2024-11-30-accounts

RESTORE HOPE ANNUAL REPORT AND FINANCIAL STATEMENTS FOR YEAR ENDED 30TH NOVEMBER 2024

Restore Hope is registered as a Charity, no. 1094494 and as a company limited by guarantee, no. 4510290

Contents

3	Restore Hope Charity Information
4	Introduction from the Chief Executive Officer
6	About Restore Hope
10	Our Impact in 2024
10	Finance and Fundraising
11	Programmes and Activities
12	Our Charitable Objectives
12	Key Strategic Priorities
14	Financial Review and Governance
16	Statement of Responsibilities of the Trustees
17	Auditor’s Report to the Members of Restore Hope
20	Statement of Financial Activities
21	Balance Sheet
22	Cashflow Statement
23	Accounting Policies
25	Notes to the Financial Statements

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Restore Hope: Annual Report and Financial Statements For year ended 30 November 2024

CHARITY INFORMATION

Legal and Administrative Information for the Year Ended 30 November 2024

Trustees’ Annual Report

The trustees (who are also directors of the charity for the purposes of Company Law) present their report and the audited financial statements of the charity for the year ended 30 November 2024. The trustees have adopted the provisions of the Statement of Recommended Practice (SORP) “Accounting and Reporting by Charities” in preparing the annual report and financial statements of the charity.

The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the financial statements and comply with the charity’s governing document, the Charities Act 2011 and Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland published in October 2019.

Charity Registration Number	1094494
Company Number	4510290	England & Wales
Trustees	Mr G Grant – Chairman
	Mrs C A Grant
	Mrs A O	M Oludemi
	Mrs J C Peters
	Mr T Rutherford
	Mrs S M	Trevor
	Mr G D Williams
Chief Executive Officer	Nate Sence
Auditors	Bianca Permal FCA
	Dux Advisory Limited
	Kennel Club House
	Gatehouse Way
	Aylesbury
Bankers	Barclays	Bank PLC
	Ashton House
	497 Silbury Boulevard
	Milton Keynes MK9 2LD
	Kingdom Bank
	Media House, Padge Road
	Beeston
	Nottingham
	NG9 2RS
Solicitors	Stone King
	Upper Borough Court
	Upper Borough Walls
	Bath BA1 1RG
	Taylor Walton LLP
	28-44 Alma Street
	Luton
	Bedfordshire
	LU1 2PL
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 and Financial Statements For year ended 30 November 2024

INTRODUCTION

From Nate Sence, Chief Executive Officer

I am pleased to share the annual report and financial statements for Restore Hope, for the year ended 30 November 2024.

As I reflect on the past year, I am filled with immense gratitude for all that Restore Hope has been able to achieve and for the people who make this work possible.

At its heart, Restore Hope exists to walk alongside families, children and young people facing some of life’s toughest challenges. Whether that means delivering food to someone struggling to get by, running parenting support sessions for those trying to build a better future for their children, or creating community through meals, mentoring and shared experiences, our aim is always the same: to restore dignity, build resilience and offer lasting hope.

This year, we’ve seen that vision come to life in remarkable ways. Over 500 beneficiaries engaged with our services and programmes, 2,000 additional people joined us for community events and hundreds more encountered moments of connection, support and encouragement through our work at Latimer Park and our new base in Amersham. From weekly toddler groups to our Hope Lunch programme for adults in difficult circumstances, the breadth of our support has grown—but more importantly, the depth of transformation people have experienced is clear.

Still, the need continues to grow. While Buckinghamshire is often viewed as an affluent county, we know that our local communities—particularly Chesham, Amersham and Little Chalfont—continue to experience stark inequality and entrenched deprivation. These are not just statistics. They are the stories of families who feel isolated, parents who feel overwhelmed and young people who struggle to see a future for themselves.

That’s why our commitment to holistic, relational support remains unwavering. At Restore Hope, we don’t offer one-off interventions. We journey with people for as long as it takes, offering tools for life, practical support and encouragement. We do this not because it’s easy—but because it’s effective. And because we believe every person deserves to have hope.

This year marked an exciting new chapter with the acquisition of our Amersham Community Hub, a centrally located site that is already changing how we reach families most in need. In 2025 we will begin running weekly activities from the space, gaining vital insights into the local community’s needs and starting to build relationships that will form the foundation for long-term transformation. This new direction has been shaped by the extensive community consultation we undertook during 2024. These insights have given us a clear picture of the needs and opportunities across our local area—highlighting key themes such as youth provision, family support, mental health, advice and guidance, and food provision—and will guide how we shape the programmes and partnerships going forward.

This year also saw us strengthen our foundations internally. I’m especially grateful to our growing team of volunteers, whose commitment, creativity and compassion underpin everything we do. Our work simply would not be possible without the hundreds of volunteers who give their time, energy and skills to serve others—and I’m thrilled to share that in 2025, this dedication will be formally recognised as they are presented with the King’s Award for Voluntary Service.

To our incredible staff team: thank you. Day in and day out, you show up with care, professionalism and a deep sense of purpose, you ensure that our land continues to be a place of restoration, learning and beauty for everyone who comes here. And to our dedicated Board of Trustees, thank you for your wisdom, your prayerful support and your shared vision for a more hope-filled community.

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Restore Hope: Annual Report and Financial Statements For year ended 30 November 2024

I am also grateful to our many supporters and funders; you faithfully walk alongside us and share the vision for a hope filled tomorrow for everyone in our community. We are humbled by your generosity, particularly in this time when the cost of living has increased dramatically, and there are ever more demands on the bank account for expendable resources and charitable giving. Thank you for prioritising the work of Restore Hope.

