2021-03-31-accounts - Home-Start Watford And Three Rivers

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Annual Report 2020/21

Our Mission Every parent has the support they need to give their children the best start in life. Because Childhood Can't Wait.

Home-Start Watford & Three Rivers help local families with at least one child under 5 years deal with the challenges they face.

We intervene early, supporting parents as they learn to cope, improve their confidence and build better lives for their children.

HOME-VISITING SUPPORT Trained volunteers provide weekly one-to-one parenting support in the home.

SUPPORTING CHILD DEVELOPMENT Playing, listening, fun, skills, outings & friendships.

EMOTIONAL SUPPORT Empowering parents to manage & resolve problems.

PRACTICAL HELP Budgets, nutrition, cooking & home safety.

SIGNPOSTING Linking local health, community & educational services/training.

OUTREACH/FAMILY GROUP WORK Helping isolated families become more involved in their community.

ADVOCACY Supporting families to have their voice heard.

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Our
Core
Services
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COUNSELLING
Supports parents living with a
mental health difficulty.
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Where we work

Our work

We are a highly respected organisation and truly embedded in our local community. Referrals come from every corner of the community including GPs, social workers and midwives.

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Health Visitors
Self Referral
Family Support Workers
Other
0 10 20 30 40 %
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Complex needs

Our service is universal for anyone with children aged under 5, including self referrals. On referral, we find that most families are experiencing multiple or complex needs.

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61% 59% 41% 62%
Lonely & Mental Health Child's Learning Low
Isolated Difficulties Development self-esteem
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Families Supported
Watford 51%
Three Rivers 30%
Hertsmere 19%
How we help
Practical Support
Child Activities
Emotional Support
Remote Support
0 10 20 30 40 50 %
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How we help

Note: Covid-19 restrictions resulted in many services being delivered remotely. Remote support includes elements of practical support, child activities and emotional support.

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we trained
Our Year
In 901 home-visiting13
5850 Numbers volunteers
family visits/calls
hours of support made by our
provided home-visiting
to local families service
96
families & 390
staff directly
60 260 supported 1:1 counsellingsessions
volunteers children were 27
generously gaveup their time supported byour service families duringlockdown
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Introduction

Despite the challenges of the past year, our incredible team has shown huge commitment, resilience and flexibility enabling us to rapidly adapt our service to the needs of families we support and remain ‘open for business'. They have found new ways of working, some of which will form part of our future support.

In May 2020 we conducted an in-depth survey across our organisation. We collaborated with all stakeholders including supported families and volunteers, to develop a new three year Strategic Plan that will help provide parents with the nurturing support needed to create a better future for their children.

Priorities include re-connecting with families we support through our unique home-visiting service. We will also expand opportunities for our families to connect with, and provide support for, each other through family groups and further development of group activities.

The past year has taken a toll on the mental well-being of many families. During this time we continued to offer our counselling service, working online where necessary. We recognise the significant gaps in the local provision of low-cost counselling services, and plan to expand our reach in this area.

In recognition of the new challenges facing us, we have appointed 3 new members of staff enabling us to grow our reach and continue our holistic approach to coordinating volunteers and families to provide a truly bespoke support service. We have also recruited several new Trustees who bring a range of highly relevant skills, experience and diversity to the Board.

Throughout the year, we have improved our visibility through strong, creative social media campaigns with the aim of extending our reach into the community. In partnership with a local film production company, we also produced a short video highlighting the wider social purpose and benefit of our charity shop.

Despite a challenging environment, we end this year in a strong position at every level and can look ahead with excitement and an increased sense of confidence. We are enterprising, eager to innovate and create new solutions.

On behalf of the Trustees, I want to thank our CEO, Emma Power, for her inspirational leadership, and all of our employees and volunteers for their dedication and energy. With such a strong team we approach our vital work with confidence, determination and excitement.

As we likely face an even greater demand for our services, there has never been a more important time for our work. To make a truly lasting difference, we must enable parents and their children to build good connections within their family units as well as with others in their local communities. We will continue to optimise opportunities offered by digital platforms alongside face to face services. We aspire to build on our financial stability, grow existing partnerships, diversify and extend activities and support services to ensure we enable our families to thrive, not just survive.

Simone Collins, Chair

Trustee Board - Roles & Responsibilities

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Volunteer Rep & DataBernadette Coleman Staff Rep & EmploymentSimon Boulcott Community FundraisingSimone Collins, Chair Stephen HewettRetail Projects & StrategyKam Johal
Communications & CommercialJulian Lipton, Vice Chair Marketing & PRRena Patel John Robinson, FundraisingTreasurer Corporates & CounsellingGeorgina Sturmer Amy Wilcox-SmithSafeguarding
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Trustee Board as at 31.03.21
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Our Objectives & Values

To safeguard, protect and preserve good physical and mental health of children & their parents. We:

Reassure parents that difficulties bringing up children are common. We encourage enjoyment in family life. Encourage the parents’ strengths and emotional well-being for the ultimate benefit of their children. Support parents to develop long term coping strategies for every day challenges and life’s ups & downs. Develop a relationship of trust with the family. Our approach is flexible and tailor made. Challenge disadvantage, injustice and social exclusion. Our service is universal, to all families, whatever their background or need.

