2020-11-30-accounts

TRUSTEES REPORT AND FINANCIAL STATEMENTS , FOR YEAR ENDED rk. 30TH NOV 2020 pBsbopBho Transforming Llves and Communities Restore Hope is registered as Charity, number 1094494 and as a Company Limited by guarantee, number 4510290

Restore Hope Annual Report 2020

CONTENTS

Restore Hope

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||||||||||| |---|---|---|---|---|---|---|---|---|---| |Charity|Information|3| |Introduction|from|the|Chair|of|Trustees|4| |Directors|Report| |Who|We|Are|5| |Our|Objectives|6| |What|We|Do|7| |Our|Impact|8| |Stories|of|Hope|9| |Restoring|Hope|in|the|Midst|of|the|COVID-19 Pandemic|10| |New|Programmes|Launched|in 2020|11-17| |Other|Key|Hope|Programmes|Delivered|18| |Volunteer|Team|Growth|and|Impact|19| |Other|Key|Achievements|in 2020|20-21| |Beyond|COVID-19: Plans|for|the|Future|22-23| |Financial|Review|and|Governance|24-27| |Statement|of|Responsibilities|of|the|Trustees|28| |Independent|Examiners|Report|to|the|Trustees|of|Restore|Hope|29| |Statement|of|Financial|Activities|31| |Balance|Sheet|32| |Accounting|Policies|33-34| |Notes|to|the|Financial|Statements|35-43|

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Restore Hope Annual Report 2020

CHARITY INFORMATION

Legal and Administrative Information For the Year Ended 30 November 2020

Trustees’ Annual Report

The trustees (who are also directors of the charity for the purposes of Company Law) submit their annual report and the financial statements for the year ended 30 November 2020. These have been prepared in accordance with the requirements of the Companies Act 2006 (‘the 2006 Act’) and have been submitted for independent examination under section 145 of the Charities Act 2011 (‘the 2011 Act’). The examination has been carried out following the directions given by the Charity Commission under section 145(5) (b) of the 2011 Act.

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||||||||||| |---|---|---|---|---|---|---|---|---|---| |Charity|Registration|Number|1094494| |Company|Number|4510290| |Trustees|Mr|P|Doyle - Chairman| |Mr|G|Grant| |Mrs|C|A|Grant| |Mrs|S|M|Trevor| |Company|Secretary|Mrs|C|A|Grant| |Director|Graham|Wakeman| |Independent|Examiner|Adam|Halsey|FCA|DcHA| |Haysmacintyre|LLP| |10 Queens|Street|Place| |London|EC4R 1AG| |Banker|Barclays|Bank|PLC| |Ashton|House| |497 Silbury|Boulevard| |Milton|Keynes|MK9 2LD| |Solicitors|Stone|King| |13 Queens|Square| |Bath|BA1 2HJ| |Principal|Place|of|Operation|and|Registered|Office|The|Estate|Office| |Latimer|Park| |Latimer, Chesham| |Buckinghamshire|HP5 1TU|

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Restore Hope Annual Report 2020

INTRODUCTION

From the Chair of Trustees

This has been a year like no other! But for Restore Hope, though inevitably there have been trials on the way, we have seen our work of bringing hope to the families and communities we serve, expand and flourish when, for many of us, hope has been too distant a reality.

Our mission is to bring hope, light and life to as many children, young people and adults as we can. In normal times we do this in a variety of ways: we provide family support through courses, by providing a safe place to meet (at Hope Café), and by bringing children to experience something of the wonder of the natural world in the beautiful Chess Valley where we are based. We work in partnership, with schools and other agencies and in conjunction with local churches and we love to build relationships with all those we meet. We are a Christian Charity, open to all without distinction, and our work and practice is underpinned by our Christian values. We aim to be ‘Transforming Lives and Communities’.

But inevitably, in abnormal times, we have had to suspend many of our regular programmes, though some of our activities have continued, albeit in a different way. Early on in the pandemic, in the spring of 2020, we realised that the overarching need would be for the most basic of support to local families- supplying food to those struggling to cope, and we now supply over 200 fresh food boxes each week. At Christmas we sent families a turkey dinner, ready to cook (with instructions!).

None of this would have been possible without our wonderful volunteers, who have picked, packed, shipped and delivered each week. Indeed, we have been delighted to welcome many more volunteers fresh to Restore Hope, as word gets about of what we are doing. And in all this we have increased the number of partnerships we have; all we do is the fruit of the relationships we form.

For some time, we have wanted to better use the great asset of the land we have. So, this year, and careful to be in tune with government restrictions, we have established a market garden, and the first produce has been used in our weekly food distributions. And there is more: we now have chickens, and so fresh, free range eggs are added to our boxes. Again, our volunteer army has been central to making all this happen.

I have mentioned our volunteers, to whom (again) a huge thank you. Our staff have performed, as ever, with grace and energy, through difficult times. To our generous donors and partners, without whom none of this would be possible, heartfelt thanks. My fellow Trustees have given tirelessly, all of them having been with Restore Hope from its inception nearly 20 years ago. And to Graham Wakeman our Director, a very special thank you, for your enterprise, energy and the ability to bring together so many resources when none is obvious.

We are confident about the future, and have no shortage of ideas. How these will play out in 2021 and beyond will depend in large measure on what the needs will be. But one thing is certain – we will be inspiring, training, equipping – and, wherever and whenever we can, bringing hope and light to those we serve.

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Peter Doyle, Chair of Trustees

Restore Hope Annual Report 2020

WHO WE ARE

Restore Hope exists to see hope restored and lives and communities transformed.

Hope is life changing! Hope is the immune system of the human soul; it enables us to overcome the pain of loss and the paralysing power of fear and instead look towards a better future. Hope enables dreams to be conceived and potential realised. It is the starting point and the launch pad for flourishing relationships, lives and communities. Hope is more than wishful thinking it is the fuel to enable us to move toward a better future and to sustain us on the journey.

With hope being so key to our lives it is perhaps no surprise that day by day many of us find it being eroded. Broken relationships, disappointment, loneliness, hurts, a sense of failure, financial pressures, unemployment, abuse, poor health and many other realities of life can hit hard. Any one of these situations can impact any of us at any point in our lives. Here at Restore Hope we believe that no matter what happens, there is always hope!

Hope is the key that enables us to get through, to move on, to look to the future and to take positive steps for our own lives. For hope to rise we need to know we are loved, we need people around us that will listen, care and support us in our present situation whilst always helping us to look to the future and take steps towards it. Our mission is to do this for others and help them find hope.

OUR LOCATION

Restore Hope was founded in 2002 and we are privileged to be based on an old farm estate in the Chess Valley in Buckinghamshire in an area of outstanding natural beauty near Chesham and Amersham. This stunning location and the facilities here are key to the programmes that we offer. This is especially important as the Chiltern area in which we are based has been identified by the Government's 2020 Social Mobility Report as one of the lowest areas for the critical deprivation factor of social mobility. Through working in partnership with many others organisations we are excited to see the transformation of many more lives and communities in the Chilterns, Buckinghamshire and beyond.

