrutiny from the People Commtttee
Environmental Policy
Climate change is a threat multiplier for vulnerable families and children. Our global futures will see climate change as a
moin driver of conflicL povertyi food insecurity ond diseose. This will destroy livelihoods, drive displocement ond widen
inequolities. All of these ore key contributing foctors to fomily breokdown ond child seporotion. Toking Octions to reduce
our environmental impacts ore key for the health of the planet and also to delivering our mission.
We hove therefore estoblished the following principles=
All our stoff ond volunteers ore occountoble for using our resources responsibly ond sustoinobly for purposes thot ore
both relevont ond beneficiol to our mission.
We will comply with oll relevant legol ond other environmentol requirements.
We will promote environmentol resrK)nsibility ond seek to improve environmentol performonce in key oreos, including=
Encouraging the use of travel options that minimise environmental impact.
Minimising our production of woste, recycle moteriols whenever possible, ond dispose of woste in o sofe
ond environmentolly friendly monner.
Promoting energy efficiency and to reducing our C02 emissions.
We will increose oworeness of the impocts of environmentol issues with our stoff ond volunteers.
We will encouroge our stakeholders to odopt good environmentol proctices.
We will undertake periodic reviews of progres&
18

FINANCIAL REVIEW
The financial review and consolidated financial statements incorporate the results of Hope and Homes for Children's UK
operotions, its overseos subsidiories ond bronches.
Income in 2024 of £11.Om was ot o similor level to 2023. Expenditure of £11.3m wos significontly lower thon in the previous
yeor. This wos o deliberote decision os we completed investing the funds secured through our 2022 Ukroine regionol
response oppeol ond therefore further reduced expenditure supporting Ukroinion refugees in Romonio ond Moldovo. This
olso brought our finonces into o more bolonced position with o smoll deficit of £0.3m being incurred in 2024.
Key Financial Summary
2024
2023
Income
11.0
11.5
Expenditure
11.3
13.4
Net (¢xpendlture)Iln¢ome
loa)
12.0)
Non-cash items and working capital movements
Net ¢a$h $upplled by I lu$ed In) ¢)peratlng actlvitles
IOA)
Cosh flows from investing & finoncing octivities
10.81
(1.2)
Change In ¢osh and ¢o$h equlvalents in the year
(0.5)
12.0)
Cosh ond cosh equivolents ot the stort of the yeor
Cash and ea$h equivalents ¢rt the end of thè y•ar
2A
T¢)tal Clo$lng Fund$
&1
Unrestricted Funds
Restricted Funds
4.1
Income
Totol income in 2024 was £11.Om, o smoll drop of £0.5m (4/) compored to 2023. Overoll there we no mojor swings in the
level or mix of income between 2023 ond 2024.
Income from individuals, fundroising events ond community groups wos, in oggregote, down (£0.1m), (5%). Growth in
income come from choritoble octivities (+£02m, +19%) moinly in suprK)rt of our work in Ukroine, ond in legocies (+0.2m,
+46Y.). This wos offset by declines in income from choritoble trusts ond foundotions1-20.2m, -5/.) ond corporotes l-20.Sm,
-15/.1.
Expenditure
Expenditure of £11.3m wos £2.1m lowerthon in 2023. As outlined obove, we further reduced our expenditure supporting
Ukroinion refugees in Romonio and Moldovo. As o consequence, total expenditure of 22.7m in Romonio wos ei.6m lower
than the previous year, and our funding for Moldova fell by £0.3m to £O.Sm. In contrasL our investment in Ukraine of
£2.3m wos o similor level to 2023 os we continue to SUPFX)rt fomilies ond children imr)octed by the wor while building the
foundotions for on institution-free future forthe children of Ukroine.
We mointoined expenditure in our vitol global odvococy work ond in Rwondo, while investment in Indio grew by 58/,
(£0.1ml in the first full yeor of our USAID S-yeor consortium gronL Sodly thot gront wos poused ond then cancelled in eorly
19

2025. Expenditure dropped by £0.1m in eoch of South Africq Bulgorio ond Ner)ol os we Complet￿ some significont
restricted gronts in those progromme&
Our investment in marketing, communications and fundraising was maintained at £2.8m as we launched our Back to
Fomily proposition ond invested in our brooder fundroising copobilities.
Operational Result
The resulting operotionol deficit wos £0.3m. After fund tronsfers ond exchonge rote imF)OCts, the impoct on unrestricted
funds wos o reduction of £03m
Cash
Operotionol expenditure included £0.6m of non-cosh items (principollydepreciotion ond donotions of properties to locol
authorities). Combined with a £O.Im reduction in working capital, our in-year cashflow from operating activities was
therefore £0.3m.
We invested £0.7m in net capital expenditure, mainlythe construction of new small group homes in Romania. We also
continued plonned repoyments on our UBS progromme-reloted investment loon, which is fully repoyoble by 2030.
Net cash flow in 2024 was therefore (£0.Sml, leading to a closing cash position of £2.5m.
Reserves Poliey
Our commitment to our national programmes is long-term, to drive the sustainable change and impact which is at the
heort of our mission. As on organisotion relying almost entirely on onnuol fundroised income, we need to hold odequote
funds to enoble usto reoctto ony unexpected odverse impoct on our finonces ond ensure we con cover future liobilities
as they arise, whilst any short or long-term adjustments are made to our strategy. Therefore the financial principles
underpinning our strotegy ore..
Finonciol resilience through sufficientfree reserves to provide stobility of expenditure in our fundroising, operotionol
activities, advocacy and core programmes work despite fluctuations in our income.
Finonciol sustoinobility through fundoble programmes which yield multi-yeor funding commitments from oll sources,
including gronts, corporote portnerships ond other major donors.
Suff icient unrestricted funding ond core cost coveroge to enoble oppropriote investment in our people, copobilities,
systems and process to sustoin ond enhonce our income ond imrK]Ct.
The trustees have set the reserves policy in terms of the level of free liquidity {i.e. unrestricted cash and marketable
securities, less short-term finonciol debt). The torget ronge for free liquidity wos set bosed on the need for working copitol
(given income seosonolityl ond sufficient unrestricted funding to ollow for voriobility in future income versus expenditure
commitments. In consideration of these needs, we have set a target range for free liquidity of between ei.6m and £2.0m.
This ronge equotes opproximotely to between ? and 2.5 months of total expenditure or between 4.5 ond 6 months of
unrestricted expenditure.
At the end of 2024, our free liquidity fell by 20.7m to £02m. Unrestricted funds in the porent chority ore reported os
(£0.3ml, but this includesthe (20.9ml bolonce of o progromme-reloted investment loon, which is repoyoble in instolments
by 2030. Those repayments will be met from future surpluses, and hence free reserves of the parent charity are £0.6m. At
the group level free reserves fell to £11k. A significont rK)rtion of this shortfoll ot group level con be ottributed to deloys in
income receipts in our Romonion subsidiory ot the end of 2024. Despitethis setbock ofter severol yeors of modest
improvements in our free reserves position, we made a strong start to 2025, benefitting from The Times and The Sunday
Times Christmos Appeol 2024which roised more thon £600,000, ond o UK Aid Motch oppeol in eorly 2025 which, including
motching, roised more thon el.Sm. In Romonio we hove secured new gronts from the EuroF)eon Commission which will
provide significont funding for our work.
Our future plons will continue to balonce the need to build our free liquidity while continuing to invest in our mission, ond
we continue to targetthe delivery of on unrestricted operotionol surplus eoch yeor until we reoch our target ronge.
Going Coneern
The Trustees have considered several factors in concluding that it remains appropriate to adopt the going concern basis
in the preporotion of these finonciol stotements. These include=
20