Integrity We lead with integrity to deliver a professional and reliable service.

Community

We foster a sense of community and ensure our service is available to all.

Support

We work to support, enable and inspire by being responsive, friendly and kind.

Respect Everyone feels valued, respected, listened to and included.

Rising to the Challenges in a Year of Crisis 2020/21 Highlights

Covid-19 has had a profound effect on every corner of the globe. Like many organisations, we have had to adapt to a different way of working.

We are incredibly proud of how our team seamlessly transitioned into the the 'new norm' with an overriding focus on the needs of our beneficiaries. We are also thankful to our amazing funders for their insight, pro-activity and understanding. Here are some of our highlights of the year:

WHATEVER IT TAKES

Our staff team went above and beyond their regular roles and combined with the incredible work of our volunteers, we provided remote and practical support to 96 families & 260 children.

COME DINE WITH ME

We partnered with The Grove Hotel, Watford to deliver weekly meals to 25 socially isolated families also struggling with mental health and financial difficulties.

MAKING A DIFFERENCE

Our supported families reported improvements across all four key criteria: parenting skills, well-being, children's well-being and family management.

HANDS - FACE - SPACE

Our volunteers accompanied vulnerable families on hundreds of socially distanced walks - great for improving well-being.

AND THE WINNER IS...

Our CEO, Emma Power who received a 'Hero of Hertfordshire' award for her outstanding service and support given to the people of Hertfordshire during Covid-19.

Chief Executive

We sat down in January 2020 to plan our year of fundraising, family day trips, parties and project development. Two months later we entered a new world where planning anything would prove impossible. It made me think how similar the situation was to becoming a parent - the lovely plans we make which can change at the drop of a hat as the element of chaos is introduced! I remember fondly my own experience, organising my two year old daughter's 3rd birthday party. Invites were sent, food was ordered and she woke up on the day covered in a beautiful collection of chicken pox spots!

For me, as for many other parents, having support during times of chaos, helping us navigate through to a calmer place, makes a huge difference. The outstanding team, whilst coping with their own challenges, selflessly provided this support for families across Watford, Three Rivers & Hertsmere. Our data only tells half the story and doesn't capture the sheer magnitude of support delivered. We worked with new partners to deliver food, baby essentials, home schooling activities, home equipment and shopping vouchers.

We provided welfare grants for families to support their recovery from the pandemic. Countless phone calls, video calls, text messages, online family groups and socially distanced walks. At one point, 90 phone calls a week were made to families excluding those made to organise deliveries, contact GPs, crisis teams, social workers and other professionals. The Home-Start team quietly coordinated a network of support for families in times of huge stress and anxiety.

Our theme for 2021 is "Let’s Reconnect." Whilst 2020 afforded us with opportunities to connect in new digital ways we would have never ordinarily explored, nothing can replace that in-person connection we all so desperately need. I am looking forward to renewing connections that have been lost and establishing new ones. It is rewarding to see our shop, groups and counselling service re-open in person. In the coming months, we will recommence home-visiting. A massive thank you to everyone in our Home-Start family and to all who have supported us. I cannot wait to see you all again #letsreconnect.

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‘Never underestimate the empowering effect of human connection. All you need
is that one person, who understands you completely, believes in you and makes
you feel loved for what you are, to enable you – to unfold the miraculous you.'
Drishti Bablani
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Emma Power, CEO
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In a 'normal' year, we would be reporting individually on each of our service divisions.

But this was no ordinary year.

Our approach to the events of 2020 highlights our great strengths as an organisation. Our focus remained firmly on the needs of the families that we support, and we showed flexibility and determination in adapting our services and ways of working amidst an ever changing pandemic landscape.

Our Trustee board went from sitting bi-monthly to bi-weekly to ensure strong but flexible governance. Our dedicated team of staff and volunteers seamlessly adapted to different ways of working.

What we achieved wouldn't have been possible without the understanding, flexibility and support from our amazing funders. From the Home-Start team and all of our supported families - thank you.

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Home-visiting
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Home-Start are the only national organisation to go into homes in crisis to take the strain off families. Home-visiting is a unique service at the very core of our work.

Coordinators recruit and train volunteers, all with parenting experience. They are sensitively matched with a family needing support and visit them weekly, normally over 6 months, for 2-3 hours. They build in-depth relationships, offer a listening ear, practical and emotional support.