Bound together, as a team of volunteers, funders, staff and the families Restore Hope supports, we move forward into 2025 with boldness and hope. This will be a year of transition and investment as we expand our development team, strengthen our partnerships and grow our reach. We remain rooted in the principles that have always guided us: compassion, empathy, advocacy and flourishing. And with the support of your time, talent, treasure and teamwork, I am confident we will continue to walk alongside those in need— helping them find hope for a better tomorrow and therefore, as a result, have a better today.

Please join me as the rally cry across The Chilterns is clear… ‘Let’s Choose Hope.’

With heartfelt thanks,

Nate Sence, Chief Executive Officer

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Restore Hope: Annual Report and Financial Statements For year ended 30 November 2024

ABOUT RESTORE HOPE

OUR MISSION

Restore Hope creates opportunities for growth and change, breaking through cycles of hardship and helping individuals and families rebuild, take root and thrive. No matter the season or struggle, we believe hope for tomorrow changes your today.

OUR VISION

We see a thriving community of people who, having come through life’s challenges, are rooted in resilience, equipped with life skills and actively contributing to the flourishing of those around them.

Restore Hope exists to support families, children and youth facing crisis, isolation, or (in their own words) hopelessness, helping them move towards lasting transformation. Based at Latimer Park, on 360 acres of extraordinary farmland on The Chilterns, bordering Buckinghamshire and Hertfordshire, we provide a safe, welcoming environment where people can pause, reflect, rebuild confidence and develop the skills and relationships needed to move forward with hope.

At the heart of our work is a simple but powerful belief: that change happens when people feel seen, valued and supported over time. Our Theory of Change is built on four interlinked foundations: relational support; practical tools and skills for life; autonomy and maturity; and heartfelt encouragement. Through consistent programming, such as life skills courses, parenting and budgeting support, employability training and food provision, we walk alongside people at their own pace, helping them overcome immediate challenges and build long-term resilience.

Latimer Park remains our core base of operations and a unique setting for restorative work. Here, children, young people and families can participate in programmes designed to build confidence, improve wellbeing and nurture positive relationships. Our commitment to hospitality, nature and our core Christian values (of love, kindness, generosity and grace) shapes everything we do.

In January 2024, we took a significant step forward with the purchase of a new community hub in central Amersham. Located within walking distance of families in greatest need, this building will greatly expand our ability to offer daily support. With planning permission granted in Autumn 2024, we are now actively working to transform the space into a warm space café, a community grocery and a base for holistic, wraparound services. This town-centre presence will allow us to serve more families, more consistently and with deeper community collaboration.

Together, Latimer Park and the Amersham hub form a growing ecosystem of support. Whether through a warm meal, a timely conversation, or a structured programme, Restore Hope is committed to meeting people where they are and helping them choose hope for tomorrow and thereby giving them a better today.

THE NEED

While Buckinghamshire is often perceived as an affluent and desirable county—known for its green spaces, high-performing schools and strong transport links—it is also home to deep-rooted and persistent pockets of deprivation. Our local communities of Chesham, Amersham and Little Chalfont, in particular, demonstrate significant inequality and hidden hardship, especially among families living in social housing or on low incomes.

In its final report, the Social Mobility Commission (2020) ranked the Chiltern District among the worstperforming areas for social mobility in the country. Despite high regional averages for education and wellbeing, children born into poverty in our area are statistically less likely to move out of it than in many

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Restore Hope: Annual Report and Financial Statements For year ended 30 November 2024

other parts of the UK. This phenomenon is often masked by the overall wealth of the county but remains very real for those living with long-term disadvantage.

The Buckinghamshire Council Joint Health and Wellbeing Strategy (2022–25) highlights that while many residents enjoy excellent life chances, there is a stark divide between those in with higher and those with lower socio-economic statuses, particularly in terms of mental health, access to support and family stability. Local research has also shown that some wards in Chesham fall within the 20% most deprived areas nationally for income affecting children, education outcomes and housing.

During 2024, we have invested time in undertaking a multifaceted consultation to understand the needs of our local community and how we can deliver support that meets this need. We’ve spoken with 25+ families, 50+ professionals and attended 9 workshops. We’ve considered perspectives from frontline charities, the local authority, agencies, churches, specialist individuals and of course families. And we’ve analysed responses from more than 120 individuals who completed a survey exploring local needs. We believe that commissioning our own research is essential to ensure our response is rooted in current, local insight—enabling us to design programmes that are truly relevant, responsive and impactful.

The service area themes that have come through from the research and for us to consider going forward, include:

1. Youth provision

2. Family support

3. Mental health & wellbeing

4. Advice and guidance

5. Food Provision

We identified additional thematic areas including food provision; community engagement; nature and environment; early years; and training and learning. We feel these areas fit within the primary themes (early years under family support; community engagement as a part of youth work, etc.). As we look to identify specific programmes and delivery partners, we will seek to identify areas of work that map across these themes.

When considering how to best use the opportunity that 2025 presents us, we are keen to devise a programme that would speak to some of these areas but would be considered a universal offering, open to all.

At Restore Hope we believe that to support families out of intergenerational poverty, we must go beyond offering a single intervention. Our experience confirms that families facing hardship often live with multiple and overlapping challenges—such as food insecurity, social isolation, poor mental health and educational or behavioural needs in children.