OUR FOCUS

Our programmes focus upon inspiring, training and equipping children, young people and families who find themselves in difficult circumstances. Although every one of us needs hope, our key emphasis is upon supporting those who come from disadvantaged backgrounds. As hope increases it has the potential to increase physical wellbeing, mental health, relationships, employability and every aspect of our lives and communities. It is a privilege to play a part in seeing this happen in the lives of so many children and parents. We are a Christian charity, our hope is in Jesus and we believe that His message offers strength for the day ahead and hope for tomorrow. Our Christian values motivate us and we warmly welcome and respect all members of the community who want to engage in our programmes, no matter what their beliefs, race, religion or background.

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Restore Hope Annual Report 2020

OUR OBJECTIVES AND KEY ACTIVITIES

The objects of the charitable company are set out in the Memorandum and Articles of Association and are:

• To advance the Christian faith by such means being charitable as the Board of Trustees may from time to time in their absolute discretion think fit, including but not exclusively by the provision of property and facilities for use of Christian groups and to hold camps and events to further religion through a variety of means including evangelistic activities, worship, prayer and bible study.

• To provide facilities for teaching, training, recreational and other leisure time occupation in the interests of social welfare, for the benefit of those persons who have need of such facilities by reason of their youth, age, infirmity or disablement, poverty or social and economic circumstances, with the object of improving their conditions of life. The charitable company works in partnership with local churches, local authorities, local groups and organisations which have similar objects to the charitable company to help achieve these objectives.

• To advance any other charitable purpose recognised as charitable under the law of England and Wales, as the Board of Trustees shall in their absolute discretion determine from time to time.

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Restore Hope Annual Report 2020 WHAT WE DO To Enable Hope to be Restored Restore Hope works in partnership with many other organisations and utilises the land and buildings of Latimer Park to see hope restored. The key strategic focus is on inspiring, training and equipping people to grow in their potential. This is achieved through a well-developed range of fun activities, events, courses and activities that are run in partnership with statutory agencies, schools, local churches and other charities. These programmes provide the opportunity for people to find help, build friendships, improve their emotional wellbeing, learn new skills, gain qualifications, build self-worth and find renewed purpose. Our range of programmes include the following key focus areas.. SUPPORTING PEOPLE FROM CRISIS INTO COMMUNITY: We work on a referral system to provide practical support including fresh food & meals We offer mentoring support by phone & in person for families lacing difficult situations We run prè-school groups for parènts and ¢hildrÈn We run Hope Café which offers support, connection and conimunity TRAINING AND EQUIPPING PEOPLE TO ENABLE THEM TO FLO-"-- We offer life skill courses lo help people develop in cooking, growing & financial skills We invest in people's personal development to enable them to grow in their potential We offer courses with qualifications to help people find employment We run school programmes to dèveltsp childrèn's life skills and emotional wellbeing OFFERING INSPIRING ACTIVITIES AND CELEBRATING PEOPLEYS SUCCESSES: We offer a range of fun and inspiring activities that break into life's challenges We celebratè people'g achièvements with gpècièl awardg Èvenings We run community feast5, partie5 & celebrations with stories ol hope to inspire people We offer an annual beach trip lor those that would not normally have the opportunity PROVIDING VOLUNTEERING AND WORK EXPERIENCE OPPORTUNITIES: We offer opportLJnities to come and volunteer and find hope through helping others We offer work experience opportunities to children and young people on the estate We offer work experience to adults. We run a social enterprisè that will in the futurè ènable employment opportunitiès MULTIPLYING HOPE: We work in partnership with other organisations inc. Bucks Council, Churches and Schools We host Church Leaders, breakfasts to encourage them in bringing hope to their region We run the Hope Leadership Academy training programme to raise up future leaders Page 07

Restore Hope Annual Report 2020 OUR IMPACT IN 2020 2020 has been a remarkable yearl Since the onset of the COVID-19 pandemic we have been able to reach and bring hope to more people than ever before. As a result of the lockdowns, we quickly adapted the majority of our programmes from providing hope here at Latimer Park to partnering with more organisations and together delivering Boxes of Hope to families doorsteps. We Have Worked In Partnership To Distribute 113,000 Gifts of Hope 32,600 7.000 24,000 KIDS CRAFTS SPORTS GEAR & TOYS FULL SIZE EASTER EGGS CHILTERN FOODBANK DRY FOOD ITEMS 5,000+ 50,432 CONVERSATIONS & DELIVERED VEGETABLE 15.000+ 60 25 VOLUNTEER HOURS GIVEN PARTNER ORGANISATIONS TOWNS & VILLAGES REACHED Page 08

Restore Hope Annual Report 2020

STORIES OF HOPE

Whilst impact numbers are vitally important, hope cannot be measured simply in statistics. Over the last year we have had more positive feedback than ever before about the personal impact of our work on the lives of those we reach.

‘Blown away by the amount of love and kindness we've received this week and so incredibly grateful for the amazing support network of beautiful people we have surrounding us!! Restore Place, you guys are amazing and really do 'Restore' my 'Hope' in humanity!!’ Tasha

“Over the 3 lockdown periods we have been ' very grateful for the support. We wouldn t have coped very well without your kind generosity and chat at our front door. Before all this support and help with food, we financially and emotionally struggled and wouldn't have done it without your support. So we thank you all and take from this that we hope the community spirit continues and we can get better and help them one day for help we have received.”

Sarah

‘I can't say thank you enough over the years you have given not just my family but so “Restore hope, your kindness and many families so much love. I wouldn't be the generosity never fails to amaze me! person I am today if it wasn't for you all. I've Everything you have done for not made not only friends but my family thanks just my family but all the other to you. An ear to listen to a voice of reason, a familiesblessed tois trulyknowinspiringyou all” and I feel so safe space to just be completely me. You go Colleen above and beyond for absolutely everyone. We love you.’ Emma “You have done so much for me and my family. I honestly felt in an awful state when I first started coming and you were all so lovely and friendly and taught me how to get my confidence back. I will be forever thankful” Gemma

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Restore Hope Annual Report 2020 RESTORING HOPE IN THE MIDST OF THE COVID-19 PANDEMIC TY The UK COVID-19 pandemic has impacted every one of us. Here at Restore Hope we had to shut our farm estate to children and families as part of the government lockdown. This meant that for large parts of 2020 we were unable to run our normal range of hope programmes, courses or activities. This had the potential to impact hundreds of disadvantaged children and familie5 at a time when they would need hope perhaps more than any other time in their lives. Financially the pandemic could have significantly damaged our long-term ability to bring hope to people. Vital income from venue hire, programme fees and fundraising events were impossible for many months of 2020. At the same time many of the costs associated with managing a large farm estate continued despite long periods of public closure. Despite all of thisy 2020 has been our most Impactful year everl OUR RESPONSE TO THE PANDEMIC At the very outset of the pandemic, we made the decision that we must do whatever needed doing to find ways to support those in our community that needed hope the most. Income streams at that time were hard to see and to truly reach families in the midst of a lockdown was going to require a fundamental shift in our approach from a 'come to us, toward5 a 'go to them, model. We knew that safe personal face to face (socially distancedl) contact would be key and that we would have to overcome fear and physically step as safely as possible into the midst of the pandemic to reach familie5 who desperately need hope and support. In March 2020, as a direct response to the pandemic, we emptied our main barns and set up a distribution centre called the Storehouse. The objective was simple.. to source, pack and hand deliver food and other key items that would bring hope to struggling families deeply impacted by the pandemic. s orelohsc COVID-I Crisis Th• Communlty Volunteer Response Progr•mm• Throughout all of this we have sought to apply all government guidelines and have been operating as a COVID-19 secure Venue throughout the pandemic. During our 2020 financial year none of our core staff team or volunteer team tested positive for COVID-19. With some areas of our work unable to operate in lockdown (mainly courses and schools work) we have placed some of our staff on furlough. The majority worked all the way through and we are deeply grateful for their commitment, passion and expertlse. Page 10