Volunteers provide emotional and practical stability to children in times when their parents are under pressure e.g. following the arrival of new born babies, illness and marriage breakdown. They help children to improve language skills and creativity through communication, reading and imaginative play, and to develop appropriate responses to other children and adults.

Our team also directly support our families by attending meetings with professionals and signposting them to specialist help where required.

Over three-quarters (of families) valued the fact that they were getting support from a volunteer instead of a professional. Home Is Where We Start From, Home-Start UK

National restrictions meant that for the majority of the year, traditional home-visiting was not possible. However, our focus was to ensure that, for as many of our supported families as possible, it was 'business as usual'. Families were supported in a variety of ways by our network of volunteers and staff team.

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Remote 45% * Practical 10%
96 families & 260 children
Emotional 37% Activities 8% were directly supported during the year
See note, page 3
Better outcomes for families and their children
Families' needs are measured at the end of support. They also score themselves from notstart, middle and
coping at all through to coping very well.
With our support, families made progress in
all four areas of need:
Parenting Parent Child Family
Skills Well-being Well-being Management
20% 45% 7% 24%
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Project Snapshot During the third year of this project, we Social Isolation responded to Covid-19 restrictions by moving home-visiting support to online and telephone support for these socially isolated families.

Funder National Lottery Community Fund Duration 4 Years What are we doing? Supporting 60 socially isolated families per year. Support takes place in the family home. Parent volunteers receive comprehensive training including solution focused techniques.

On entering year 4, we hoped to resume a ‘normal’ way of working. Risk assessments were completed for staff to return to the office, community hubs were open and face to face counselling had resumed.

These plans were short lived and as we entered further government restrictions, our focus switched to activities that would help families to manage the ever growing pressures of lock down.

What is social isolation?

Absence of social contact; state whereby families are cut off from social networks.

Our funder, National Lottery Community Fund, showed enormous flexibility and compassion in supporting us to extend our project by six months. By extending this support, we were able to offer a lifeline to families that had been hit hardest by the social isolation of the pandemic. As we begin to gradually return to face-to-face support, we are determined to empower these families to reconnect with their local community.

Can lead to loneliness although is different from being lonely as it is the quality of relationships that needs to be addressed.

Often triggered by interrelating factors i.e. health, disabilities, abuse, bereavement, family breakdown, depression and being new to area.

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5
Family coping needs are assessed at start, middle and end of support.
4 Chart illustrates impact of support in 5 key areas of need at start/end.
3
2
1
0
Managing Child's Behaviour Coping With Feeling Isolated Parent's Self Esteem Day To Day Running Of House Involvement In Child's Development
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During the year, families reported significant progress in 11 of 14 areas with other areas directly affected by lockdown.

"My volunteer formed a special bond with me that showed me they cared. They helped build my confidence and show me that I was not alone in my problem."

Project Snapshot Covid-19 restrictions took effect shortly after Tackling Multiple our funding award. Following discussions with Deprivations Henry Smith, we focused on introducing newways of supporting our families and adapting to the ever changing situation.

We opened Covid-19 secure community hubs to provide safe meeting spaces for families and their volunteers; art therapy family sessions; a Zoom playgroup and delivered 320 activity packs for families.

In lieu of home-visiting, volunteers and co-ordinators kept in regular contact with families via Zoom and telephone and we introduced socially distanced walks so families could have face to face contact. We encouraged families to support each other with shopping and set up messaging groups to keep people connected.

We provided families with toys, household items and offered free places to online children's classes.
Funder The Henry Smith Charity Duration 3 Years What are we doing? Strengthen our service delivery in some of Hertfordshire's most deprived wards - Cowley Hill, South Oxhey and Central.

Recruit and train 15 new volunteers to provide home-visiting to at least 20 families per year. Start additional group with school holiday provision.

Strengthen and extend our two Family Groups in Central Watford and South Oxhey.

Jocelyn, a single parent lives in one of Hertfordshire's top five areas of deprivation. She was referred to us by her Support Worker who felt she would benefit from volunteer support.

Jocelyn was isolated with key relationships breaking down. She was anxious and stressed with her mental well-being declining. During lockdown her volunteer maintained weekly contact. Jocelyn was living in a 2nd floor social housing flat with no lift and concrete steps. Without help, she was struggling to go to the supermarket with both her children and access activities outside. We were able to deliver activities for the children and equipment for the home. In addition, a weekly hot meal and food bank

deliveries were arranged.

As restrictions eased, our volunteer met Jocelyn for a socially distanced walk giving her the extra pair of hands needed to leave her flat, and enabled her children to visit the park. With support, Jocelyn was empowered to set up a weekly grocery delivery.

At Christmas, Home-Start provided the family with supermarket vouchers. Jocelyn also received news that she was being rehoused to a house with garden. Using the Welfare Fund (income raised by local school), we provided the family with vouchers to purchase garden toys for the children. A new start for them all and Jocelyn was so pleased that she would no longer have to navigate the flights of stairs.