The fundroising environment remoins highly competitive, ond we hove reshoped our investment in morketing,
communications ond fundraising $0 that we con invest toexpond our funnel of engogemenL drawing in SUPF)Ort
from substontiolly more people. We hove loid the foundations for more sustoinoble income generotion in the
coming years, including our new brand proposition'Back to Family,, investment in the acquisition of new donors
ond our continued obility to prospect ond secure funding from trusts ond foundotions, institutions, corporotes
and philanthropists. We have developed a strong and simple proposition, backed by stories and messages which
inspire oction, ond which will enoble usto ocquire new suprK)rtwhich we con convert into income.
At the stort of 2025, we hove benefitted from both The Times ond The Sundoy Times Christmos Appeol ond o UK
Aid Match oppeol, 0$ set out obove.
Along with mony intern(rtionol chorities, we hove been impocted bythe dromotic cuts to old from the United
stotes government. Eorly in 2024, our 5-yeor consortium gront from USAID wos concelled, ond other projects
under development were also stopped. The impact on our funding plans in 2025 was, however, limited to less than
5/0 of our totol income, ond we hove secured oltern(rtive short-term funding for our work in Indio while we progress
longer-term options.
We continue to operote timely cosh monogement ond working copitol controls to monoge the potentiol risks
around the timing and value of income and ensure restricted and unrestricted assets and reserves are
oppropriotely monoged.
stress-testing of our forecost model through to the end of 2026 indicotes o sufficient degree of contingency ond
odoptobility to chonging circumstonces.
Considering oll of the obove, the Trustees believethot Hope ond Homes for Children hos odequote resources to continue
operating successfully for the foreseeable future and so should continue to adopt the going concern basis in preparing
the onnuol reportond the finonciol stotements.
Investment Policy
Our governing document provides us with the powers to invest monies not immediotely required os we see fit. The policy
we hove set aims to invest funds to generote income. Cosh bolonces ore held to ensure funds ore ovoiloble to meet doy to
day commitmentswith any funds that are not instantly required being placed on term deposits until needed.
Grant-making Policy
Hope and Homes for Children works in partnership with a number of organisations. Grants payable are made in line with
strotegic ond business plons. We monitor gronts operotionolly ond finonciollythroughoutthe term ond porticulorly otthe
end of the grant. The onnuol plonning process includes eormorking funding to be mode ovoiloble for gronts in the
following year.

STATEMENT OF TRUSTEES, RESPONSIBILITIES
The Trustees (who ore olso directors of Hope ond Homes for Children for the purrK)ses of compony lowl ore responsible for
preparing the Trustees, Annual Report, Strategic Report and the financial statements in accordance with applicable law
ond United Kingdom Generolly Accepted Accounting Proctice Iunited Kingdom Accounting Stondords).
Company low requires the Trustees to prepore finonciol stotements for each finonciol yeor. Under compony low the
Trustees must not approvethe financial statements unless they are satisfied thatthey give a true and fair view of the
state of offoirs of the choritoble compony ond the group ond of the incoming resources ond opplicotion of resources,
including the income ond expenditure, of the choritoble group forthot period. In preporing these finonciol stotements, the
Trustees are required to..
select suitoble occounting FX)licies ond then opply them consistentlyi
observe the methods and principles in the Charities SORP,-
moke judgements ond estimotes thot ore reosonoble ond prudenL
stote whether opplicoble UK occounting stondords hove been followed, subjectto ony moteriol deportures disclosed
and explained in the financial statements,- and
preporethe finonciol stotements on the going concem bosis unless it is inoppropriote to presume thotthe choritoble
compony will continue in business.
The Trustees ore responsible for keeping odequote occounting records thot ore sufficientto show ond explain the
choritoble company's tronsoctions, disclose with reosonoble occurocy ot ony time the finonciol position of the choritoble
company and enable them to ensure thatthe financial statements comply with the Companies Act 2006 and the
provisions of the chority's constitution. They ore olso responsible for sofeguording the ossets of the chority ond the group
ond hence fortoking reosonoble steps forthe prevention ond detection of froud ond other irregulorities.
Disclosure of Information to Auditor
Insofor os eoch ofthe trustees of the choritoble comrKJny ot the dote of opprovol of this report is owore there is no
relevant audit information (information needed by the charitable company's auditor in connection with preparing the
oudit report) of which the choritoble compony's ouditor is unowore. Eoch trustee hos token oll of the steps thot helshe
should hove token os o trustee in order to moke himselflherself owore of ony relevont oudit informotion ond to estoblish
that the charitable company's auditor is aware of that information.
The Trustees, Annuol ReF)Ort (including the Strotegic RerK)rtl wos opproved by the Boord of Trustees on 22nd Moy 2025ond
signed on their behalf by..
Ramesh Parmar
Trustee ond Treosurer
Martino Larkin
Trustee ond Choir

INDEPENDENT AUDITOR'S REPORT TO THE
MEMBERS OF HOPE AND HOMES FOR CHIIDREN
Opinion
We hove oudited the finonciol stotements of Hope ond Homes For Children ('the choritoble compony'l ond its subsidiories
('the group,) for the yeor ended 31 December 2024 which comprise the Consolidoted Stotement of Finonciol Activities, the
Group and Company Balance Sheets, the Consolidated Statement of Cash Flows and notes to the financial statements,
including significont occounting policies. The finonciol reFX)rting fromework thot hos been opplied in their preporotion is
opplicoble low ond United Kingdom Accounting Stondords, including Finonciol Reporting Stondord 102 The Finonciol
Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting
Proctice).
In our opinion the finonciol st(rtements.
give o true ond foir view of the stote of the group's ond the choritoble comwny's offoirs os ot 31 December 2024 ond
of the group's incoming resources ond opplic(rtion of resources, including its income ond expenditure for the yeor
then ended,.
hove been properly prer)ored in occordonce with United Kingdom Generolly Accepted Accounting Proctice,. ond
hove been prepared in occordonce with the requirements of the Componies Act 2006
Basis for opinion
We conducted our audit in occordonce with Internotionol Stondords on Audtting (UK) (ISAS IUKI) ond opplicoble low. Our
responsibilities under those stondords ore further described in the Auditorfs responsibilities forthe oudit ofthe finonciol
stotements section of our report. We ore independent of the group in occordonce with the ethicol requirements thot ore
relevont to our audit of the finonciol stotements in the UK including the FRC'S Ethicol Stondord, and we hove fulfilled our
other ethicol responsibilities in occordonce with these requirements. We believe thot the oudit evidence we hove obtoined
is suff icient and appropriate to provide a basis for our opinion.
Conclusions relating to going Concern
In ouditing the finonciol st(rtements, we hove concluded thotthe trustee's use of the going concern bosis of occounting in
the preporotion of the finonciol stotements is oppropriote.
Bosed on the work we hove performed, we hove not identified ony moteriol uncertointies reloting to events or conditions
thoL individuolly or collectivelyt moy cost significont doubt on the choritoble compony's obility to continue os o 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 thetrustees with respectto going concern are described in the relevant
sections of this report.
Other information
The trustees ore responsible forthe other inform(rtion contoined within the onnuol report. The other informotion
comprises the informotion included in the onnuol report, otherthon the finonciol stotements ond our ouditor's report
thereon. Our opinion on the financial statements d￿S not cover the other information and, except tothe extent otherwise
explicitly stated in our reporL we do not express ony form of ossuronce conclusion thereon.
Our responsibility is to read the other informotion ond, in doing so, considerwhether the other informotion is moteriolly
inconsistent with the finonciol st(rtements or our knowledge obtoined in the oudit or otherwise oppeors to be moteriolly
misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine
whether this gives rise to o m(rteriol misstotement in the finonciol stotements themselves. If, based on the work we hove
performed, we concludeth(rtthere is o materiol misstatement of this other informotion, we ore required to report thot
fact.
We have nothing to report in this regard.
23