Restore Hope Annual Report 2020 NEW PROGRAMMES LAUNCHED In 2020 our close connections and partnerships meant we were able to quickly identify the key needs of disadvantaged children and families. In direct response to the COVID-19 pandemic we set up a number of brand new and exciting initiatives to bring hope to families homes. The timeline of these is identified in the chart below and an overview of each programme is 5ummarized in the following pages. pesbope ho eM•i8 AÉSPOf4$e PLAN COMPILEO EASIER WX LAUN¢HEO ÈrGAAOQ STARTED 22nd 30th 7¢h 22nd oeeoo Mirch March RESPONSE TIMELINE POOOW4K BOXI• LAUMCMEO Boxes OF Hopi LAUNCHEO 28th Aprll MAfiKeTGARDQN PLANTED FOOOUFE LAVNCMED PMIH FOOD WXI• LAUNCHEO 314 M•y 29" Aprll Ju M•y M•y klay 114AVE8T$MARE LAUNCHED FOODLIFE REFERRAL LAUKHED NNER 1$ 8ERveD IITPROeUCE PICKED E&Q 8H•JIE LAUNC￿0 2fh Juty 2Wh Ju July SS VALLEY FARII ¥HQP PROOUCTS LAUNCHED 18o¢l•l SPORTS GEAA BOXES LAUNCHEO Hpt8ThIAS Ii*AIPERL4L#ICH s orffjotsse COVID-I Crlsls Th•¢•wliY storehouse was established in March 2020 as a community volunteer response programme to enable Restore Hope to utilise its barns and facilities to partner with many other organisations to help the families who would be most impacted by the COVID-19 pandemic. A new website was built and launched, our venue barns were emptied of equipment, carpets were pulled up, pallets, pallet truck5, cardboard boxes and packaging materials were sourced and purchased and the barns were transformed into distribution centres. We are particularly grateful to the teams of volunteers and staff and our supporters and suppliers who enabled this remarkable transformation to happen in a matter of days. In 2020 over 113.000 gift items were sourced, packed & distributed though Storehouse! Page 11

Restore Hope Annual Report 2020

NEW PROGRAMME 1: Kids Big Boxes of Hope

With a national lockdown announced, schools closed and children likely to be stuck at home for many weeks, we recognised that many children and families simply wouldn’t be able to afford to buy toys, games or craft items to keep their children entertained or in a good state of mind. To bring hope and joy and help solve these issues, we sourced over 28,000 high quality indoor and outdoor toys and craft boxes and packed these into 1000 boxes. Each box had a suggested retail value of between £70 and £80 and we named these Kids Big Boxes of Hope. Teams of volunteers were recruited and the boxes of hope were packed in the Storehouse in shifts. More volunteers stepped forward to deliver them as a surprise direct to the doorsteps of families that we already knew. The impact was amazing, with tears from some parents and joy filled screams from children! As well as delivering to the families who we were already supporting, we partnered with many local Churches and other community organisations to get as many boxes to as many families facing hardship as possible. In total 1000 boxes were delivered across the Chiltern region but also to Hertfordshire, Wales, London, Birmingham and wherever hope was needed.

NEW PROGRAMME 2:

Easter Blessing Boxes

The onset of the pandemic bought with it panic stockpiling of food, bare supermarket shelves and limitations on availability. With Easter fast approaching our teams sourced over 7,000 full size Easter Eggs and our teams of volunteers packed these along with 100’s of hope filled Christian magazines into over 1000 Easter Blessing Boxes. Once again these were delivered to people’s doorsteps in a COVID-19 secure way. We also partnered with over 50 other organisations to bless as many families as possible with a prime focus on reaching those who simply wouldn’t have been able to afford to buy their children Easter Eggs in that season.

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Restore Hope Annual Report 2020

NEW PROGRAMME 3: Doorstep Family Support

From very early on in the pandemic it was clear that whilst the gifts of toys, craft and Easter Eggs were really appreciated, what families needed most in a season of lockdown, isolation and rampant fear was someone to talk to and safe face to face contact. As a result, we trained all of our volunteer drivers to both deliver to doorsteps in a COVID-19 secure way but also to stop and chat with families on their doorsteps. For many people, our driver was the only person they had seen or spoken to in weeks and it was deeply moving. Many families were facing deep struggles and so we offered to pray for people if they wanted that. Over the year we had over 5000 opportunities to pray for people and saw many answered prayers. We also set up an electronic family feedback form to enable drivers to share vital feedback with our family support team. This feedback was the used by our teams to follow up with families as needed, refer them to other organisations and provide additional support. This became a key part of our hope service through the course of 2020.

NEW PROGRAMME 4:

Emergency Dry Food Boxes in Partnership with Chiltern Foodbank

At the start of the COVID-19 outbreak we knew that food would be amongst the top needs for the children and families we were supporting. Without the finances or space to stockpile, the existing challenges would be greatly worsened.

Chiltern Foodbank are a brilliant organisation that were already supporting many local families. At the start of the pandemic they recognised that there was likely to be a big increase in demand and that some of their volunteers would need to shield. After a number of conversations, we agreed our two organisations would partner together with the Foodbank supplying the food and Restore Hope recruiting volunteers and utilising the new Storehouse facility to pack the food into boxes. Over £40,000 worth of dry food (24,000 items) were packed into over 1000 boxes in the first part of the pandemic. Chiltern Foodbank then delivered this food direct to families who needed it.

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Restore Hope Annual Report 2020

NEW PROGRAMME 5:

FoodLife Fresh Fruit & Vegetable Boxes

Whilst emergency dry food boxes are vital, we wanted to support families with fresh nutritious food as well. With many wealthier families ordering fruit and veg boxes for home delivery we wanted to offer disadvantaged families the same but without the costs. FoodLife was born! We started by buying, packing and delivering 800 portions of fresh fruit and vegetables every fortnight. This quickly expanded as we launched a referral system with more than 50 partner organisations. They were already in contact with many other people and referred them to us for FoodLife boxes. By the end of 2020 we were buying, packing and delivering over 3,600 portions and supplying food to over 230 families each fortnight. Over the year more than 50,000 portions were delivered to help ensure that local children and families had high quality, fresh and nutritious fruit, vegetables and salad to enjoy. We would like to say a special thank you to the wonderful volunteer teams who have tirelessly packed and delivered this food throughout 2020 and who have stopped to spend time on doorsteps talking with families and ensuring that we can follow up with further support as needed. FoodLife has been the key Hope Programme in 2020 and has literally opened 100’s of doors to enable us to bring hope to many more people.