Counselling Counselling

Our counselling service supports parents living with a common mental health problem e.g. depression, anxiety, health conditions or disability.

We support parents experiencing difficult life events including divorce, bereavement or issues from their own childhood. By showing empathy, and walking alongside parents, we aim to improve resilience, confidence in parenting abilities, and the life chances of their children.

What makes us different?

We are trusted by the families that we support. This makes them more likely to engage with us for counselling services.
Childcare is a major barrier to accessing counselling. We offer childcare support to parents accessing our counselling services, and these services are term-time only. This is unique. Our service is free although clients can donate if they wish to.

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13
parents
supported
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75%
attendance
rate
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We offer up to 26 weeks of support.

100% improvement in psychological well-being

Services are in accessible, warm, community venues.

Our Counselling Service is needed more than ever and has continued to offer weekly sessions via telephone or video call throughout the pandemic.

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CORE-10 Psychological Wellbeing
mild 11-15, moderate 16-20
20 moderate/severe 21-25, severe 25+
Start / End
10
0
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In addition to counselling sessions, parents have also benefited from weekly contact from a trained parent volunteer. Volunteers offer emotional support and empower parents to access additional support e.g. food bank vouchers, domestic abuse support, budgeting and benefits advice.

Client 1 Client 2

Client 3

Client 4 Client 5

Hertfordshire's NHS has commissioned Social Prescribing Link Workers throughout the county Social to work closely with GP surgeries, supporting patients to find non-clinical solutions to improvetheir wellbeing. Link Workers are medically trained and work intensively with a small number Prescribing of individuals, enabling them to access support within their local community. We are proud to employ two Link Workers at our Watford headquarters.

What is Social Prescribing?

Our health and wellbeing can be affected by various social, economic and environmental factors. Money worries, work stress or family life can contribute to the way we feel and act. GPs see many patients who suffer physically or mentally from these outside influences which cannot be cured by medication or doctors alone.

Social prescribing, sometimes referred to as community referral, is where GPs, nurses and other primary care professionals refer people, directly or via a social prescribing link worker, to a variety of non-clinical services in their local area which can help to improve their health or other issues they are dealing with.

The benefits of Social Prescribing include:

It really works...

Improved physical health

Increased self-esteem and confidence

Improved psychological and mental wellbeing

“Our social prescribing link workers have so enriched our care for patients and families facing all sorts of difficulties and challenges. They are helping GPs meet the social needs, which make up a big part of being well and fulfilling potential.

They work with each practice, serving a variety of communities, and are already building strong bridges with the statutory and voluntary organisations nearby, so they can be advocates for patients and carers finding it hard to move forward.

As our work together grows, we hope to make social prescribing an offer from cradle and learn from our Home-Start friends how they make a big difference to families with young children."

Dr Marie Anne Essam, Pathfinder Practice

Let's Talk Shop!

Treasurer's Report

I am pleased to report a year of significant progress for the charity during the financial year ending on 31st March 2021.

Our Watford charity shop plays a significant role in our community providing opportunities for volunteering as well as a welcoming space for families seeking familiarity and connections.

As with so many other retailers, we had to close for much of the reporting year due to COVID-19 restrictions which inevitably impacted on our ability to achieve what we had planned for. However, our fantastic retail team, led by Laura Browne did not rest on their laurels!

.In the year under review, our income grew by 18% to £ 290k, primarily as a result of a tremendous fundraising effort during a particularly challenging year.

The shop was made Covid-19 safe for the limited times that it was able to fully operate. During closures, the team developed the shop's online presence and attended training courses which will both improve the retail experience for volunteers and customers and help raise vital funds for the charity.

Collaborating with local GP practices, we employed 2 funded link workers. Their salaries are reflected in an expenditure increase in for the year. Other costs were comparable to the previous year. This has enabled the charity to provide innovative solutions and vital support to its beneficiaries whilst making a modest surplus.

We are optimistically looking forward to the year ahead with a number of exciting initiatives planned including a new film highlighting the social value of the shop, e-commerce store and plenty more surprises! Most of all, we look forward to once again serving our amazing community.

It is very encouraging to see the continued improvement in the charity's finances which enables the Board to consider further ways of enhancing service provision to meet the ever changing needs of our beneficiaries. The charity's aim is to to continue this trend, which has been helped by winning long term funding in the year.

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The trustees will continue in their efforts, ably assisted by a strong
and revitalised operational staff team, to grow the charity's income
in the year ahead and address the needs of our beneficiaries.
Financial Summary
2020-21 2019-20
Income £ 290,357 Income £ 245,130
Expenditure £ 281,374 Expenditure £ 241,686
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So much more!