Opinions on other matters prescribed by the Companies Act 2006
In our opinion bosed on the work undertoken in the course of our oudit
the information given in the trustees, report, which includes the directors, report and the strategic report prepared for
the purposes of compony low, forthe finonciol yeor for which the finonciol stotements ore prepared is consistent with
the financial statements,- and
the strotegic report ond the directors, report included within the trustees, report hove been prepared in occordonce
with opplicoble legol requirements.
Matters on which we are required to report by exception
In light of the knowledge ond understonding of the choritoble compony ond their environment obtoined in the course of
the audit we have not identified material misstatements in the strategic report or the directors, report included within the
trustees, report.
We hove nothing to reF)Ort in resF)ect of the following motters in relotion to which the Componies Act 2006 requires us to
report to you if, in our opinion..
the porent comF)ony hos not kept odequ(rte occounting records,. or
the parent company financial statements are not in agreement with the accounting records and returns,. or
certoin disclosures of trustees, remunerotion specified by low ore not mode,. or
we hove not received oll the informotion ond explon(rtions we require for our oudiL
Responsibilities of trustees
As explained more fully in the trustees, responsibilities st(rtement set out on r)oge 21, the trustees Iwho ore olso the
directors ofthe choritoble compony forthe purrK)ses of company low) ore responsible for the preporotion of the finonciol
statements ond for being satisfied that they give o true and foir view, ond for such internol control os the trustees
determine is necessory to enoble the preporation of finonciol st(rtements that ore free from materiol misstatement,
whether due to froud or error.
In preporing the finonciol statements, the trustees ore responsible for ossessing the choritoble compony's obilify to
continue as a going concern, disclosing, as applicable. matters related to going concern and using the going concern
bosis of occounting unless the trustees either intend to liquid(rte the charitable company or to cease operotions, or hove
no reolistic olternotive butto do $0.
Auditor's responsibilities for the audit of the financial statements
Our objectives ore to obtoin reosonoble ossuronce obout whether the finonciol stotements os o whole ore free from
material misstatement, whether due to fraud or error, and to issue an auditor's report that includes our opinion.
Reosonoble ossuronce is o high level of ossuronce, but is not o guorontee thot on oudit conducted in occordonce with
ISAS IUKI will olwoys detect o moteriol misstatement when it exists. Misstotements con orise from froud or error ond ore
considered material if, individually or in the aggregate, they could reasonably be expected to influencethe economic
decisions of users token on the bosis of these finoncial statements.
Detoils of the extentto which the oudit was considered copoble of detecting irregulorities, including froud ond non-
complionce with lows ond regulotions ore set out below.
A further description of our responsibilities forthe oudit of the finonciol st(rtements is located on the Finonciol Reporting
Council's website at.. www.frc.org.uklauditorsresponsibilities. This description forms part of our auditorfs report.
Extent to which the audit was considered capable of detecting irregularities, including fraud
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We identified and assessed the
risks of moteriol misstatement of the finonciol st(rtements from irregularities, whether due to fraud or error, ond discussed
these between our oudit team members. We then designed ond performed audit procedures responsive to those risks,
including obtaining audit evidence sufficient and appropriateto provide a basis for our opinion.
We obtoined an understonding of the legol ond regulotory fromeworks within which the choritoble compony and group
operotes, focusing on those lows ond regulations that hove o direct effect on the determinotion of moteriol omounts ond
disclosures in the firK]nciol stotements. The lows ond regulations we considered in this context were the Componies Act
24

2006, together with the Chorities SORP IFRS102). We ossessed the required complionce with these lows ond regulations os
port of our oudit procedures on the rel(rted finonciol stotement items.
In oddition, we considered provisions of other lows ond regulationsthat do not hove o direct effect on the finonciol
stotements but complionce with which might be necessory tothe group's obility to operote orto ovoid o moteriol penolty.
We olso considered the opportunities ond incentives thot moy exist within the group for froud. The lows and regulotions
we considered in this context forthe UK oper(rtions were employment legislotion, toxotion legislotion ond Generol Doto
Protection Regulations. We also considered compliance with local legislation for the group's overseas operating segments.
Auditing stondords limit the required oudit procedures to identify non<omplionce with these lows ond regulations to
enquiry of the Trustees ond other monogement ond inspection of regul(rtory ond legol correspondence, if any. We
identified the greatest risk of moteriol imF)OCt on the finonciol statements from irregulorities, including froud, to be within
the timing of recognition of income, grants poyoble ond override of controls by monogement. Our oudit proceduresto
respond to these risks included enquiriesof monogement the Finonce, Audit ond Risk Committee obout their own
identification ond ossessment of the risks of irregulorities, designing oudit procedures over the timing of income, somple
testing on the F)OSting of journols, reviewing occounting estimotes for bioses, reviewing regulotory correspondence with
the Charity Commission and reading minutes of meetings of those charged with governance.
Owing to the inherent limitations of an audiL there is an unavoidable risk that we may not have detected some material
misstotements in the finonciol st(rtements, even though we hove properly planned ond performed our oudit in occordonce
with ouditing storKlords. For example, the further removed non-complionce with lows ond regulotions (irreguloritiesl is
from the events and transactions reflected in the financial statements, the less likely the inherently limited procedures
required by ouditing stondords would identify it. In addition, 0$ with ony oudit there remoined o higher risk of non-
detection of irregulorities, 0$ these moy involve collusion, forgeryt intentionol omissions, misrepresentotions, or the
override of internal controls. We are not responsitAe for preventing non-compliance and cannot be expected to detect
non-complionce with oll lows ond regulotions.
Use of our report
This report is mode solely to the choritoble componWs members, os o body¢ in occordonce with Chopter 3 of Port 16 ofthe
Companies Act 2006. Our oudit work hos been undertoken sothotwe might stote to the choritoble compony's members
those matters we arerequired to state to them in an auditor's report and for no other purpose. Tothe fullest extent
permitted by low, we do not accept or ossume resrK)nsibility to onyone otherthon the choritoble compony ond the
choritoble compony's members os o body¢ for our oudit work, for this reporL or for the opinions we hove formed.
Joyne Rowe
Senior Stotutory Auditor
For and on beholf of
Crowe U.K. LLP
stotutory Auditor
London
Date.. 5 June 2025
25