That is why our approach is holistic and relational. We offer tailored support across a range of life areas, walking alongside families with patience and consistency. With over 20 years of trusted presence in the community, we are uniquely placed to convene other organisations, access specialist support and build bridges of hope and transformation. Our role is to journey with each family for as long as they need, restoring dignity, rebuilding confidence and creating space for change.

THE FUTURE

As we look to the future, Restore Hope remains firmly committed to our long-standing work at Latimer Park, a place where, for over two decades, children, young people and families have found the space, support, skills and encouragement needed to move from crisis toward lasting hope. We will continue to run and develop our range of courses and programmes here, responding to the increasing needs in our community.

At the same time, 2025 marks a major step forward in our long-term vision with the development of a new community hub in central Amersham. Purchased in January 2024 and with planning permission granted in

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Restore Hope: Annual Report and Financial Statements For year ended 30 November 2024

Autumn 2024, this town-centre site positions us to reach more families more consistently and conveniently—especially those without access to transport to Latimer Park.

From Easter 2025, we will be using the building in its current state to run weekly community activities, including a youth club, toddlers’ group, parenting course and The Gathering Place, a community café. This will allow us to enhance our understanding of the existing needs in the local community - where people come from, what challenges they face and how best to serve them. This learning will shape how we prioritise both our energy and our investment.

Thanks to early support from generous individuals and a small number of trusts and foundations, we are now preparing for Phase 1 of redevelopment, beginning in September 2025. This phase involves repurposing the existing Sanctuary into a warm, welcoming space.

While Phase 1 gets underway, we are actively raising funds for Phase 2, which will deliver the full infill and structural development at the heart of the campus—comprising the permanent Warm Space Café, a training kitchen and the Dignity Community Grocery. Our hope is to transition directly into Phase 2 by spring/summer 2026, completing the full project in early 2027.

This significant expansion will allow us to deepen and extend our impact: reaching more families, more consistently and offering holistic support in a space that’s both accessible and designed for purpose. We are excited by the momentum building around this vision and grateful for every supporter who shares our commitment to bringing lasting hope to local families.

OUR METHODOLOGY FOR SUPPORT

At Restore Hope, our approach is rooted in relationship, respect and long-term transformation. We recognise that the challenges faced by many families—such as poverty, isolation, poor mental health, or educational disadvantage—are rarely solved by a single intervention. Instead, our support is built on consistent presence and deep listening, grounded in our core values of Love, Empathy, Advocacy and Flourishing.

Our Theory of Change uses the metaphor of a growing tree. Just as healthy growth begins with good soil and careful tending, we believe people thrive when placed in an environment of warmth, trust and opportunity. Many of those we support face “compacted soil” in life—barriers such as family breakdown, low aspiration, poor mental health, or limited opportunity. Our job is to create space for new growth—restoring dignity, building confidence and helping people move from surviving to thriving.

The Four Values that Guide Our Work

• Compassion – We recognise the needs of others and seek to respond with care whilst honouring our own need for support. Every interaction is shaped by compassion and the belief that everyone is worthy of care and dignity.

• Empathy – We meet people where they are, without judgement. We seek first to understand, recognising each person’s story and potential.

• Advocacy – We stand alongside families and fight for their right to flourish. Whether connecting them with local services or unlocking opportunity, we help their voices be heard.

• Flourishing – Our aim is for individuals not only to recover but to grow. We equip people with tools for life—confidence, skills, relationships and purpose

Through a blend of universal, targeted and specialist programmes delivered both at Latimer Park and our new Amersham community hub, we offer practical tools, social connection, spiritual encouragement and pathways to aspiration. Everything we do is designed to support people as whole individuals—mind, body and spirit—believing that with the right support, hope can take root and lives can be transformed.

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Restore Hope: Annual Report and Financial Statements For year ended 30 November 2024

OUR PROGRAMMES AND ACTIVITIES

Restore Hope’s programmes fall broadly into two categories:

(1) Supporting People in Crisis and (2) Supporting our Wider Community .

1. Supporting People in Crisis

We work closely with local agencies and professionals who refer individuals and families facing significant challenges, such as food poverty, mental health struggles, isolation and family breakdown. Our support includes:

• Parcels of fresh food , with a friendly chat to check in, offer encouragement and reduce loneliness.

• Mentoring and relational support for families navigating complex or ongoing difficulties.

• Toddler groups that offer a safe, supportive space for parents and young children to connect, play and build friendships.

• Tools for Life courses , offering practical skills in parenting, cooking, budgeting and gardening to build confidence and resilience.

• Wellbeing activities such as creative arts cafés, gardening groups, walk-and-talk sessions and shared lunches that promote emotional and social wellbeing.

• Holiday programmes offering fun, safe and inspiring activities for children, young people and their families—creating positive memories and offering vital support during school holidays.

• Community feasts and celebrations , where families come together to share food, stories and hope in a welcoming and inclusive environment.

• Peer support and connection , helping families facing similar situations build trusted friendships and reduce social isolation.

• School-based programming , including one-off and ongoing activities that help pupils engage with nature, develop new skills (such as gardening) and explore their local environment through activities like river-dipping.

2. Supporting Our Wider Community

Beyond crisis support, Restore Hope also provides educational, developmental and faith-based opportunities that enrich our wider community and foster long-term transformation. This includes:

• Volunteer opportunities , with training, fellowship and ongoing support for our growing network of dedicated volunteers who help deliver our programmes.

• Work experience placements , offering practical learning opportunities across hospitality, facilities, event support and programme delivery for young people and those exploring employment.