In 2020 we directed 40% of our funding to developing and managing new, innovative ways of supporting families. Families found themselves socially isolated, separated from support networks and in accommodation offering no safe outdoor space. Parents struggled with their mental health, children's behaviour and finances. Children not in school exasperated the situation. Families also experienced a drop in other service support. Our team were determined to ensure that families did not feel forgotten about or alone. We invested in our infrastructure to enable staff to work securely and efficiently remotely. At the height of the pandemic volunteers and coordinators made over 90 phone and video calls each week to families needing support.

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support networks and in accommodation offering no safe outdoor space. Parents ‘These meals are a lifesaver,
struggled with their mental health, children's behaviour and finances. Children not in when I’m very tired I know there's
school exasperated the situation. Families also experienced a drop in other service support. food in the kitchen on Saturday.Thank you.’
Our team were determined to ensure that families did not feel forgotten about or alone.
We invested in our infrastructure to enable staff to work securely and efficiently remotely.
At the height of the pandemic volunteers and coordinators made over 90 phone and video
calls each week to families needing support.
‘It was so nice to feel that
someone in the community was
thinking of us.’
‘I really appreciate the help and support you
have given my family in such tough times. I can't
thank you enough for checking on us. Without
you as a voice of sanity I would have been lost.’
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Neighbourly Charitable Trust Neighbourly Ltd Pettit Charitable Trust Richard Platt’s Relief In Need Shanly Foundation Mrs Smith & Mount Trust Souter Charitable Trust Sylvia Adams Charitable Trust TF Tull Ltd

SCHOOLS Ralph Sangster St Joan Of Arc Mark Watkin Central Primary Jane West Phil Williams LOCAL ORGANISATIONS Tim Williams Garston Boys FC Hertsmere Borough Council Bushey Parish Three Rivers District Council Hertfordshire Community Foundation Watford Borough Council Watford and Three Rivers Trust Watford Bid TRUSTS, FOUNDATIONS & FUNDS Herts Valley CCG Christopher Laing Foundation

DONATIONS Amazon Smile Challenge & Fundraiser Events Easy Fundraising Facebook Birthday Fundraisers Golden Giving Lottery Players

SUPPORTERS Berkeley Homes Dawn Jordan Henry Holland Hibbert (High Sheriff) The Grove Hotel Think About It Films (Ian Port) Mayor Peter Taylor Mothercare (Simone Spencer Ahmed) VWV Solicitors Watford Chamber of Commerce (Chris Luff)

a huge THANK YOU to our supporters, funders & volunteers. YOU ARE TRULY AMAZING!

CORPORATE SPONSORS

COUNCILS & COUNCILLORS Alchemy Foundation Sarah Bedford Chesterhill Charitable Trust Nigel Bell Denton Charitable Trust Frances Button Sir Derek Greenaway Foundation Morris Bright Frank Litchfield Charitable Trust Susan Brown Groundwork Caroline Clapper Happy Charitable Trust Steve Drury Henry Smith Charity Joan King Home-Start UK Stephen Giles Medhurst National Lottery Community Fund & Alan Plancey Reaching Communities Fund

Looking forward to 2021/22.... #letsreconnect

1st Floor, The Xchange, Wilmington Close, Watford, Hertfordshire WD18 0FQ 01923 248010 enquiries@home-startwatford.org.uk home-startwatford.org.uk

HOME-START WATFORD AND THREE RIVERS

DIRECTORS’ REPORT AND FINANCIAL STATEMENTS FOR YEAR ENDED 31ST MARCH 2021

Company Registered Number 5385393 Charity Number 1108847

HOME-START WATFORD AND THREE RIVERS
A COMPANY LIMITED BY GUARANTEE
FINANCIAL STATEMENTSFOR THE YEAR ENDED 31ST MARCH 2021
CONTENTS	PAGES
Company Details	1
Report of the Directors:	2
Structure, Governance & Management
Risk Policy
Statement of Directors’ Responsibilities
Activities
Pay Policy
Future Plans
Report of the Examiner	5
Statement of Financial Activities	6
Balance Sheet	7
Notes Forming Part of the Financial Statements	8 - 18

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HOME-START WATFORD AND THREE RIVERS
A COMPANY LIMITED BY GUARANTEE
REPORT OF THE DIRECTORS FOR THE YEAR ENDED 31ST MARCH 2021
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Directors:	Simon Boulcott
	Sue Bradshaw, Chair -resigned 23.09.20
	Bernie Coleman -appointed 25.11.20
	Phillip Brading -resigned 23.09.20
	Simone Collins, Chair -from 23.09.20
	Stephen Hewett -resigned 26.05.21
	Kam Johal,appointed 24.03.21
	Sophie Linnington,appointed 26.05.21
	Julian Lipton
	Rena Patel,appointed 25.11.20, resigned 09.08.21
	John Robinson
	Amy Wilcox-Smith,appointed 25.11.20
	Georgina Sturmer,resigned 09.08.21
Secretary	Emma Power, Chief Executive Officer
Registered Office	The Xchange, Wilmington Close, Watford, Herts WD18 0FQ
Safeguarding Advisor	Amy Wilcox-Smith
Independent Examiner	David M Green FCA, Gowers Limited
	The Old School House, Bridge Road, Hunton Bridge, Kings Langley, Herts WD4 8SZ
Bankers	Lloyds TSB, Intu Centre, Watford, Herts WD17 2UB