FOODLIFE OFFERS MANY VITAL BENEFITS TO ITS BENEFICIARIES.

• It ensures that families have fresh high quality nutritious food

• It improves their physical health and wellbeing

• It provides financial help as all food is given to the family at no cost

• It offers hope filled doorstep

• conversations, prayer and follow up support

• It inspires them to learn to cook and expand their skills

• It offers families the opportunity to come to Latimer Park and receive further support through Hope Café

• It offers them the opportunity to come and learn new cooking and 'grow your own' skills

• It offers then the opportunity to come and volunteer and gain work experience packing boxes or in our Market Garden

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Restore Hope Annual Report 2020 NEW PROGRAMME 6: The Riverside Market Garden As our FoodLife programme grew and the costs of purchasing the fruit and vegetables increased, we began to actively seek ways to expand in the future and make FoodLife 5UStainable for the long term. We already had lots of land available to grow our own food and wanted to expand the range of training courses and therapeutic sessions we could offer. With all of this in mind we made the decision to dig up a part of our main event field and convert it into a 1000 sq ft Riverside Market Garden, Funds were secured from a generous grant provider, a volunteer team gathered and the garden was built in a matter of weeks with its very own irrigation system, a hugelkultur raised bed system and deer proof fencing. As the season was already upon us, we made an appeal to the local community for plants and seeds, and incredibly IOO'S were donated and we were able to plant up both the new Market Garden and our original Community Garden without purchasing any seeds or plants at that stage. It proved a very fruitful plot of land and IOO'S of vegetable and salad items were grown, harvested and added to the FoodLife boxes and then donated to local families. In the future the garden will not only provide for the FoodLife boxes, it also help us run therapeutic programmes, 'grow your own, courses and support new social enterprise schemes. EGG NEW PROGRAMME 7: Egg Share and Chickens In September teams of volunteers built a large chicken run and coop. Over the next few months, 35 chickens were donated or purchased. 'Egg Share, was launched with the objective of being able to provide fresh Èggs to families in their FoodLife box. The chickens would also provide an opportunity for families to gain work experience and they proved to have therapeutic powers with children who loved feeding them and collecting the eggs when they visited for the few weeks that we were able to open. Moving forward the plan is to expand the number of chickens to produce enough eggs to be able to put eggs in every FoodLife box each week. We would also like to be able to provide eggs for sale as part of a social enterprise project. Page 15

Restore Hope Annual Report 2020

NEW PROGRAMME 8: ‘Dinner is Served’ & Christmas Hampers

The FoodLife programme was an outstanding success but it was also clear that some families were going through such challenging situations that what they really needed was the provision of a ‘ready to cook’ meal and not just a box of ingredients that took time to prepare into a meal. ‘Dinner is Served’ started with the clear vision to prepare tasty nutritious meals that could be delivered frozen for families to simply heat through. Again, the programme grew very quickly and by the end of 2020 a total of 10,800 meals had been prepared and delivered! We would especially like to extend our thanks to the Executive Head Chef, General Manager and the catering team at the De Vere Latimer Estate Hotel whose support and commitment to take the ingredients we purchased and turn them into so many outstanding meals was exceptional.

At the end of 2020 we launched a special programme to source, pack and hand deliver Christmas Dinner Hampers to feed 1500 people. The hampers contained a turkey, vegetables, all the trimmings, pigs in blankets as well as crackers, drinks and puddings. A vegetarian option was also produced. Alongside the Hampers we delivered Christmas hope magazines, children’s hope books and stopped to talk with families and offer prayer for those who would like it. We also produced a tutorial video to help families know how to cook the meal as many had never had the opportunity to do cook this before.

NEW PROGRAMME 9: Sports Gear Boxes & Youth Volunteering

The success of Storehouse and all the various boxes of hope that were delivered led to a partnership with another charity called Leap. In order to support disadvantaged children and young people, they sourced sports equipment which our volunteer teams packed in our Storehouse facility. Half of the boxes were distributed in other parts of Buckinghamshire by Leap, and the other half were distributed by Restore Hope. In total over 4000 items were packed and distributed across the region. A key part of our programme was to invite local young people (many of whom were in the target beneficiary group) to come and help pack the boxes. The success of this led to a weekly youth volunteering session in our packing barn as and when COVID-19 regulations allowed. We plan to build upon the success of this youth project in the year ahead.

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Restore Hope Annual Report 2020

NEW PROGRAMME 10: The Chess Valley Farm Shop Social Enterprise Project

The history of our base at Latimer Park is deeply rooted in farming and food and goes back all the way to Roman times. In its more recent history, there was a farm shop selling freshly caught trout from the fishing lakes. With our own culture of hospitality and with food playing a more prominent role in our programmes, we began to develop a new social enterprise called Chess Valley Farm Shop. A new logo was designed and a team of volunteers began creating a range of jams and chutneys to meet all food hygiene and labelling regulations. The majority of these were donated to volunteers as part of a Christmas ‘thank you hamper’ but in the future the plan is to offer these and other products for sale through an online and then a physical farm shop. This will create income streams for Restore Hope to enable the longevity of the FoodLife programme but will also offer work experience and employment opportunities. The Chess Valley Farm Shop will also continue to raise the profile of Restore Hope and help attract additional income and volunteers.

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Restore Hope Annual Report 2020

OTHER KEY HOPE PROGRAMMES DELIVERED

In 2020 many of our normal hope programmes had to be suspended due to lockdowns and government regulations. Despite this we were able to deliver Hope Café, a number of key training and equipping courses, our Schools ‘Wellbeing Programmes’ and a new pre-school group called ‘Adventure Tots’. We also launched a new leadership training school for volunteers called the Hope Leadership Academy.

HOPE CAFE FAMILY SUPPORT

Hope Café moved from a weekly indoor café to an outdoor café operating throughout the week. This was operated under strict COVID19 secure venue guidelines and became a safe place for parents and young children to find a listening ear, support, community and connection to other organisations. It also made the most of the wonderful outside spaces here with the new chickens and the Market Garden proving very popular. These were a great way to inspire children and parents about the contents of their FoodLife boxes and connect the home delivery programme back with the estate here. Hope Cafe has continued to grow in its impact and will play an even more important role in the months and years ahead.

HOPE LEADERSHIP ACADEMY

In September 2020 we launched a brand new initiative called the ‘Hope Leadership Academy’. The objective was to provide classroom-based leadership teaching, hands on learning opportunities and personal mentoring. This was designed to enable students to grow as leaders, walk in increasing levels of personal hope and play a key role in seeing hope restored across our communities. Four students joined the school and all have quickly become vital members of the core team and are making a significant impact upon both Restore Hope and the lives of those we seek to bring hope to.