CONSOIIDATED STATEMENT OF FINANCIAI ACTIVITIES
(incorporating an income and expenditure account) for the year ended 31 December 2024
2024
Totol Unrestricted
2023
Total
Notes Unrestricted Restricted
Restrieted
£OOOs
£OOO$
£OOOs
£OOO$
£OOOs
Income from".
Donotions ond legocies
Choritoble octivities
Troding octivities
Investment income
3,244
6,071
1,350
9.315
1.350
290
3,174
6,734
1,139
9.908
1.139
362
268
362
39
39
Other income
Total income
30
7A69
,035
3,576
7,878
11,453
Expenditure on:
Roising funds
Charitable activities
1,950
2,943
4￿93
864
1593
2,n8
4.311
1206
7,891
9.097
2.799
10.609
13A08
5,568
6A32
Total expendlture
25
Net (expenditure)
Transfers
Other recognised (losses)
Nèt movement in funds
(1R27)
1,104
(92)
(3W)
1,037
(1,104)
1133)
(200)
(290)
1735)
1,192
(74)
11,220)
11,192)
1110)
(2,522)
11.955)
(225)
(515)
(184)
12,139)
383
ReconciliatiorTr of funds..
Total funds brought forword
Total funds carried forward
16
1,534
4,095
3￿95
5.629
5,114
1,151
1,534
6,617
4,095
7.768
5,629
16
The notes on pages ￿t0 43 form part of these financial statements.
26

BALANCE SHEETS
as at 31 December 2024
Registered Company Number 04193179
Group
Charlty
Notes
2024
2023
2024
20Td
£Ol)O$
£OOOs
£OOO$
2000$
Flxed assets
Tongible fixed ossets
12
1,957
16
28
Current ossets:
Donoted properties under development
stocks
Debtors ond prepoyments
Short-term bonk deposits ond cosh resources
1.958
1,386
147
13
666
457
530
14
2,991
5,190
1.994
2A62
2,029
2,567
5.060
Llobllltle$:
Creditors.. omounts folling due within one yeor
Net current assets
150
664
416
618
364
4396
4,774
2,203
Creditors.. amounts falling due after more than one year
Net assets
1Sb
1,102
5,629
938
1,082
1,149
5.114
920
Funds:
Restricted funds
16117
3￿5
4,095
1.235
953
Unrestricted funds
16117
1,534
1313)
196
Total funds
5.114
5,629
922
1,149
The notes on poges 29 to 43 form port of these finonciol st(rtements.
The porent chority mode o deficit in the yeor of 2227k (2023: deficit of ￿,787k).
The finonciol stotements on poges26to 28were opproved ond outhorised for issue by the Boord of Trustees on 22nd Moy
2025.
Slgned on behalf ot the Board of Trustee$ by.
Ramesh Parmar
Trustee and Treosurer
Martina Larkin
Trustee ond Choir
27

CONSOIIDATED STATEMENT OF CASH FLOWS
for the year ended 31 December 2024
Notes
2024
2023
£OOOs
£OOOs
Cosh flows from ¢)perrf(Ing a¢tlvltle*
Net cash provided by/(used in) operating activities
20
352
(754)
Cash flows from investing aetiviti￿.
Interest received
39
Proceeds from sale of property
Proceeds from sole of other fixed ossets
195
241
Purchase of property
Purchose of other fixed ossets
(35)
(136)
Purchose of ossets under development
Net cosh lused inl investing octivity
1887)
(1,192)
(1,079)
1693)
Cosh flows from flnanclng *Xtlvltles:
Cosh outflows from loons
<108)
(108)
Interest poid
Net cosh (used in) finoncing octivity
<108)
(108)
Change in ea$h and cash èquivalents in the year
1449)
(1,941)
Cash and cosh equivolents ot the stort of the yeor
1991
4,986
Chonge in cosh ond cosh equivolents due to exchonge rote movements
<59)
(541
Cosh and cash equlvalents at the end of the year
2,991
The notes on poges 2a to 43 form port of these finonciol stotements.
28

NOTES TO THE FINANCIAL STATEMENTS
for the year ended 31 Deeember 2024
1. ACCOUNTING POLICIES
Legal Status of the Charity
Hope and Homes for Children is a company limited by guarantee and is registered in England and Wales with the Charity
Commission (Reg No.. 10894901 ond with Companies House IReg No.. 041931791. The choritoble compony wos incorporoted
in April 2001 ond hos no shore capitol. The members of the compony ore the Trustees nomed on poge 3. In the event of the
company being wound up, the liability in respect of the guarantee for each member is limited to £10. At the balance sheet
dote there were 13 members.
Registered and prineipal office
The registered ond principol off ice of Hope ond Homes for Children is The Guild, Wiltory Sn ORS.
Basis of preparation
The finonciol stotements hove been prepored in occordonce with Accounting ond Reporting by Chorities.. Statement of
Recommended Proctice opplicoble to chorities prerK]ring their occounts in occordonce with the Finonciol Reporting
Standard applicable in the UK and Republic of Ireland (FRS 102) (effective l January 2019) Icharities SORP 20191 and the
Finonciol Reporting Stondord opplicoble in the UK ond the Republic of Irelond (FRS102).
The financial statements have been prepared under the historical cost convention.
Hope ond Homes ft)r Children meets the definition of o Public Benefit Entity under FRS 102.
Basis of consolidation
The finonciol stotements consolid(rtethe results of the chority ond its subsidiory undertokings (Hope ond Homes for
Children
Romania,- Charitable Organisation 'Hope and Housing for Children, (Ukraine),- Charitable Organisation 'Hope
ond Homes for Children, (Ukroine),. One Child One Fomily HHC- South Afric(4 Hope ond Homes for Children Kenyo,. ond
Hope ond Homes for Children (Asio)) on o lin&-by-line bosis. Hope ond Homes for Children- Romonio is registered with the
Judiciary of Baia Mare in Romania Icertified= 23 September 2001). In Ukraine,'Hope and Housing for Children, and 'Hope
ond Homes for Children, ore registered os choritoble orgonisotions Inumber 39224734 ond number45443337). One Child
One Family HHC South Africo is registered o non-profit comwny (NPC) with the Companies ond Intellectuol Property
Commission in South Africa (registered l November 2017). Hope and Homes for Children (Kenyal is registered with the
Non-Governmentol Orgoni20tions Boord (number OP.2181051123-108113162). Hope ond Homesfor Children Asio Limited is
registered with the Componies Registry in Hong Kong Inumber 3304708). The Boords of the subsidiories hove o mojority
of directors who ore senior monogers of the chorityi ond the orgonisotions ore monoged on o unified bosis.
Much of the operotionol octivity ofthe chority is corried outthrough bronches locoted in the countries of operotion. In line
with the requirements of SORP 2019, their results ore included within those of the chority on o line-by-line bosis.
The chority hos token odvontoge of the exemption ollowed under section 408 of the Componies Act 2006 ond hos not
presented its own Statement of Finonciol Activities in these finonciol statements. The porent chority hos olso token
advantage of the exemptiix)s in FRS102 from the requirement to present a charity only Cash Flow Statement.
Going Coneern
The Trustees hove considered severol foctors in concluding th(rt it remoins oppropriote to odopt the going concern bosis
in the preporotion of these finonciol stotements. These include-.
The fundraising environment remains highly competitive, and we have reshaped our investment in marketing,
communications ond fundroising $0 thot we con investto expond our funnel of engogement, drowing in support
from substontiolly more people. We hove loid the foundotions for more sustoinoble income generotion in the
coming yeors, including our new brand proposition'Bock to Fomily,, our Home Advontoge compoign ond
investment in the ocquisition of new donors. We hove develoF)ed o strong ond simple proposition, bocked by
29