HOME-START WATFORD AND THREE RIVERS A COMPANY LIMITED BY GUARANTEE

REPORT OF THE DIRECTORS FOR THE YEAR ENDED 31ST MARCH 2021

The Trustees have pleasure in submitting their report together with the financial statements for the year ended 31 March 2021. These financial statements comply with current statutory requirements and the requirements of the Charity’s governing document.

Structure, Governance & Management

Home-Start Watford and Three Rivers (HSW&TR) is a registered charity - No. 1108847 and a Company Limited by Guarantee - No. 5385393, registered in 2005. The charity has no share capital and is governed by its Memorandum and Articles of Association.

The policy, strategy, and general management of HSW&TR is directed by the Board of Trustees who are the Directors of the Company and who meet at least every two months recognising that they are required to meet no fewer than four times in each financial year. The Board of Trustees is supported by professional Advisers with an interest in the welfare of families and young children. The day-to-day management is delegated to a Chief Executive Officer who supports and supervises a team of salaried staff. The Objects of the Charity are carried out by staff and trained volunteers, who are parents themselves, offering regular support, friendship, and practical help to families under stress, primarily in their own homes, and sometimes in support groups, helping to prevent family crisis and breakdown. Volunteers are supported by the team of experienced staff.

The Memorandum and Articles of Association require the Board of Trustees to comprise between 4 to 12 Trustees who are formally appointed by the membership at AGMs. Trustees may co-opt other Trustees who will only stand in office until the following AGM when they must be formally put forward for election if they wish to remain in office.

The Trustees holding office in the year to 31st March 2021 are detailed on Page 1.

The Trustees of the Charity have no interest in any contract with the Charity nor do they receive any remuneration for their service.

Membership of HSW&TR is open to any individual or organisation interested in promoting the charity’s Objects who applies to the Charity in the manner required and approved by the Trustees.

HSW&TR has a comprehensive equal opportunities and diversity policy, which ensures that all staff and volunteers are recruited regardless of ethnicity, religion, age, gender, or sexuality. We also strive to accommodate those with physical difficulties. Families are supported regardless of ethnicity, religion, age, gender or sexuality of the parent(s). A regularly monitored community profile ensures that volunteers are proactively encouraged from all sectors of the local community.

Although HSW&TR is an independent charity, as a Home-Start organisation we are affiliated to the national body, Home-Start UK; a Charitable Trust founded in 1973. Over 200 Home-Start schemes may be found throughout the UK, each an independently registered charity, funded and managed locally. Home-Start UK supports local schemes by providing services such as training, information and legal and safeguarding advice. Home-Start UK also defines quality standards for service provision. Each scheme works within Home-Start UK Standards and Methods of Practice, which are audited every three years against a set of rigorous criteria covering all aspects of governance, management, and financial controls.

Risk Policy

The Trustees conduct regular reviews of the major risks to which the charity may be exposed. Where appropriate, systems or procedures have been established to mitigate and minimise identified risks by implementation of procedures including authorisation of all transactions and projects. Procedures are

HOME-START WATFORD AND THREE RIVERS A COMPANY LIMITED BY GUARANTEE

REPORT OF THE DIRECTORS FOR THE YEAR ENDED 31ST MARCH 2021

in place to ensure compliance with all statutory requirements including, employment law, health and safety of staff and volunteer, and data protection. A Safeguarding Policy is in place and Disclosure and Barring Service checks are carried out on all volunteers and employees who are likely to come into contact with vulnerable children or adults.

Statement of Trustees’ Responsibilities

The Trustees are responsible for preparing the financial statements in accordance with applicable law and regulations.

Company law requires the Trustees to prepare financial statements for each financial year. Under that law, the Trustees have elected to prepare financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). The financial statements are required by law to give a true and fair view of the state of affairs of the Charity and of the profit or loss of the Charity for that period. In preparing those financial statements, the Trustees are required to:

select suitable accounting policies and then to apply them consistently; make judgements and estimates that are reasonable and prudent;

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

The Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the Charity and that enable them to ensure that the statements comply with the Companies Act 2006 and accounting statement FRS102.

They are also responsible for safeguarding the assets of the Charity and for taking reasonable steps for the prevention and detection of fraud and other irregularities.