• Church leader engagement , through a curated series of gatherings that encourage fellowship, learning and mutual support among those working to bring faith and hope to their communities.

• Hope Leadership Academy , a practical training and mentoring programme that raises up future leaders through hands-on experience across Restore Hope’s work, fostering personal growth and leadership skills.

• Open Wide the Gates – We believe that everyone needs their hope restored at times—not only those in crisis. Throughout the year, we run a series of public events that invite the wider community to reconnect with nature, one another and a deeper sense of wellbeing. Events include environmental walks and talks, the Fireworks Display , Nativity Light Trail and New Year’s Day Refresh Walk. The estate provides a unique setting to pause, reflect and rediscover joy, helping people maintain emotional and spiritual balance in an increasingly fast-paced world.

• Church group retreats and weekends away – Restore Hope hosts church groups from across the UK for camping retreats and community weekends . These gatherings offer space for congregations to deepen relationships, reflect on their shared vision and gain renewed understanding of their mission before returning to their local contexts. Our land and facilities provide a peaceful, purposefilled environment that supports both rest and spiritual growth

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Restore Hope: Annual Report and Financial Statements For year ended 30 November 2024

OUR IMPACT IN 2024

Restore Hope exists to see lives transformed in communities facing deep-rooted poverty and social immobility. This year we have continued to meet urgent need while laying strong foundations for future growth.

Our Reach This Year

• Over 500 beneficiaries actively engaged in Restore Hope’s services and events

• 190 families identified as our current “caseload” through detailed referral and tracking work

• Average of 425 people fed fortnightly through FoodLife, distributing 120 food boxes across our local community and through our pick ‘n’ pack grocery

• 2000+ people welcomed to our public community events including the Fireworks Night, Nativity Light Trail and New Year’s Refresh Walk

• Weekly nature-based learning and inclusion programmes for 40 young people with special educational needs and/or at risk of exclusion

• 23 parents completed the Circle of Security parenting course, with follow-up groups to embed learning

• Nine families joined our pilot of Family Adventure Days to rebuild relationships and strengthen bonds

• 50 participants attended the pilot Aspirations Fair , showcasing pathways to employment and aspiration; launching our Training Ground pilot

Highlights from the Year

• Training Ground, our employability accelerator, launched with eight pilot participants, moving them toward employment through mentoring, masterclasses and personal discovery work

• The Grow It, Cook It, Eat It course upskilled nine FoodLife families with cooking skills to build food confidence and reduce reliance on emergency food support

• Hope Lunch, a spiritual and emotional health programme for adults in self-described “hopeless” situations, supported participants weekly with meals, reflections and community

• The Side-by-Side project supported seven young people on the edge of exclusion to build pathways, bridges and confidence through practical outdoor work

• We launched new early years groups and are now reaching up to 21 families weekly, providing stability for children and tools for parents

Our Model at Work

Restore Hope’s impact flows from our core methodology, which focuses on Love, Empathy, Advocacy and Flourishing. These values guide all interactions, whether delivering a food box, supporting a family in crisis, or helping someone take steps toward work or wellbeing.

Our work this year addressed key pillars of deprivation:

• Social isolation: through connection-driven spaces like Hope Café , Fire Kitchen and parenting groups

• Low aspiration: through the Training Ground pilot, Side-by-Side programmes

• Intergenerational poverty: improving outcomes for parents and children through our parenting and mentoring work rooted in the Circle of Security methodology

• Lack of resilience: by integrating our Hope Toolkit and offering accessible holistic support

FINANCE AND FUNDRAISING

Like many charities across the UK, Restore Hope experienced a challenging fundraising environment in 2024. Trusts and foundations reported significant increases in applications—one noting a 300% rise yearon-year—resulting in early closures of funding rounds and higher levels of competition. In response, we

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Restore Hope: Annual Report and Financial Statements For year ended 30 November 2024

adapted our funding strategy, broadening our portfolio and strengthening our case for support to reflect both the urgency and impact of our work.

Despite the external pressures, we successfully raised our full operational budget for the year and secured substantial funding for the purchase and associated professional costs of our new Amersham Community Hub. Alongside this, we carefully reviewed our expenditure—reducing costs where possible and making creative use of the Latimer Park estate to deliver value for families and the wider community.

In 2024, we also invested in a new Strategy and Partnerships Lead role to help deepen our understanding of local need and avoid duplicating existing services. This focused approach has led to stronger partnerships and a more diverse funding base, positioning us well for long-term sustainability.

It is important to note that the charity’s resources are largely tied up in the land, buildings, lake and streams at Latimer Park as Designated Capital Funds – c.£2.3m; and the new Community Hub in Amersham – c. £1.4m. These funds are not available to draw against to run activities and programmes or support core charity costs as they mainly relate to the cost of acquiring Latimer Park (2002) and St John’s Methodist Church (2024). The land, buildings and lakes at Latimer Park and the campus in Amersham are essential to the running of our charitable activities that inspire, train and equip children, young people and families and bring about restored hope.

In future years, we plan to continue investing in these sites to extend the range and accessibility of our programmes. We are actively seeking new funding partnerships to help make this possible.

PROGRAMMES AND ACTIVITIES

Restore Hope’s regular programming includes:

Hope Café: A relaxed drop-in café, meeting weekly and open to all families seeking support and encouragement. Hope Café provides an opportunity for support from Restore Hope’s family workers and peer support from families who have experienced similar challenges and been able to overcome these.

Circle of Security Course (CoS): This course meets weekly for eight sessions to help parents strengthen their bond with their children. CoS gives parents tools to understand their child’s emotional needs.