stories ond messoges which inspire oction, ond which will enoble us to ocquire new suprK)rt which we con convert
into income.
At the stort of 2025, we hove benefitted from both The Times ond The Sundoy Times Christmos Appeol, which
roised more thon £600,000 ond o UK Aid Motch oppeol, which, including motching, raised more thon £1.5 million.
Along with many intern(rtional charities, we have been impacted bythe dramatic cuts to aid from the United
States government. Early in 2024, our 5-year consortium grant from USAID was cancelled, and other projects
under development were olso stopped. The impact on our funding plons in 2025 wos, however, limited to less thon
5/0 of our totol income, ond we hove secured oltern(rtive short-term funding for our work in Indio while we progress
longer-term options.
We continue to operate timely cash management and working capital controls to manage the potential risks
oround the timing and volue of income ond ensure restricted ond unrestricted ossets ond reserves ore
oppropriotely monoged.
stress-testing of our forecost model through to the end of 2025 indicates o sufficient degree of contingency ond
odoptobility to chonging circumstonces.
Considering all of the above, the Trustees believethat Hope and Homes for Children has adequate resources to continue
operoting successfully for the foreseeoble future ond so should continue to odoptthe going concern bosis in preporing
the onnuol reportond the finonciol stotements.
Ineome
Income is recognised in the SOFA when the chority becomes entitled tothe income, it is proboble thot the income will be
received, and the amount can be measured reliably.
Gronts receivoble thot do not relrte to the performonce of o service orthe production of choritoble goods ore clossified
as voluntary income and those that are performance-related (including those with a clawback mechanism)are classified
os income from choritoble octivities. Grants ore credited to income in the SOF4 with unspent bolonces being carried
forword to subsequent yeors within the relevont fund.
Income is deferred only when the chority hosto fulfil conditions before becoming entitled to it or where the donor hos
specified thot the income is to be expended in o future period.
Legocy income is included when there is sufficient evidence of entitlement lincluding gront of probote), proboble receipt
ond where the omount is meosuroble. Pecuniory ond residuory legocies notified before the yeor end, ore occrued where it
con be demonstroted th(rt the charity hod entitlement (rt the yeor end, the omounts con be quantified with reosonoble
certainty and where receipt is probable.
Expenditure
All expenditure is occounted for on on occruols bosis. Expenditure on roising funds represents expenditure incurred in
ottrocting funding ond the costs of disseminoting informotion obout choritoble octivity. Expenditure on choritoble
octivities includesthe direct costs of operoting overseos progrommes ond gronts mode tothird porties. It olso includes
support costs incurred ot the UK office directly in support of the overseos octivities.
Allocation of support costs
The majority of costs ore directly ottributoble to specific activities. Certoin shored costs, including governonce costs, ore
opportioned to octivities bosed on the proportion of stoff time ollocoted to the octivity.
Pension scheme
The costs of providing defined contribution pensions ore chorged tothe SOFA os they foll due. The difference between
contributions payable in the period and those actually paid are shown as accruals in the balance sheet. The costs of the
pension scheme ore ollocoted between restricted ond unrestricted funds in proportion to the time ollocoted for work done
by members of stoff.
30

Operating leases
Instolments poid under operating leose controcts ore chorged tothe SOFA os incurred.
Exchange rate gains and losses
The results ond finonciol position of subsidiories (none of which hos the currency of o hyper-inflotionory economy) thot
conduct business in a foreign currency are translated into sterling atthe rate of exchange ruling at the date of the
tronsoction. The offoirs of the subsidiories ore so closely interlinked with those of the porent chority thot it is considered
thotthe incoming resources ond opplic(rtion of resources moy be regorded os being more dependent on sterling thon (
its own reporting currency. Atthe balance sheet date, cash and bank balances, amounts receivable and payable and
fixed ossets ore tronsloted by using the rote of exchonge ruling ot thot d(rte. Exchonge movements ore recorded in the
SOFA.
Presentation curreney
The functional currency of Hope ond Homes for Children ond its subsidiories is considered to be pounds sterling becouse
that is the currency of the primary economic environment in which the charity operates. The consolidated financial
stotements ore olso Fxesented in pounds sterling.
Tangible fixed assets and depreeiation
Tongible fixed ossets obove on appropriote locol minimum threshold ore copitolised ot cost ond written off by equol
onnuol instolments overtheir expected useful lives os follows=
Lond
Property forfunctionol use
Homes and services for beneficiaries
Improvements to property
Motor vehicles
Office and computer equipment
nlo
20 to 40 yeors
10 to 20 years
10 yeors
4 to 7yeors
3 to 7 years
Ownership of homes ond services for beneficiories rests with the chority, while the running ond monogement of the
activity in the building is the responsibility of the local authority. At an appropriate point the charity and local authority
will sign on ogreement by which the property will be donoted tothe locol outhority forthe continued provision of the
services.
Vehicles ond equipment used in overseos bronches ore not copitolised but chorged in full tothe SOFA when purchosed.
Assets under development
Assets under development ore volued (rt cost less imwirment. When complete, those ossets where ownership rests with
the chority ore tronsferred to fixed ossets ond those where ownership is retoined by o project stakeholder ore expensed to
the SOFA.
Leases
Leases are classified as finance leases wheneverthe terms of the lease transfer substantially all the risks and rewards of
ownership to the lessees. All other leoses ore clossified os operoting leoses. Assets held under finonce leoses ore
recognised os assets at the lower of the foir volue of the ossets (rt the dote of inception ond the present volue of the
minimum leose F)oyments. The related liobility is included in the bolonce sheet os o finonce leose obligotion. Leose
poyments ore treoted os consisting of copitol ond interest elements. The interest is chorged to net incomel(expenditurel
for the year so osto produce o constont periodic r(rte of interest on the remoining bolonce of the liobility.
Stock
Stock is stoted ot the lower of cost ond net reolisoble volue.
Debtors
Other debtors ore recognised in the finonciol stotements otthe settlement omount. Prepoyments ore volued otthe
amount prepaid at the balance sheet date.
31