Activities of the Home-Start Watford & Three Rivers Charity The Trustees of HSW&TR with the support of its staff aim to ensure that:
the scheme has adequate funds to support current activities and envisaged future expenditure;
trustees are inducted, DBS checked, trained and supported to enable them to fulfil their roles and responsibilities;
staff are recruited, inducted, trained, supported, supervised and developed in accordance with good employment practice;
home-visiting volunteers are recruited from all sectors of the community, are DBS checked, undertake the scheme’s comprehensive preparation course and receive ongoing training, support and supervision;
trustees, staff and volunteers are actively encouraged to develop their skills and to support each other to meet the needs of HSW&TR and individual needs; the scheme develops additional activities and services as need is identified and where adequate funding can be obtained;
recruitment campaigns and regular preparation courses are run to maintain a team of trained volunteers able to meet the numbers of appropriate referrals within a reasonable waiting time;
the service provides best practice in safeguarding;
volunteers are carefully matched to families to provide an appropriate service for each family’s needs;
the scheme maintains positive links and partnerships with statutory and voluntary agencies; the scheme maintains a high profile within the local community;

HOME-START WATFORD AND THREE RIVERS

A COMPANY LIMITED BY GUARANTEE

REPORT OF THE DIRECTORS FOR THE YEAR ENDED 31ST MARCH 2021

all activities, feedback from volunteers and families and training are monitored and evaluated;

the offices and facilities of HSW&TR and other venues used for training or functions provide a safe, healthy and appropriate environment for staff, volunteers and visitors;

relevant news and information is circulated to staff, volunteers and trustees;

appropriate administrative and recording systems are in place;
the scheme operates a charity shop in support of its sustainable funding policy and to provide a range of volunteering opportunities. During the year to 31st March 2021, the Watford shop was subject to closures in line with Government Covid-19 regulations and when permitted to open, it operated in accordance with all relevant health & safety requirements including full Covid-19 risk assessments;
service delivery continued by remote support due to the Covid-19 pandemic with all staff, volunteers and trustees operating from home when required by Regulations to do so. As restrictions eased, some face to face services, such as counselling, were delivered on a Covid-19 safe basis following full risk assessment.

Fundraising Activities

The Charity’s fundraising activities are community based however due to Covid-19 restrictions most have not taken place.

Pay Policy for Senior Staff

The Board of Trustees and 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 Trustees’ expenses and related party transactions are disclosed in note 13 to the accounts.

The key management remuneration policy is set by the Trustees and is reviewed on an annual basis as part of the budget setting process.

Future Plans

Home-Start Watford & Three Rivers is proud of the support we give to many local families. In order to ensure our long term future, we continue to seek new sources of funding. We are grateful to the effort of all staff, volunteers and donors who continue to support us.

We will continue to strive to meet our core aims and move towards the objective of reaching sustainability over the medium to long term, thus enabling us to attract and train qualified staff and volunteers, to support more families and children in our catchment area.

Due to Covid-19 restrictions we have continued to provide most of our services on a remote basis. We will continue to adapt our service delivery as required by government guidelines to ensure the best possible outcomes for our families.

The Charity has a well-developed and robust strategy going forward.

The Directors’ Report was approved by the Board of Trustees on 10th September, 2021

Signed for and on behalf of the Trustees Simone Collins, Chair

Home-Start Watford & Three Rivers Date 10th September, 2021

HOME-START WATFORD AND THREE RIVERS

A COMPANY LIMITED BY GUARANTEE

INDEPENDENT EXAMINER'S REPORT TO THE DIRECTORS OF HOME-START WATFORD & THREE RIVERS FOR THE YEAR ENDED 31ST MARCH 2021

I report on the accounts of the company for the year ended 31st March 2021, which are set out on pages 6 to 18.

Respective responsibilities of trustees and examiner

The trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the accounts. The trustees consider that an audit is not required for this year under section 144(2) of the Charities Act 2011 (the 2011 Act) and that an independent examination is needed.

Having satisfied myself that the charity is not subject to audit under company law and is eligible for independent examination, it is my responsibility to:

examine the accounts under section 145 of the 2011 Act;
to follow the procedures laid down in the general Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act; and
state whether particular matters have come to my attention.

Basis of independent examiner’s report

My examination was carried out in accordance with the General Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts, and seeking explanations from you as trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit and consequently no opinion is given to whether the accounts present a ‘true and fair view’ and the report is limited to those matters set out in the statement below.

Independent examiner’s statement

In connection with my examination, no matter has come to my attention:

(1) which gives me reasonable cause to believe that in any material respect the requirements:
to keep accounting records in accordance with section 130 of the 2011 Act; and
to prepare accounts which accord with the accounting records and comply with the accounting requirements of FRS102 and the 2011 Act

have not been met; or

(2) to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached.