FoodLife Delivery and Outreach: We deliver fresh fruit, vegetables and eggs fortnightly to around 120 families. Much of the food is provided at cost by a local food partner, with some seasonal produce grown by young people and volunteers in our Market Garden. All of the eggs come from our flock of 100 hens. We deliver directly to the doorsteps, or invite families to select their own parcels of food and provide support, encouragement and signposting to those in need

Hope Tots: This welcoming toddler group meets Wednesday and Friday mornings. It is open to all families in challenging circumstances and encourages families to put into practice the skills learned at CoS.

Community Garden: Meeting once a week from March to October, this group teaches parents how to grow flowers and vegetables, improving wellbeing and practical skills.

School Sessions: Students from three special needs secondary schools and a local mainstream secondary school visit Restore Hope weekly during term time. Pupils participate in a number of outdoor well-being activities including growing produce in our market garden and contributing to the maintenance of our rare chalk stream environment.

Hope Lunch: Hope Lunch meets weekly and is for adults who have expressed an interest in exploring faith. We invite volunteers from local churches to share their own experiences and help guide the discussions.

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Restore Hope: Annual Report and Financial Statements For year ended 30 November 2024

Young Volunteers Programme: Young people from local secondary schools meet weekly to contribute to the estate. Whilst some volunteers initially come to Restore Hope as a part of their Duke of Edinburgh Award, many stay on to help with events for families.

Fire Kitchen: Fire Kitchen is a meeting of men and older youth, who gather to strengthen bonds and be mentored over dinner that they cook in our outdoor space.

Church Leaders’ Breakfast: Meeting twice a term, we bring together Leaders from local churches to eat breakfast, share concerns with their peers, strengthen their bonds and reflect and pray about the local area. Once a year, the leaders are joined by their own leadership teams for a full day of Retreat and Feast.

Big Family Gatherings: Our annual events include half term activities, Easter Celebrations, Big Summer Days, Family Christmas Events and our Nativity Light Trail. These are open to all families in challenging circumstances in our local community.

OUR CHARITABLE OBJECTIVES

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

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 objectives to the charitable company to help achieve these objectives.

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 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.

KEY STRATEGIC PRIORITIES

2030 Strategic Vision

To see our vision come to fruition we must be bold in setting out our strategic goals for the next six years. We have thought broadly about what Restore Hope will look like in 2030 and set out the key goals we feel will stretch and challenge us, while still being attainable.

We will develop a long-term Strategic Plan so that in 2030 we will have:

• a thriving master planned estate serving the local community.

• 800 regular beneficiaries from the local community participating in our programmes.

• a growing number of beneficiaries seeking faith and engaging with local churches.

• a thriving innovation lab and social enterprise providing core employability skills and placing skilled workers into the wider business community.

• a staff team of 30 with strong leaders for each programme who take responsibility for ensuring their area is thriving.

• core group of excellent external delivery partners.

• gender and racially diverse leadership at every level.

• plans to launch a second community hub in an area of significant deprivation.

• a robust operational framework which is easily replicable.

• metrics to demonstrate the impact that we are having.

• a reputation for making a genuine difference.

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Restore Hope: Annual Report and Financial Statements For year ended 30 November 2024

• Strategic Goals 2025 In order to see Restore Hope’s 2030 Vision materialise, we have identified four Strategic Goals for 2025 1. Commit ourselves to our CHILDREN, YOUNG PEOPLE and FAMILIES: The people we work with are often living in difficult life circumstances. When people choose to engage with Restore Hope, we are committed to helping them to overcome the barriers they face. We will therefore ensure we are being robust in our needs assessments, programme delivery and evaluation, to ensure the support we deliver is impactful.

• Invest in our PEOPLE : In the largest season of growth that the charity has known since its inception, we will invest heavily into the recruitment, retention and recognition of our employees. We will develop clear pathways of progression and will ensure that all staff are trained for the role they are employed in, with an eye towards training for progression when the time arises. Our work culture will be based on the principles and values of Circle of Security. This will ensure we provide a secure base from which employees can explore new and challenging tasks, knowing that there will not be criticism and judgement, but rather constructive feedback, to aid in development. We will also invest in our volunteers, recruiting, retaining and recognising their commitment to the charity and the people it serves.

• Solidify our PARTNERSHIPS: We will codify and enhance our current church and community partnerships; and develop new partnerships with high-quality and impactful delivery organisations. We will design a model of partnership and collaboration that upholds shared values, is financially beneficial and is inspired by the concept of collective impact (i.e. the sum of our parts is greater than our whole). Our partnerships will enable us to launch a programme of activity at Restore Hope Amersham whilst continuing our work at Restore Hope Latimer, so that all of the people we work with can have a more hope-filled future.

• Optimise our OPERATIONS: To provide all of the above and to have significant and sustainable impact on children, young people and families, we will: design and present clear governance structures, policies and procedures; initiate a long-term estates master plan for Latimer Park; successfully launch Restore Hope Amersham; institute a fit-forpurpose CRM system that works seamlessly across the breadth of the charity; have a single tone of voice stretching across multiple platforms digitally and in print and develop our fundraising strategy so that we are primed for future expansions.

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Restore Hope: Annual Report and Financial Statements For year ended 30 November 2024

FINANCIAL REVIEW AND GOVERNANCE

Our annual total income increased by £1,657,332 (237.7%) vs prior year to £2,354,530. This increase was a result of the generous response to fundraising appeals and through grants and trusts for the programmes that we ran during the year. The majority of our increased income received, was for the purchase of the St. John’s Methodist Church building in Amersham. Most of this income came from local donors and trusts who recognise the needs in the area and know the impact our charity can make.