TRAINING AND EQUIPPING COURSES

In the early part of 2020, we were able to run a number of highly successful life skills, personal development and educational courses. One major highlight was seeing a group of Mums all pass their GCSE English course with one even getting an ‘A’ grade equivalent! This had been a 2-year course and the final exams and celebration marked an emotional journey with every Mum proving that passing the exam was never a matter of intellect but of opportunity. Every one of them completed the course with their hope levels for their own future restored. We were also able to run a number of successful ‘Circle of Security’ parenting courses. These will again be key in 2021 as parents emerge from unprecedented parenting challenges caused by the pandemic, the lockdown and associated home schooling.

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Restore Hope Annual Report 2020

VOLUNTEER TEAM GROWTH

The staff team have worked tirelessly to bring hope to as many people as possible and they have had incredible support from our volunteer team. In addition to those who were already volunteering for us, 183 new people signed up and volunteered in 2020. They come from a wide variety of backgrounds with many connected to local Churches. In total our amazing volunteer team gave over 15,000 hours of time and have been involved in every aspect of ’ Restore Hope s work. We cannot thank you enough. Your talent, time and love has restored hope to so many families. We particularly want to thank those who pray for us, we have seen the most wonderful answers!

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15,000+
VOLUNTEER HOURS GIVEN
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183
NEW VOLUNTEERS
34
DIFFERENT CHURCHES
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Restore Hope Annual Report 2020

OTHER KEY ACHIEVEMENTS

PARTNERSHIPS

The successes of 2020 have only been possible because of the other amazing organisations that have partnered with us and supported us in so many ways. There are too many to mention them all, but we would especially like to thank Chiltern Foodbank, Buckinghamshire Council, local Churches, The Beacon School, the Latimer Estate DeVere Hotel and all those organisations that have supported us with food.

NEW DELIVERY VAN

In order to deliver the boxes of hope that were being sourced and packed we stripped out the seats from our old minibus and used this. It was soon clear that we would need a purpose designed van and so we began to try and raise funds to secure one. Following the most amazing set of circumstances we were donated a nearly new van from a fantastic charity called West Herts Trust.

AWARENESS AND PUBLICITY

Awareness of the work of Restore Hope is at an all-time high. Our team have done a great job of producing new videos sharing the impact of our work, our social media presence has significantly increased. All of this has resulted in increased income levels, new volunteers and a general wider awareness of our work and impact. In September, Restore Hope was featured in the Guardian Newspaper following a reference to our work and the Chiltern region in a national Government document on social mobility and deprivation. Local and national radio interviews also followed.https://www.gov.uk/government/pub lications/the-long-shadow-of-

deprivation-differences-in-opportunities.

FUNDRAISING

With income streams impacted by our site closure and with so many new programmes launched, the year has been a journey of faith. The core team have done an incredible job of raising the funds needed through appeals, grant applications and raising the awareness of our work at this critical time. We have seen so many answers to prayer and we are particularly thankful to everyone who has made donations to us and for every grant that we have received. Thank you so much for your support, it has made it possible for us to restore hope to so many people in such a tough year.

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Restore Hope Annual Report 2020

OTHER KEY ACHIEVEMENTS

ESTATE DEVELOPMENT AND CONSERVATION

The historic farm estate here is absolutely critical to our work with children, schools and families. It includes a Roman Villa site, a rare chalk stream habitat, (the River Chess) lakes, a water vole colony, mature English woodland, flower meadows and a host of other wildlife, fauna and flora.

In order to invest in the conservation of the estate and to both preserve and encourage wildlife we have continued to work in partnership with The River Chess Association, Queen Mary University, The Chilterns AONB Conservation Board, Thames Water, Latimer Park Fly Fishery and other organisations. A key focus for this partnership has been to raise the profile of and find solutions to ongoing sewage release issues into the River Chess from the Chesham sewage works upstream from Latimer Park.

Over the course of the last year we have also invested in the estate infrastructure with a new gazebo and patio to offer shade for family courses in the Community Garden, a children’s play area on Angel Field, a chicken run and coops and a new Market Garden with irrigation system. We have also made a start on developing accommodation for long term volunteers.

There is much more that we would like to do and we will need to raise significant extra funds to be able to invest further in conservation and in the maintenance and development of our buildings for our hope programmes.

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Restore Hope Annual Report 2020

BEYOND COVID-19:

Our Plans for The Future

The result and impact of our quick response to COVID-19 and all of the hope programmes we have launched and run has been that in 2020 we have been able to restore more hope than ever before and we have been able to reach more children, young people and families than ever before. Our staff team has grown in skill, experience and resilience and our volunteer team has significantly increased. We have been able to utilise more of the estate and we have launched many new high impact programmes that will continue into the future. We have strengthened existing partnerships and established many new ones; we have strengthened our income base and we have solidified our processes and policies.

We believe that as a result of our growth in 2020 and with the support of volunteers and partners, we are now even better positioned to meet the needs of disadvantaged children, young people and families in the years ahead.

----- Start of picture text -----
Impact
Income
Volunteers
Skills
Estate Use
Partners
Reach
Awareness
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As a result of all of this, we believe that we are ideally positioned for 2021 and beyond. As children, parents and families from disadvantaged backgrounds emerge from one of the toughest years of their lives, their key COVID-19 recovery needs are highly likely to include:

• Ongoing crisis support that positively impacts their finances and physical health Opportunities to improve their mental health and wellbeing Community connection and the rebuilding of social skills Fun and inspiring experiences that encourage physical activity in the outdoors

• Training and equipping opportunities to thrive and not just survive Work experience and support to find employment Opportunities to be part of bringing hope to others

The needs of disadvantaged families are expected to be higher than we have seen before. However, our hope programmes, farm estate and community partnerships mean that we are ideally positioned to support people in all of these key areas. To enable all of this we will need to attract significant funding from donors, partners and trusts and we will need to develop our facilities here at Latimer Park.

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Restore Hope Annual Report 2020

KEY STRATEGIC FOCUS AREAS FOR 2021

In 2021 we will build upon the strong foundation of our growth in reach and impact in 2020. We will seek to address the specific needs of disadvantaged children, young people and families that are highlighted in the previous pages. To enable this, we will be focusing on the following key strategic areas in 2021 and into the coming years:

1. We will expand our programmes to reach even more disadvantaged children, young people and families.

• 1.We will offer crisis food support through our FoodLife programme

• 2.We will offer support through our trained delivery drivers and will follow up with our family team

• 3.We will run Hope Café as a safe place for families to find support and community

• 4.We will offer a range of training courses with strong links to FoodLife & personal development

• 5.We will invest in children’s wellbeing and COVID-19 recovery through our childrens, schools and youth programmes

• 6.We will run Community Feasts to celebrate people’s successes and share a clear message of hope

• 7.We will seek to multiply hope through inspiring, training and equipping others, sharing stories of hope and partnering with local churches and other organisations.