Short-term bank deposits and cash
Short-term bonk deposits ond cosh includes cosh in hond, deposits held with bonks ond other highly liquid short-term
deposits.
Creditors
Creditors are recognised where the charity has a present obligation resulting from a past eventthat will probably result in
the tronsfer of funds to o third porty ond the omount due to settle the obligotion can be measured or reliably estimoted.
Fund accounting
Restricted funds ore funds thot con only be used in occordonce with specific restrictions imposed by donors or thot hove
been roised by the chority for porticulor purposes. The costs of odministering the restricted funds ore chorged ogoinstthe
specific fund. The detoil of eoch restricted fund is set out in note 16.
Designoted funds ore funds that hove been set oside by the Trustees out of unrestricted generol funds for specific
purposes. The aim and use of each designated fund are set out in note 16.
Generol funds ore unrestricted fundsthot con be used otthe discretion of the Trustees to furtherthe choritoble
objectives.
Financial instruments
Hope ond Homes for Children only hos finonciol ossets ond finonciol liobilities of o kind thot quolify os bosic finonciol
instruments. Bosic finonciol instruments ore initiolly recognised (rt tronsoction volue ond subsequently measured ot their
omortised cost.
Significant estimates and judgements
In the opplicotion of the chority's occounting policies, which ore described in note 1, Trustees ore required to moke
judgements, estimotes, ossumptions oboutthe corrying volues of ossets ond liabilities thot ore not reodily opporent from
other sources. The estimates ond underlying assumptions ore bosed on historicol experience ond other foctors thot ore
considered to be relevont. Actual results moy differ from these estimates.
The estimotes ond underlying ossumptions ore reviewed on on ongoing bosis. Revisions to occounting estimotes ore
recognised in the period in which the estim(rte is revised if the revision offects only thot period or in the period of the
revision and future periods if the revision affects current and future periods.
The onnuol depreciotion chorge for the tongible fixed ossets is sensitiveto chonges in the estimoted useful economic lives
and residual values of the assets. The useful economic lives and residual values are re-assessed annually. They are
omended when necessary to reflect current estimotes, bosed on economic utilisotion ond the physical condition of the
ossets.
Taxation
Hope ond Homes for Children is o registered chority ond os such is entitled to tox exemption on oll its income ond goins,
properly applied for its charitable purposes.
VAT
Irrecoveroble VAT is chorged os o cost ogoinstthe octivity for which the expenditure wos incurred.
Gifts in kind
In line with the requirements of SORP 2019, the volue of services provided by volunteers is not incorporoted in these
finonciol stotements.
32

DONATIONSAND LEGACIES
2024
2023
Total Unrestricted
Restricted
Total
£OOOs
£OOOs
£OOOs
£OOOs
2000$
2000s
Individuals
2292
1,829
622
2,451
Corporote donors
Choritoble trusts ond foundations
1122
315
2,702
3,017
1900
3.184
193
3,164
3,357
Community groups
Fundroising Octivities ond events
Legocies
191
191
195
491
26
442
55
497
391
391
Total
6,071
9J5
3,174
6,734
9,908
LEGACY PIPELINE
Legacy notificotions worth £30k to the chority did not meetthe recognition criterio ond hence hove not been occounted
for within these financial statements (2023: £369k).
CHARITABLE ACTIVITIES
2024
2023
Unrostri¢t•d Rastiictod
Total Unrestricted
Restricted
Totol
£OOOs
£OOOs
£OOO$
£OOOs
2000$
2000s
EU (Rwanda)
22
115
115
Keystone Humon Services
Internotionol (Indiol
213
213
10
10
Seneco Trust IRwondol
253
253
446
446
Government of the Faroe Islands
(Ukroinel
Sove the Children Iukroine)
n2
462
462
FCDO (Ukroine)
EU IRomoniol
35
106
106
Total
1,350
1,350
1,139
1,139
33

ANALYSIS OF EXPENDITURE
All￿ated
support
Cost$
Stoff
Costs dlrect costs
Grants
payable
£OOO$
2024
2023
£OOOs
£OOOs
£OOO$
£OOO$
2000$
Costs of ralslng fvnds
1.693
867
1814
2,799
Charltable expendlture
Globol odvococy initiotives
260
265
578
489
Rwondo ond regional octivities
South Africo
Kenya
367
302
76
74
819
830
247
170
41
591
10
42
20
Bulgorio
loldova
Romonio ond regional octivities
127
552
414
773
732
4,338
Ukroine ond regionol octivities
964
1325
2,410
Indio
Nepol
177
342
217
47
147
294
389
Total charltable expenditure
3.153
3.901
769
8￿11
10.609
Total
4.846
4768
1.023
11.325
13,408
stoff costs totolling £545k (2023: £596k) ore included in olloc(rted supr)ort costs.
ANALYSIS OF SUPPORT COSTS
2024
2023
£OOOs
2000$
Directorote
203
195
Governonce
93
Focilities monogement
Finonciol monogement
Informotion technology
Humon resources
178
218
287
85
179
138
Total
1.023
976
34

GRANTS PAYABLE
Gronts poyoble oll relote to gronts mode to fund projects to implement orgonisotionol choritoble objectives. They ore
mode to Hope ond Homes for Children's wrtners os follows:
2024
2023
£OOO$
2000$
Copil Communitote Fomilie, Moldovo
Child In Need Institute, India
Forget Me NOL Austrolio
Ubumwe Community Centre, Rwanda
Wikwihebo Mwono, Rwondo
First Community Resource Centre, South Africa
Total
414
676
51
83
147
263
55
51
1,073
NET INCOME
Net income is stoted after chorging..
2024
2023
£OOOs
2000$
Depreciotion of fixed ossets
Donotion of Smoll Group Homesto locol outhorities
Movement on exchonge rote
Interest poyoble
Property rental
Auditor's remunerotion- stotutory oudwt
Auditor's remuneration- other services
249
264
235
1,040
14
93
95
43
39
TRUSTEES. REMUNERATION AND RELATED PARTY TRANSACTIONS
The trustees were not remunerated during the current or preceding finonciol years. Reimbursements totolling £270 were
mode to 3 trustees for expenses (2023.. £906, 2 trustee￿. Aggregote donotions received from trustees during the yeor were
£2k (2023.. £2k). No other benefits were oworded to Trustees during the finonciol yeor.
One poyment of ei,170 (2023.. £nil) wos mode to Neo Morgorito Limited in respect of catering provided for o Boord event.
Ruchira Neotia, a Trustee of Hope and Homes for Children, is a director of Neo Margarita Limited. At 31st December 2024
there were no omounts outstonding between the chority ond Neo Morgorito Limited (2023 2nil).
Aggregate transactions with the subsidiary undertakings were..
2024
2023
£OOOs
2000$
Funds remitted to..
Hope ond Homesfor Children Romonio
Hope ond Homes ft)r Children Ukroine
Hope ond Homes ft)r Children Ukroine
Hope and Homes for Children Kenya
One Child One Fomily, HHCSA
1,186
1,344
1.002
10
412
529
35

10.
STAFF COSTSAND NUMBERS
2024
2023
£OOOs
2000$
The costs of employing the UK controcted stoff were:
Solories
National insurance
Pension scheme
1.953
212
2,215
237
90
95
1255
2,547
The costs of employing overseos stoff on locol controcts were:
Solories ond locol toxes
3.136
5.391
2,981
5,528
The overoge number of controcted stoff during the yeor wos:
2024
2023
No.
No.
In the UK
Overseos
47
53
145
232
198
The totol employee remunerotion of the Senior Monogement Teom (Key Monogement Personnel) wos £561k12023.. £522k).
For stoff poid £60,000 or greoter per onnum, the number of employees with emoluments in the following ronges were".
2024
2023
No
No
260,000-269,999
270,000-£79,999
280,000-£89,999
290,000-299,999
eioo,000-£109,999
e110,000-￿19,999
20,000-e129,999
Hope ond Homes for Children poid pension contributions for higher poid employees omounting to QOk12023.. £22k).
Termination payments were made or accrued as compensation for loss of employmenttotalling eiok12023.. e61k) in
occordonce with orgonisotionol policy ond the legol requirements of the countries in which the individuols work.
11.
PENSION SCHEME
For employees based in the UK, the charity contributes up to 6% of members, salaries towards a defined contribution
pension scheme, which is odministered on its beholf by Avivo. At the yeor-end there were outstonding contributions of
£13k (2023.. ￿3k).
For employees based in Belgium, the chority contributes 4/0 of members, solories towords o defined contribution pension
scheme, which is odministered on its beholf by Allionz. At the yeor*nd there were outstonding contributions of ￿k (2023..
£nil).
36