Annual total expenditure (including depreciation) was up £168,279 (21.4%) vs prior year to £787,837. A large proportion of the increase is due to a growing staff team and general increases, such as increased energy costs. The charity has focused on utilising its skilled staff and volunteer teams and its unique indoor and outdoor facilities to enable delivery of its programmes. Like all organisations that are delivering crisis support; providing training and educational programmes; and stewarding historic land and buildings; the highest percentage of costs are associated with the premises and staff to deliver, manage and enable our programmes to operate.

Our year end cash balance of £205,085 is slightly below our reserves policy. Additionally, £94,691 is held in designated and restricted funds and this is specifically capital investment funds for vital building improvement works and estate equipment replacements to enable the long-term viability of the charity and therefore of its programmes. Expenditure is forecast to continue to increase in 2025 with further strengthening and expansion of the core staff team which will enable the delivery of an increased number of programmes that will impact more children, families and young people.

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.

Our reserves policy has been reviewed and remains relevant.

FUNDRAISING POLICY

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.

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 2024. 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.

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.

THE TRUSTEES

The Trustees, who served throughout the year and to date, were Mr G Grant, Mrs C A Grant, Mrs S M Trevor, Mrs J C Peters, Mr T Rutherford, Mr G D Williams and Mrs A O M Oludemi.

They are directors for the purpose of company law and trustees for the purpose of charity law. New Trustees may be appointed by a resolution of the Trustees. Trustees are appointed for fixed terms of three years

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Restore Hope: Annual Report and Financial Statements For year ended 30 November 2024

and can offer themselves for re-election for up to two further terms. The Trustees delegate the day-to-day management of the charitable company to the Chief Executive Officer.

KEY MANAGEMENT PERSONNEL

The Trustees consider the senior management team to 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 2024. There were no directors’ expenses in the year 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 midpoint of the range paid for similar roles in similar charities and sizes.

GOING CONCERN

The Trustees have assessed the Charity’s requirements for the foreseeable future. The Trustees are 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.

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.

Since the year end, the trustees have completed a full governance review and provided training for staff in safeguarding, discrimination, whistleblowing and equality and diversity. All HR staffing policies have been externally audited and reviewed by qualified professionals and are stored on an internal filing system available for all staff to access.

All policies that concern the general public (i.e. Safeguarding, Data Protection, Whistleblowing and Concerns and Complaints) are publicly available on the Restore Hope website.

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:

RISK IDENTIFIED AND ACTION TAKEN TO MITIGATE THE RISK

Health and Safety: The charity recognises that all activities with children, young people and families carry an inherent level of risk.

• Health and Safety policy is in place and should be read and signed by all staff and core volunteers.

• Risk assessment process in place for all charitable activities.

• Regular first aid training provided to key members of the staff team.

Financial: The charity’s work is dependent on sufficient incoming financial resources to cover operating costs.

• The finances are reviewed quarterly by the Finance Committee and reported to the full trustee board.

• • Annual independent reviews are completed.

• Actively working towards reserves policy.

• Instigated strategic development plan to broaden and grow income streams.

Safeguarding: The charity works with children, young people and vulnerable adults.

• Safeguarding policy in place and read and signed by all new staff and core volunteers.

• All staff and volunteers are required to complete and undergo DBS check.

• The resulting DBS is reviewed and if it is satisfactory according to our DBS and safeguarding policy, the staff member/volunteer may begin in their position

• Safeguarding training is provided for all staff and relevant volunteers

• To support the Safeguarding Lead, a named trustee is assigned to oversee safeguarding (J Peters)

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Restore Hope: Annual Report and Financial Statements For year ended 30 November 2024

• In support of the wider team, a named trustee is assigned to oversee staff welfare and development (A Oludemi)

Data Protection: The charity recognises that all data needs to have appropriate permissions and be held securely to minimise risks.

• The Charity has instigated all necessary procedures and policies to ensure it complies with the latest UK General Data Protection Regulation.

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 G. Grant, Chair of Trustees Date: 15 August 2025 The Estate Office, Latimer Park, Latimer, Chesham, Bucks, HP5 1TU

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Restore Hope: Annual Report and Financial Statements For year ended 30 November 2024

Independent Auditor’s Report to the Members of Restore Hope

Opinion

We have audited the financial statements of Restore Hope (the ‘charitable company’) for the year ended 30 November 2024 which comprise the Statement of Financial Activities, the Balance Sheet, the Cashflow Statement and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

• give a true and fair view of the state of the charitable company’s affairs as at [date], and of its incoming resources and application of resources, including its income and expenditure, for the year then ended;

• have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and

• have been prepared in accordance with the requirements of the Companies Act 2006.

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the auditor responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

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

Other information

The other information comprises the information included in the trustees' annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

In our opinion, based on the work undertaken in the course of the audit:

• the information given in the trustees' report, which includes the directors’ report prepared for the purposes of company law, for the financial year for which the financial statements are prepared is consistent with the financial statements; and

• the directors’ report included within the trustees' report has been prepared in accordance with applicable legal requirements.

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Restore Hope: Annual Report and Financial Statements For year ended 30 November 2024

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the directors’ report included within the trustees' report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

• adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or

• the financial statements are not in agreement with the accounting records and returns; or

• certain disclosures of trustees’ remuneration specified by law are not made; or

• we have not received all the information and explanations we require for our audit; or

• the trustees were not entitled to prepare the financial statements in accordance with the small companies’ regime and take advantage of the small companies’ exemptions in preparing the directors’ report and from the requirement to prepare a strategic report.

Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor responsibilities for the audit of the financial statements

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. Our procedures included the following:

• We obtained an understanding of the legal and regulatory frameworks applicable to the charitable company and the sector in which it operates. We determined that the following laws and regulations were most significant: The Charities Act 2011, The Companies Act 2006, UK GAAP, the UK Corporate Governance Code, UK corporate tax laws, Occupational Health and Safety regulations, and the Data Protection Act.

• We obtained an understanding of how the charitable company complies with those legal and regulatory frameworks and made enquiries to the management of known or suspected instances of fraud and non-compliance with laws and regulations. We corroborated our enquiries through our review of board minutes.

• We assessed the susceptibility of the charitable company's financial statements to material misstatement, including how fraud might occur. Audit procedures performed by the audit team included:

• Identifying and assessing the controls management has in place to prevent and detect fraud;

• Understanding how those charged with governance considered and addressed the potential for override of controls or other inappropriate influence over the financial reporting process;

• Challenging assumptions and judgments made by management in its significant accounting estimates and judgments.

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Restore Hope: Annual Report and Financial Statements For year ended 30 November 2024

• Identifying and testing journal entries, in particular journal entries posted with unusual account combinations.

• Assessing the extent of compliance with the relevant laws and regulations.

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

A further description of our responsibilities is available on the FRC's website at https://www.frc.org.uk/auditors/audit-assurance/auditor-s-responsibilities-for-the-audit-of-the-fi/description-ofthe-auditor%E2%80%99s-responsibilities-for This description forms part of our auditor’s report.

Use of our report

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

Bianca Permal FCA, Senior Statutory Auditor Date: 18 August 2025 Dux Advisory Ltd Kennel Club House, Gatehouse Way, Aylesbury, HP19 8DB

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Restore Hope: Annual Report and Financial Statements For year ended 30 November 2024

Financial Statements

STATEMENT OF FINANCIAL ACTIVITIES

Including Income and Expenditure Account for the Year Ended 30 November 2024

There were no recognised gains and losses other than those shown in the above Statement of Financial Activities. The notes on pages 18-24 form part of these financial statements.

Whilst the annual net gains show as £1,398,414 (2023: £90,639), it is important to note that this figure is after charging annual depreciation on the assets of £50,446 (2023: £49,597)

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Restore Hope: Annual Report and Financial Statements For year ended 30 November 2024

BALANCE SHEET As at 30 November 2024

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 provision FRS 102.

There were no recognised gains and losses other than those shown in the above Statement of Financial Activities. The notes on pages 18-24 form part of these financial statements.

As mentioned in the Annual Report, the charity’s resources are largely tied up in the Designated Capital Funds - £3.7m. 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, as well as the recent acquisition of St John’s Methodist Church. The land, buildings and lakes at Latimer Park, and our new Amersham campus, are essential to the running of indoor and outdoor activities and programmes, alongside our on-site partners and collaborators, to inspire, train and equip children, young people and families and bring restored hope.

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 Trustees on 15 August 2025 and were signed below on its behalf by:

G Grant, Chair of Trustees

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Restore Hope: Annual Report and Financial Statements For year ended 30 November 2024

CASH FLOW STATEMENT

For the year ended 30 November 2024

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Restore Hope: Annual Report and Financial Statements For year ended 30 November 2024

ACCOUNTING POLICIES

For the Year Ended 30 November 2024

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 (FRS102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

Restore Hope meets the 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. The Trustees have taken a conservative approach to budgeting and are 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 12months 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 represents donations and proceeds of fundraising, monies received for events and other selffunding 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 accrual’s basis

Expenditure

Expenditure is accounted for on an accrual’s 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

Assets in the course of construction are only depreciated from the date at which they are completed and are brought into use by the charity.

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Restore Hope: Annual Report and Financial Statements For year ended 30 November 2024

For the Year Ended 30 November 2024 ACCOUNTING POLICIES (CONT)

Post balance sheet events

There are no material impacts on the Charity or its assets which are required to be highlighted in the post balance sheet events notes.

Tax Status

As a registered charity the charitable company is not liable to corporation tax as a result of exemptions afforded under the Corporation Taxes Act 2010 (CTA2010).

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.

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.

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: 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 and Financial Statements For year ended 30 November 2024

NOTES TO THE FINANCIAL STATEMENTS For the Year Ended 30 November 2024

2. NET (EXPENDITURE)/ INCOME FOR THE YEAR

3A. DONATIONS AND LEGACIES 2024

3B. DONATIONS AND LEGACIES 2023

4A. OTHER INCOME 2024

4B. OTHER INCOME 2024

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Restore Hope: Annual Report and Financial Statements For year ended 30 November 2024

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

----- Start of picture text -----
|||||| |---|---|---|---|---| |Estate|maintenance| |Buil dings|maintenance| |General|office expenses| |Travel|expenses|and|staff|training| |Utilities| |Insurance| |Rates| |Activities|(events)|costs| |Interest|payable| |Advertising| |Depreciation| |Hos|pitality|Expenses| |Housekeeping| |Motor|expenses| |Professional|fees|(property|development)| |Debt Written|off|