• We will strengthen our partnerships with Referral Partners especially through our FoodLife programme

• We will pilot further expansion of our Chess Valley Farm Shop and Firewood social enterprises

4. We will offer work experience & volunteer opportunities to help people find hope through helping others.

1. We will invest in the ongoing stewardship, conservation and development of the land and buildings of the farm estate here at Latimer Park to enable all of our objectives to be achieved.

6. We will continue to develop our staff and volunteer team.

• We will look to secure funding to expand the team who can develop the land and buildings and deliver hope programmes on the wonderful estate here.

• We will continue to develop our income streams.

• This will be essential for us to be able to deliver the hope programmes above. We expect that many more people will need and want to access our services in the year ahead. We also need to raise significant additional funding to steward the landscape and repair and develop our estate buildings. This will enable us to conserve habitats and create space and facilities which will allow many more children, young people and families to enjoy this wonderful place, attend our programmes and have their hope restored.

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Restore Hope Annual Report 2020 FINANCIAL REVIEW AND GOVERNANCE FINANCIAL REVIEW Our annual total income increased by £385,849 (80%) vs prior year to £870,697. The largest element of this increase was not through cash donations but through the generous donations of a building and a delivery van. Both of these are classified as designated funds. Excluding these, (£344,925) annual income increased by £40,924 (8.4Yo) vs prior year to £525,772. This key increase was a result of the generous response to fundraising appeals and through grants and trusts for the new hope programmes that we ran during the year. Funds were also received in 2020 that were specifically for 2021 programmes and activities, Annual total expenditure (including depreciation) was up £48,529 (10.40A) vs prior year to £516,861, This increase is primarily driven by the costs associated with running Storehouse, FoodLife and all the new programmes. The charity has focused on utilising its skilled staff and volunteer teams and its unique indoor and outdoor facilities to enable these. Like all organisations that deliver crisis support, provide training and educational programmes and steward historic land and buildings, the highest percentage of costs 8re associated with the estate and Skilled staff to deliver, manage and enable our hope programmes. strong financial management has resulted in £124,560 of cash reserves. This has enabled the charity to meet its reserves target (three months expenditure). £96,100 is also held in restricted funds and this is specifically capital investment funds for vital building improvement works to enable the long term viability of the charity and therefore of its programmes. Expenditure is forecast to continue to increase in 2021 with further strengthening and expansion of the core staff team which will enable the delivery of an increased number of programmes that will impact many more children, families and young people, Income £525,772 (Excluding donation of van & building) Income (Excluding donation of van & building) Contrac15 £600.000 Trusts & Foundations 21% ÉS24772 £484048 £400.000 $3X377 1294.179 Rental Income 11.9% É200.000 DonatiQnS S2% Esiate Income 11.6% Éo 2016 2017 2018 2019 2020 Page 24

Restore Hope Annual Report 2020

FINANCIAL REVIEW AND GOVERNANCE

FUNDRAISING POLICY

RESERVES POLICY

The Trustees have established a policy whereby they aim to hold general unrestricted funds at a level sufficient to meet a minimum of three months of the charitable ’ company s running costs. This policy and the levels of reserves will be reviewed from time ’ to time. The charity s resources are largely tied up in the Designated Capital Funds - £2.4m. These are not available to run activities and programmes or support core charity costs as they mainly relate to the cost of acquiring the Latimer site some years ago. The land, buildings and lakes at Latimer Park are essential to the running of indoor and outdoor activities and programmes that inspire, train and equip children, young people and families and bring restored hope.

In future years the charity will continue to invest and improve these facilities to increase the reach and range of programmes that we can run and is actively working to raise funds to enable this. At 2020 year end £96,100 remains to be utilised. This means that at year end, net current assets excluding capital investment fund are £169,560, which is very modest in relation to the annual costs of running the charity. In 2020 annual running costs were £516,861 and in 2021 these are expected to increase further with team expansion, new programmes and the lifting of covid restrictions and lockdowns enabling an even fuller programme.

Our reserves policy has been reviewed and remains relevant.

The work of the charity is only possible through the generosity of its donors and supporters. The Trustees would like to thank all the supporters for their generosity. The charity seeks to raise funds through attracting grants and trusts, running events, making appeals for specific activities, increasing regular and one-off donors and through other trading activity. In 2021 and beyond the charity is seeking to increase and build its base of financial supporters and attract significant additional income to enable significant facilities and site improvement. This will enable an increased range of activities and programmes to be run that will bring restored hope to many more children young people and families. The charity is committed to being accountable and responsible for its fundraising activities. The charity did not use any third-party commercial fundraising organisations and did not receive any complaints about fundraising activity during 2020. The charity will continue to review and adhere to guidance provided by the UK fundraising regulator.

INVESTMENT POLICY

The Trustees have power to invest the monies of the charitable company not immediately required for the furtherance of its objects in or upon such investments, securities or property as may be thought fit, subject nevertheless to such conditions (if any) and such consents (if any) as may for the time being be imposed or required by law.

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Restore Hope Annual Report 2020

FINANCIAL REVIEW AND GOVERNANCE

PUBLIC BENEFIT

The Trustees have considered the Charity Commission’s guidance on public benefit when reviewing the Trust’s aims and objectives and in planning future activities. The Trustees have, in their view, met the public benefit requirement through the charity’s many and varied activities and events in the local community.

KEY MANAGEMENT PERSONNEL

The Trustees consider the senior management team comprise the key management personnel of the charity in charge of directing and controlling, running and operating the Charity on a day-to-day basis. All trustees give of their time freely and no trustee received remuneration in the year. Details of directors’ expenses and related party transactions are disclosed in the notes to the accounts.

The pay of the key management personnel and all staff is reviewed annually. In view of the nature of the charity, the Trustees benchmark against pay levels in other charities. The remuneration benchmark is the mid-point of the range paid for similar roles in similar charities and sizes.

THE TRUSTEES

GOING CONCERN

The Trustees, who served throughout the year and to date, were Mr G Grant, Mrs C A Grant, Mrs S M Trevor and Mr P Doyle. They are directors for the purpose of company law and trustees for the purpose of charity law. New Trustees may be appointed by the charitable company in a general meeting. At the Annual General Meeting in each year one-third of the Trustees shall retire from office and being eligible, can offer themselves for re-election. The Trustees have delegated the day-to-day management of the charitable company to the Charity Director.

The Trustees have assessed the Charity’s requirements for the foreseeable future, including any likely donations requests, in light of the COVID-19 pandemic. It is unclear what the medium-term outlook is likely to be, however the Trustees have taken a conservative approach to budgeting and will continue to assess the situation as it develops. The Trustees are however confident that the Charity’s reserves are sufficient to enable operations (including likely donations requests) to continue at a sustainable level for a period of at least 12 months from the date of approval of these financial statements. The Charity therefore continues to adopt the going concern basis in preparing its financial statements. As there are no material uncertainties about the Charity’s ability to continue operating, the accounts have been prepared on a going concern basis.