12.
TANGIBLE FIXED ASSETS
Lond &
Buildings
£OOOs
Motor
vehicles
Equipm•Tht &
Furniture
GROUP
IT Equipment
£OOOs
Total
£OOOs
£OOO$
£OOO$
Cost ot 1 Jonuory 2024
Additions
Disposols
Foreign exchonge movement
C¢)st at 31 December 2024
4,172
307
45
209
4.733
52
11
19
(123)
1185)
(301
(5)
1153>
1211>
4.421
119)
12)
3￿64
193
Depreciotion ot1 Jonuory 2024
Chorge for the yeor
Disposols
Foreign exchange movement
Depre¢lation at 31 De¢ember 2024
2,426
172
32
160
2.776
248
35
10
31
(110)
(111)
(271
(3)
1137)
1124)
1763
(8)
12)
1377
185
Net book value
At 31 December 2024
At 31 December 2023
1M87
1,746
125
32
1.658
1.957
149
13
49
Land ond
Buildings
£OOOs
Motor
Equipmènt
vehicles and Furniture
CHARITY
IT Equipment
£OOOs
Total
£OOOs
£OOOs
£OOOs
Cost ot 1 Jonuory 2024
Additions
Disposols
Cost at 31 December 2024
105
105
(301
(301
80
80
Depreciotion ot1 Jonuory 2024
Chorge for the yeor
Disposols
Depreclatlon at 31 DKember 2024
15
15
(28)
(281
64
Net book volue
At 31 December 2024
At 31 December 2023
16
16
28
28
The freehold property represents o portfolio of buildings ocquired or built os port of deinstitutionolisotion projects in
Romania and Albania. The portfolio comprises 47 properties (2023: $0 properties) which are used as small group homes,
doy centres, emergency reception centres ond os o troining centre.
Motor vehicles include six cars acquired under finance leases with a carrying value of Q9k12023.' six cars with a carrying
volue of £51k).
37

13.
DEBTORS AND PREPAYMENTS
Group
2024
Group
2023
Charlty
2024
Chority
2023
£OOO$
£OOOs
£OOO$
2000$
Other debtors and accrued income
Tox recoveroble
Prepoyments
495
366
418
71
27
71
73
100
41
666
457
530
14.
CASH AND CASH EQUIVALENTS
Group
2024
Group
2023
Charlty
2024
Chority
2023
£OOO$
£OOOs
£OOO$
2000$
Cash in hand..
Held inthe UK
Held overseas
1.902
1,989
1,002
2,991
1.9Iy2
92
1,989
40
1.994
2,029
15. a) CREDITORS: Amounts falling due within one year
Group
2024
Group
2023
Charlty
2024
Chority
2023
£OOO$
£OOOs
£OOO$
2000$
Trade Creditors
Other Creditors
Toxotion & sociol security costs
Accruols
89
62
43
29
18
14
14
49
70
46
64
73
63
73
63
Provisions
260
260
Finonce Leose
20
23
Loon
144
108
144
108
664
416
618
364
The provision of £260k relotes to o bockdoted VAT liobility-
15. b) CREDITORS: Amounts falling due after more than one year
Group
2024
Group
2023
Charlty
2024
Chority
2023
£OOO$
£OOOs
£OOO$
2000s
Loon
1,082
20
938
1,082
Finonce Leose
940
1,102
938
1,082
Of the loan balance, there are loan repayments of £866k payable in 1-5 years, with the remaining balance due in &10
years, poyoble in instolments. The loon bolonce is interest-free. All of the finonce leases ore poyoble in less thon 5 years.
38

16.
GROUP FUNDS
Current year
Other
recognised
Balanee (rt
Tronsfers gainsllosse$ 31 Dec 2024
£OOOs
2000$
£OOOs
Balance at
1 Jan 2024
Income Expenditure
£OOOs
£OOOs
£OOOs
Restrlcted fvnds
Overseas property fund
Rwondo
South Africa
1,729
353
(184)
(874)
(281)
(20)
(453)
(163)
(1,649)
(2,1S4)
(241)
(163)
(250)
(74)
1A71
792
540
1217)
(4)
38
Kenyo
Bulgaria
Moldovo
20
466
163
Romania
1,072
830
2,529
2,327
225
(887)
(31
(52)
1,062
951
Ukroine & Regionol Response.
India
Nepol
Global Advocacy
Sub-total
16
37
207
81
so
200
4.095
7A69
(6A32)
1133)
3￿95
Unrestricted funds
Designated funds
Fixed ossets fund
Generol ftjnd
Sub-totaTI
229
180)
14P13)
(4￿93)
(11￿25)
52
(13)
(79)
192)
188
1,305
1.534
5.629
3,566
3.566
11.035
1,052
1.104
1AJ31
Total funds
1225)
5.114
Prevlou$ year
Other
recognised
Tronsfers gainsllosses
£OOOs
2000$
Balance at
1 Jan 2023
Balance at
31 Dec 2023
Income Expendlture
£OOOs
£OOOs
£OOOs
£OOOs
Restrlcted fvnds
Overseos property fund
Rwondo
South Africo
Bulgorio
Moldovo
2,059
122
{￿0)
1522)
(303)
(430)
1148)
(Z327)
(4,278)
(189)
(395)
(1951
(9.097)
35
(5S)
1.729
353
753
101
208
(6)
438
Romonio
Ukroine & Regionol Response.
India
Nepol
Global Advocacy
Sub-total
1,070
2,875
112271
1.072
2,290
139
(57)
45
16
324
108
37
4S
245
145)
(1.192)
50
6.617
cffo)
4.095
Unrestricted funds
Designoted funds
Fixed assets fund
Generol ftjnd
Sub-total
181
(78)
(4,233)
(4,3111
(13A08)
138
(121
162)
(74)
1184)
229
970
3,576
3,576
53
1,054
1,192
1.305
1,534
5.629
1,151
7.768
Total funds
*Ukraine and Regional RestK)nse funds include those raised a5 part of our Ukraine crisis appeal to fund our work in Ukraine, Moldova and
Romania to support vulnerable children and families during and in the aftermath of the crisis.
Restricted funds
All restricted funds are for work on specific projects or forwork in particular countries. Where funds are received for these
purposes, they ore shown os restricted income on the Stotement of Finonciol Activities. Expenditure for the purposes
39