----- End of picture text -----

6. Governance Costs

----- Start of picture text -----
|||||||||| |---|---|---|---|---|---|---|---|---| |2024|2023| |General|Designated|Restricted|General|Designated|Restricted| |Fund|Fund|Fund|Total|Fund|Fund|Fund|Total| |£|£|£|£|£|£| |-|-|-|-|-|-| |Independent Examination fees|4,063|4,063| |Auditors remuneration|3,187|-|-|3,187|-|-|-|-| |Accountancy fees|600|-|-|600|300|-|-|300| |-|-|-|-| |General office expenses|4,104|4,104|3,574|3,574| |Professional and Legal fees|440|-|9,600|10,040|5,489|-|-|5,489| |a|a|-|ae|ae|-|-| |8,331|9,600|17,931|13,426|13,426|

----- End of picture text -----

7. EMPLOYMENT COSTS

On average there were 16.83 (FTE) employees during the year (2023: 14). The total employee benefits of the key management personnel of the charity was £250,243 (2023: £293,855). No expenses were reimbursed to trustees in the year (2023: £nil). No trustee received remuneration from the charitable company in the current or prior year.

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Restore Hope: Annual Report and Financial Statements For year ended 30 November 2024

8. TANGIBLE FIXED ASSETS

Assets in the course of construction are only depreciated from the date at which they are completed and are brought into use by the charity.

9. Debtors

10. CREDITORS: AMOUNTS DUE WITHIN ONE YEAR

	2024	2023
	£	£
PAYE and social security	12,678	12,307
Payroll liability	(32)	(32)
Pension creditor	-	-
Deferred Income	-	-
Accrued wages	6,825	-
Accruals	5,689	5,538
	25,160	17,813

11. CREDITORS: AMOUNTS DUE AFTER MORE THAN ONE YEAR

The mortgage from Buckinghamshire Building Society is a 15-year interest only mortgage commencing 26 June 2013 and is repayable in June 2028. The effective interest rate at 30 November 2024 was 5.59%. The mortgage is secured against 21 & 24 Latimer Park, Latimer, Chesham, Bucks, HP5 1TU.

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Restore Hope: Annual Report and Financial Statements For year ended 30 November 2024

12. RELATED PARTY TRANSACTIONS

In the year ended 30 November 2024, UK retailer The Entertainer, of which two of its five directors also serve as trustees at Restore Hope, made donations totalling £325,000 (2023: £150,000) for the day-to-day running of the Charity and £500,000 towards the purchase of the St John’s Methodist Church building. The Grant Foundation, of which two of its six directors also serve as trustees at Restore Hope gave a grant of £800,000 (2023: None) towards the purchase of the St John’s Methodist Church building. Mr. D Trevor, the husband of one of the trustees made donations totalling £1200 (2023: £1200) during the year ended 30 November 2024. In the year ended 30 November 2024, The Entertainer was paid £444.68 (2023: £508.14) for the purchase of toys for Christmas parties for the families that Restore Hope supports.

13A. MOVEMENT IN FUNDS 2024

Restricted Funds: Property & Fixed Asset Fund Rothschild Foundation Grant Total restricted funds Designated capital funds Property & Fixed Asset Fund Total designated funds General Unrestricted Funds Total funds	At 30 November 2023 Income Expenditure Transfers At 30 November 2024 £ £ £ £ £ 39,618 1,517,450 (25,944) (1,436,433) 94,691 - 54,000 (54,000) - -
	39,618 1,571,450 (79,944) (1,436,433) 94,691
	2,291,368 - (50,446) 1,361,433 3,602,355
	2,291,368 - (50,446) 1,361,433 3,602,355
	172,731 783,080 (825,726) 75,000 205,085
	172,731 783,080 (825,726) 75,000 205,085
	2,503,717 2,354,530 (956,116) - 3,902,131

Transfers out of the restricted property & fixed asset fund represent £1,361,433 capital purchases made with restricted donations during the year, and £75,000 representing 5% of restricted donations contributing to general administration costs. The Rothschild Foundation Grant of £60,000 is restricted to Estates team salaries and on-costs.

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

13B. MOVEMENT IN FUNDS 2024

Restricted Funds: Property & Fixed Asset Fund Rothchild Foundation Grant Total restricted funds Designated capital funds Property & Fixed Asset Fund Total designated funds General Unrestricted Funds Total funds	At 30 November 2022 Income Expenditure Transfers At 30 November 2023 £ £ £ £ £ 93,514 7,500 - (61,396) 39,618 - 60,000 (60,000) - -
	93,514 67,500 (60,000) (61,396) 39,618
	2,439,932 - (49,597) (98,967) 2,291,368
	2,439,932 - (49,597) (98,967) 2,291,368
	60,910 629,698 (678,240) 160,363 172,731
	60,910 629,698 (678,240) 160,363 172,731
	2,594,356 697,198 (787,837) - 2,503,717

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, and the recent acquisition of St John’s Methodist Church, net of mortgage financing as set out in note 11. As mentioned previously, these are not available to run activities and programmes or support core charity costs.

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Restore Hope: Annual Report and Financial Statements For year ended 30 November 2024

14. CONTINGENCIES

There were no contingent liabilities which should be disclosed at 30 November 2024 (2023: None).

15. CAPITAL COMMITMENTS

There were no capital commitments at 30 November 2024 (2023: None).

16. ULTIMATE CONTROLLING PARTY

There is no ultimate controlling party.

17. FUTURE COMMITMENTS

The Charity has no commitments, obligations or intentions to provide services, funding or other resources in the future.

18. COMPARATIVE STATEMENT OF FINANCIAL ACTIVITIES

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Restore Hope: Annual Report and Financial Statements For year ended 30 November 2024