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Restore Hope Annual Report 2020

FINANCIAL REVIEW AND GOVERNANCE

RISK MANAGEMENT

The Trustees have examined the major risks that the charitable company faces and confirms that systems have been established so that the necessary steps can be taken to lessen these risks. The accounts are approved during a period where there is much uncertainty as a result of the ongoing impact of coronavirus (COVID-19). The Charity has been able to implement contingency planning arrangements for such circumstances and has adapted its operations to continue to deliver hope programmes in a COVID secure environment. The ultimate impact of COVID-19 on the UK, the world, the economy, the education community and the Charity is yet to be seen. However, through appropriate consideration of risks as part of its normal risk management processes and mitigating actions both already taken and available to be taken, the Trustees consider it appropriate for the going concern basis to be adopted for these accounts. The principal risks and uncertainties identified by the charity are as follows:

----- Start of picture text -----
RISK IDENTIFIED ACTION TAKEN TO MITIGATE THE RISK
Health and Safety Health and Safety policy is in place and given to
The charity recognises that all activities all new staff and volunteers.
with children, young people and families Risk assessment process in place for all charitable
carry an inherent level of risk. activities.
Regular first aid training provided to key
members of staff team.
Financial Bi-Monthly internal financial reviews in place with
The charity recognises that its work is management team and trustees.
dependent upon sufficient incoming Annual independent reviews completed.
financial resources to cover operating Actively working towards reserves policy.
costs. Instigated strategic plan to broaden and grow
income streams.
Safeguarding Safeguarding policy in place and issued to all new
The charity works with children and young staff and volunteers.
people. All staff and volunteers required to complete and
undergo DBS check.
Safeguarding training provided for key staff and
volunteers
Data Protection
The charity recognises that all data needs The Charity has instigated all necessary
to have appropriate permissions and be procedures and policies to ensure it complies
held securely to minimise risks. with the latest General Data Protection
Regulation Act.
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Restore Hope Annual Report 2020

STATEMENT OF RESPONSIBILITIES OF THE TRUSTEES

The Trustees are responsible for preparing the Annual Report of the Trustees and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

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

• select suitable accounting policies and then apply them consistently;

• observe the methods and principles in the Charities SORP;

• make judgments and estimates that are reasonable and prudent;

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

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

The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006.

They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. In so far as the Trustees are aware:

• there is no relevant audit information of which the charitable company’s auditors are unaware; and

• the Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditors are aware of that information.

This report has been prepared in accordance with the Statement of Recommended Practice – Accounting and Reporting by Charities and in accordance with Chapter 3 of Part 16 of the Companies Act 2006 relating to small entities.

FOR AND ON BEHALF OF THE TRUSTEES

Mr P. Doyle, Chair of Trustees

Date: 7th May 2021

The Estate Office, Latimer Park, Latimer, Chesham, Bucks, HP5 1TU

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Restore Hope Annual Report 2020

INDEPENDENT EXAMINERS REPORT TO THE TRUSTEES

I report to the charity trustees on my examination of the accounts of the Company for the year ended 30 November 2020.

Responsibilities and basis of report

As the charity’s trustees of the Company (and also its directors for the purposes of company law) you are responsible for the preparation of the accounts in accordance with the requirements of the Companies Act 2006 (‘the 2006 Act’).

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

Independent examiner’s statement

Since the Company’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I a member of ICAEW, which is one of the listed bodies.

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

• 1.accounting records were not kept in respect of the Company as required by section 386 of the 2006 Act; or

• 2.the accounts do not accord with those records; or

• 3.the accounts do not comply with the accounting requirements of section 396 of the 2006 Act other than any requirement that the accounts give a ‘true and fair view which is not a matter considered as part of an independent examination; or

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

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

Adam Halsey FCA DcHA, Independent Examiner

Date: 7th May 2021

Haysmacintyre LLP, 10 Queen Street Place, London, EC4R 1AG

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Restore Hope Annual Report 2020 ,* FINANCIAL STATEMENTS Page 30

Restore Hope Annual Report 2020

STATEMENT OF FINANCIAL ACTIVITIES Including Income and Expenditure Account For the Year Ended 30 November 2020

There were no recognised gains and losses other than those shown in the above Statement of Financial Activities. The notes on pages 35-43 form part of these financial statements.

The charities resources are largely tied up in the Designated Capital Funds - £2.4m. These are not available to run activities and programmes or support core charity costs as they mainly relate to the cost of acquiring the Latimer site some years ago. The land, buildings and lakes at Latimer Park are essential to the running of indoor and outdoor activities and programmes that inspire, train and equip children, young people and families and bring restored hope. In future years the charity will continue to invest and improve these facilities to increase the reach and range of programmes that we can run and is actively working to raise funds to enable this.

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Restore Hope Annual Report 2020

BALANCE SHEET

As at 30 November 2020

The financial statements have been prepared in accordance with the provisions applicable to companies’ subject to the small companies' regime and in accordance with the provisions of FRS 102. The notes on pages 35-43 form part of the financial statements.

For the year ending 30 November 2020 the Charity was entitled to exemption from audit under section 477 of the Companies Act 2006.

The members have not required the Charity to obtain an audit in accordance with section 476 of the Companies Act 2006.

The directors of the Charity (and trustees) acknowledge their responsibility for complying with the requirements of the Companies Act 2006 with respect to accounting records and for the preparation of accounts.

The financial statements were approved and authorised for issue by the Board of Directors on 7th May 2021 and were signed below on its behalf by:

P Doyle, Chair of Trustees

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Restore Hope Annual Report 2020

ACCOUNTING POLICIES

For The Year Ended 30 November 2020

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows:

Accounting Basis

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

Restore Hope meets to definition of a public entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy notes.

Going Concern

The Board of Trustees have assessed the Charity’s requirements for the foreseeable future, including any likely donations requests, in light of the COVID-19 pandemic. It is unclear what the medium-term outlook is likely to be, however the Trustees have taken a conservative approach to budgeting and will continue to assess the situation as it develops.

The Trustees are however confident that the Charity’s reserves are sufficient to enable operations (including likely donations requests) to continue at a sustainable level for a period of at least 12 months from the date of approval of these financial statements. The Charity therefore continues to adopt the going concern basis in preparing its financial statements. As there are no material uncertainties about the Charity’s ability to continue operating, the accounts have been prepared on a going concern basis.

Income

Income represent donations and proceeds of fundraising, monies received for events and other self-funding activities.

Income has been accounted for on the basis of cash received, except for tax recoverable in respect of Gift Aid receipts and interest receivable which are accounted for on an accruals basis.

Expenditure

Expenditure is accounted for on an accruals basis, inclusive of VAT, which cannot be recovered.

Charitable activities include the costs of activities which meet the objectives of the charitable company and any grants payable. Costs are allocated to specific events and activities, where possible. Support costs are costs relating to the overall operation of the charity and it is not considered practicable to apportion these costs between specific events and activities on a reliable and consistent basis.

Where gifts in kind or donated services are made to the charitable company, a credit is made to the income of the charitable company at a valuation made by the Board of Trustees. If the charitable company is provided with facilities at no charge or reduced cost, the full market cost is included in expenditure with corresponding recognition of income.