specified is opplied ogoinst the income ond ony amounts unexpended ot the bolonce sheet dote ore shown within
restricted funds olong with the net book volue of fixed ossets ocquired with restricted funds ond ony cosh or debtors
reloting to restricted funds.
The Overseas Property Fund represents the net book volue of fixed ossets ocquired with restricted funds where the donor
agreements require thatthe assets remain restricted. Expenditure in this fund of e184k represents the impact of
depreciotion chorges ond osset disposols. Other recognised losses of £74k in this fund represent the impoct of exchonge
rote movements.
Designated funds
The fixed asset fund represents the net book value of unrestricted fixed assets. Expenditure in this fund of £80k
represents the impoct of depreciotion chorges ond osset disposols. Tronsfers from the generol fund of £52k represent the
ocquisition of unrestricted fixed assets. Other recognised losses of £13k in this fund represent the impoct of exchonge
rote movements.
Unrestricted funds
The general fund represents free funds of the charity which are not designated and can be used atthe discretion ofthe
trustees to furtherthe choritoble objects. Expenditure on ossets under development hos been tronsferred to the generol
fund from the Romonio restricted fund, together with the imF)OCt of exchonge rate movements on the corrying volue of
these assets.
17.
ANALYSIS OF NET ASSETS BETWEEN FUNDS
Unrestrl¢ted
funds
Restrl¢ted
funds
Unrestricted
funds
Restricted
funds
GROUP
TOTAL
TOTAL
2024
2023
£OOOs
£OOOs
£OOOs
£OOOs
2000$
2000$
Tongible fixed ossets
Current ossets
Current liobilities
Long term liobilities
1A70
73
1.658
5.060
(664)
229
1,728
2,434
147)
(20)
1,957
5,190
1416)
11,102)
5,629
2,756
(3691
(1,082)
1,534
(618)
(938)
(46)
(2)
1.219
3.895
5.114
4,095
Unrestricted
funds
Restricted
fvnds
Unrestricted
funds
Restricted
funds
CHARITY
TOTAL
TOTAL
2024
2023
£OOOs
£OOOs
£OOOs
£OOOs
2000s
2000$
Tangible fixed assets
Current ossets
16
16
28
28
1.227
(618)
(938)
(313)
1.235
1462
(618)
(938)
1,613
1363)
(1,082)
196
953
2,566
(3631
(1,082)
1,149
Current liabilities
Long term liobilities
1.235
1.182
953
18.
LEASE COMMITMENTS
The totol commitments under non-concelloble operoting leoses on buildings ore os follows=
Gr¢)up
2024
Group
2023
Charlty
2024
Chority
2023
£000
£000
£000
£000
Expiry date:
Within one yeor
40

19.
FINANCIAL INSTRUMENTS
Finonciol ossets thot ore debt instruments meosured (rt omortised cost"
Gr¢)up
2024
Group
2023
Charlty
2024
Chority
2023
£OOO$
£OOOs
£OOO$
2000s
other debtors
Short term bonk deposits ond cosh resources
495
366
418
2,991
1.994
2,029
Financial liabilities measured at amortised cost-
Group
2024
Group
2023
Charity
2024
Charitv
2023
£OOOs
£OOOs
£OOOs
£OOOs
Trade creditors
other creditors
Accruals
Finonce leoses
Loans
62
42
29
18
14
13
64
73
64
42
1,082
1,082
1,191
20.
NOTES TO THE CONSOLIDATED CASH FLOW STATEMENT
2024
2023
£OOO$
2000$
Reconciliotion of net income to net cosh flow from operoting octivities
Net incomel(expenditure)
1290)
11,955)
Depreciotion chorge
(Prof itl/Loss on disposol of fixed ossets
Donation of Small Group Homes to Local Authorities
(ProfitllLoss on disposol of overseos properties
Interest receivable
Decreose/(Increose) in stock
Decrease/(Increasel in debtors
Increose/lDecreosel in creditors
Net cash supplied by/(used inl operating activities
249
264
(2)
1,040
1120)
(39)
22
236
1183)
<50)
185
244
194
1208)
(754)
352
ANALYSIS OF CHANGES IN NET DEBT
Forelgn
Exchange
movement
At1 Jan
2024
At 31 Dec
2024
Cash Flows
movement
£OOOs
£OOO$
(449)
108
£OOO$
£OOOs
(59)
£OOO$
Cash
Loons folling due within one yeor
Loans falling due after more than one year
Finance Leose
2,991
(108)
(1,082)
(42)
2,483
(144)
(938)
1144)
144
18
(22)
Trtal Net Debt
1.759
(323)
1.379
41

22.
SUBSIDIARY UNDERTAKINGS
The following orewholly owned subsidiory undertokings of Hope ond Homes for Children. In eoch cose they do not hove
shore copitol, o mojority of their governing board members ore senior officers of Hope ond Homes for Childrery ond each
share the same activities as Hope and Homes for Children.
Nome ond Reglstrotlon Number
Registered Addre$$
Hope and Homes for Children (Romania)
No.. 1123.01.200113661594
Baia Mare, Bvd. Bucuresti No. 2A
430281, Moromures, Romonio
Charitable Organisation 'Hope and H<yJsing for Children, (Ukraine)
No. 39224734
St. Zahorivska, 4, office 57, Kyiv, 04106, Ukraine
Choritoble Orgonisotion 'Hope ond Homes for Children. Iukroine)
No. 45443337
St. Zohorivsko, 4, office 57, Kyiv, 04106, Ukroine
One Child One Fomily HHCSA(South Africo)
No.. 20171489514108
Kerfield House, 24 Kyolomi Boulevord
Midrond, 1684, Gouteng South Africo
Hope ond Homes for Children (Kenyo)
No. OP.%81051123-108113162
P.0. &)x 10752 00100, Noirobi, Kenyo
Hope ond Homes for Children Asio (Hong Kong)
No. 3304708
91F Three Exchonge Squore, Hong Kong
Summory of the results of Hope ond Homes for Children- Romonio..
2024
2023
£OOOs
£OOOs
Assets
Liabilities
3.918
<38)
4,043
(601
Funds
3.880
3,983
Income
1805
12,907)
<102)
4,295
(4,3491
(541
Expenditure
(Deficit)ISurplus
Summory of the results of One Child One Fomily HHCSA.
2024
2023
£OOO$
2000$
Assets
46
Liobilities
Funds
(5)
41
Income
412
530
Expenditure
Surplus/(Def icitl
1395)
1527)
17
Summory of the results of Choritoble Orgonisotion'Hope ond Hcxjsing for
Children, Iukraine):
2024
2023
£OOO$
2000s
Assets
247
463
Liobilities
(61
Funds
247
457
Income
1,801
12.Oti)
1,806
(2,106)
(300)
Expenditure
(Def icitl/Surplus
42

Summory of the results of Choritoble Orgonisation'Hope ond Homes for Children,
(Ukroine)=
2024
2023
£OOO$
2000$
Assets
Liobilities
Funds
Income
Expenditure
Surplus/(Deficitl
Summory of the results of Hope ond Homes for Children Kenyo:
2024
2023
£OOO$
2000$
Assets
Liobilities
Funds
Income
Expenditure
Surplus/(Def icitl
10
16)
Hope and Homes for Children Asia had no transactions in 2024.
23.
CAPITAL COMMITMENTS
Group
2024
Group
2023
Charity
2024
Charity
2023
£000
£000
£000
£000
Homes ond services
350
43