Governance costs are those associated with meeting the statutory requirements of running the charitable company. These costs include costs relating to the statutory audit.

Fixed Assets

Fixed assets are stated at cost or deemed cost (donated valuation at estimated fair value) less accumulated depreciation and impairment losses.

Depreciation is calculated to write off the costs of the fixed asset by equal instalments as follows, all straight line:

• Freehold buildings - 2% per annum straight line Fixtures and fittings - 25 % per annum straight line

• Plant and machinery - 25 % per annum straight line

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Restore Hope Annual Report 2020

ACCOUNTING POLICIES (CONT)

For The Year Ended 30 November 2020

Post balance sheet events

The accounts are approved during a period where there is much uncertainty as a result of the emergence and international spread of a coronavirus (COVID-19) however there is no material impact on the Charity or its assets which are required to be highlighted in the post balance sheet events note.

Tax Status

The charitable company is a registered charity within the definitions of section 506(1) Income and Corporation Taxes Act 1988 and is therefore able to take advantage of the exemptions given by Section 505 of that Act.

Pension costs

The company operates defined contribution schemes for the benefit of its employees. The costs of contributions are charged against income in the year in which they are payable.

Estimates and judgements

Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. Although these estimates are based on the trustee's best knowledge of the amount, events or actions, actual results ultimately differ from these estimates. The trustees do not consider there to be any estimates and judgements.

Financial instruments

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments, including trade and other debtors and creditors are initially recognised at transaction value and subsequently measured at their settlement value.

Funds accounting

Funds held by the charitable company are:

Creditors and provisions

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

Cash and cash equivalents

Cash and cash equivalents include cash and short term highly liquid investments with short term maturity of three months or less from the date of acquisition or opening of the deposit or similar account.

• Unrestricted general funds - these are funds which can be used in accordance with the charitable objectives at the discretion of the Council of Management.

• Designated funds - these are funds set aside by the Council of Management out of unrestricted general funds for specific purposes or projects. Restricted funds - these are funds which can only be used for particular purposes within the objectives of the charitable company. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.

The nature and purpose of each fund is explained further in the notes to the financial statements.

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Restore Hope Annual Report 2020

NOTES TO THE FINANCIAL STATEMENTS

For The Year Ended 30 November 2020

1. NET (EXPENDITURE)/ INCOME FOR THE YEAR

3A. DONATIONS AND LEGACIES 2020

3B. DONATIONS AND LEGACIES 2019

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Restore Hope Annual Report 2020

NOTES TO THE FINANCIAL STATEMENTS

For The Year Ended 30 November 2020

4A. OTHER TRADING INCOME 2020

4B. OTHER TRADING INCOME 2019

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Restore Hope Annual Report 2020

NOTES TO THE FINANCIAL STATEMENTS

For The Year Ended 30 November 2020

1. CHARITABLE ACTIVITIES - COSTS OF ACTIVITIES IN FURTHERANCE OF THE OBJECTIVES OF THE CHARITY

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Restore Hope Annual Report 2020

NOTES TO THE FINANCIAL STATEMENTS

For The Year Ended 30 November 2020

6. GOVERNANCE COSTS

7. EMPLOYMENT COSTS

One employee received remuneration at a rate in excess of £60,000. On average there were 11.25 employees during the year (2019: 11.33). The total employee benefits of the key management personnel of the group were £165,890 (2019: £187,034).

No expenses were reimbursed to trustees in the year (2019: £nil). No trustee received remuneration from the charitable company in the current or prior year.

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Restore Hope Annual Report 2020

NOTES TO THE FINANCIAL STATEMENTS

For The Year Ended 30 November 2020

8. TANGIBLE FIXED ASSETS

All of the assets are used for charitable purposes. Assets in the course of construction represent expenses and costs of reconfiguring buildings to meet the ongoing operational needs of the charity.

9. DEBTORS

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Restore Hope Annual Report 2020

NOTES TO THE FINANCIAL STATEMENTS

For The Year Ended 30 November 2020

10. CREDITORS: AMOUNTS DUE WITHIN ONE YEAR

11. CREDITORS: AMOUNTS DUE AFTER MORE THAN ONE YEAR

----- Start of picture text -----
The mortgage from Buckinghamshire Building
----- End of picture text -----

The mortgage from Buckinghamshire Building Society is an Any Purpose loan. It is a 15 year interest only mortgage commencing 26 June 2013 and is repayable in June 2028. The effective interest rate at 30 November 2020 was 2.49%. The mortgage is secured against 21 & 24 Latimer Park, Latimer, Chesham, Bucks, HP5 1TU.

12. RELATED PARTY TRANSACTIONS

In the year ended 30 November 2020, The Entertainer made donations totaling £135,000 (2019: £230,000) for the day-to-day running of the Charity, £42,000 of this was received specifically for 2021 financial year.

Mr. G Grant and Mrs. C Grant donated the Hope Place building to the Charity in 2020, valued at £325,000.

Mr. D Trevor, the husband of one of the trustees made donations totaling £1,200 (2019: £1,200) during the year ended 30 November 2020.

Mr. P Doyle, a trustee, made donations totaling £1,500 (2019: £100) during the year ended 30 November 2020.

In the year ended 30 November 2020, The Entertainer was paid £461.17 (2019: £71) for the purchase of toys and £9,600 for a Refrigerated Container used for our key FoodLife distribution programme.

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Restore Hope Annual Report 2020

NOTES TO THE FINANCIAL STATEMENTS

For The Year Ended 30 November 2020

13A. MOVEMENT IN FUNDS 2020

The Restricted Property & Fixed Asset Fund relates to funds available for maintenance of the property and other Trust assets.

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Restore Hope Annual Report 2020

NOTES TO THE FINANCIAL STATEMENTS

For The Year Ended 30 November 2020

13B. MOVEMENT IN FUNDS 2019

14. DESIGNATED – PROPERTY AND FIXED ASSET FUND

The Property and Fixed Asset Fund is represented by Fixed Assets (see the Balance Sheet and note 8) and relates to the original cost of acquiring the Latimer site, net of the mortgage financing as set out in note 11. The Trustees consider this fund as the fixed capital of the Trust and therefore not available to fund the running costs of the charity.

15. CONTINGENCIES

There were no contingent liabilities which should be disclosed at 30 November 2019 (2018: None).

1. CAPITAL COMMITMENTS

There were no capital commitments at 30 November 2020 (2019: None).

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Restore Hope Annual Report 2020

NOTES TO THE FINANCIAL STATEMENTS

For The Year Ended 30 November 2020

17. ULTIMATE CONTROLLING PARTY

There is no ultimate controlling party.

1. FUTURE COMMITMENTS

The Charity has no future commitment.

1. COMPARATIVE STATEMENT OF FINANCIAL ACTIVITIES

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4Y pBs6opB ho Restore Hope The Estate Office Latimer Park Chesham Buckinghamshire HP5 ITU 01494 765555 Transformlng Llves and Communltles Restore Hope is registered as Charity, number 1094494 and as a Company Limited by guarantee, number 4510290 [e-mail] www.restorehopelatimer.org