David M Green Gowers Limited

Date 10th September, 2021 The Old School House, Bridge Road, Hunton Bridge, Kings Langley, Herts WD4 8SZ

HOME-START WATFORD AND THREE RIVERS A COMPANY LIMITED BY GUARANTEE

STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31ST MARCH 2021

HOME-START WATFORD AND THREE RIVERS A COMPANY LIMITED BY GUARANTEE

BALANCE SHEET AS AT 31ST MARCH 2021

HOME-START WATFORD AND THREE RIVERS A COMPANY LIMITED BY GUARANTEE

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31ST MARCH 2021

1. Company limited by guarantee

Home-Start Watford & Three Rivers is a company incorporated in England limited by guarantee No. 5385393 and is a registered charity No. 1108847. The extent of the liability of the members of the company on a winding up is limited to a maximum of one pound each.

2. Accounting policies

The following accounting policies have been applied consistently in dealing with items that are considered material in relation to Home-Start Watford & Three Rivers.

2 (a) Basis of preparation

The accounts have been prepared under the historical cost convention.

The charity has taken advantage of the exemption in Financial Reporting Standard No 1 from the requirement to produce a cash flow statement on the grounds that it is a small charity.

These accounts 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) (effective 1 January 2015)”.

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

2 (b) Critical accounting estimates and judgements

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

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

2 (c) Investment resources

Incoming resources are accounted for on a receivable basis deferred as described below where appropriate. Grants are all included in incoming resources from charitable activities on the SOFA.

2( d) Investment income

Bank interest is included in the income and expenditure account on a receivable basis.

2 (e) Recognition of Liabilities

Liabilities are recognised on the accruals basis in accordance with normal accounting principles, modified where necessary in accordance with the guidance given in the Statement of Recommended Accounting and Reporting issued by the Charity Commissioners for England & Wales.

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NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31ST MARCH 2021

2 (f) Resources expended

All costs are allocated to those categories to which they relate. Where this is not possible, then they are suitably apportioned on the basis between costs of activities in furtherance of the charity’s objects and costs of generating funds 80:20 respectively. All costs are accounted on an accruals basis, inclusive of VAT which cannot be recovered.

2 (g) Governance costs

All costs incurred by the Charity other than direct charitable expenditure are included in governance costs and are accounted for on an accruals basis.

2 (h) Fixed Assets and depreciation

Tangible fixed assets are stated at cost less depreciation.

Depreciation has been provided at the following rates in order to write off the assets (less their expected residual value) over their useful economic lives. Office Equipment 25% straight line

2 (i) Taxation

As a registered charity, the company is exempt from income and corporation tax to the extent that its income and gains are applicable to charitable purposes only. Value Added Tax is not recoverable by the company, and is therefore included in the relevant costs in the Statement of Financial Activities.

2 (j) Fund accounting

The Charity maintains a general unrestricted fund which represents funds which are expendable at the discretion of the Directors in furtherance of the objects of the Charity. Such funds may be held in order to finance both working capital and capital investment. Where conditions are such that funds received cannot be expended during the accounting period, any such monies are held as income in advance.

Restricted funds have been provided to the charity for particular purposes, and it is the policy of the Board of Directors to carefully monitor the application of those funds with the restrictions placed upon them.

2 (k) Gifted assets

Gifted assets received are included at valuation if material.

2 (l) Volunteers

The Charity relies on the support from volunteers who are unpaid. The value of volunteer’s time is not included in the SOFA.

2 (m) Pension Contributions

Pension costs relate to contributions to individual employee scheme and are charged to the SOFA as they fall due.

2 (n) Winding up or dissolution of the charity

If upon winding up or dissolution of the charity there remains any assets, after the satisfaction of all debts and liabilities, the assets represented by the reserves shall be transferred to some other charitable body or bodies having similar objects to the charity.

HOME-START WATFORD AND THREE RIVERS A COMPANY LIMITED BY GUARANTEE

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31ST MARCH 2021

HOME-START WATFORD AND THREE RIVERS A COMPANY LIMITED BY GUARANTEE

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31ST MARCH 2021

HOME-START WATFORD AND THREE RIVERS A COMPANY LIMITED BY GUARANTEE

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31ST MARCH 2021

HOME-START WATFORD AND THREE RIVERS A COMPANY LIMITED BY GUARANTEE

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31ST MARCH 2021

HOME-START WATFORD AND THREE RIVERS

A COMPANY LIMITED BY GUARANTEE

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31ST MARCH 2021

The scheme is classified as a 'last-man standing arrangement'. Therefore, the company is potentially liable for other participating employers' obligations if those employers are unable to meet their share of the scheme deficit following withdrawal from the scheme. Participating employers are legally required to meet their share of the scheme deficit on an annuity purchase basis on withdrawal from the scheme.

A full actuarial valuation for the scheme was carried out at 30 September 2017. This valuation showed assets of £ 794.9m, liabilities of £ 926.4m and a deficit of £ 131.5m. To eliminate this funding shortfall, the Trustee has asked the participating employers to pay additional contributions to the scheme as follows:

Deficit contributions

From 1 April 2019 to 31 January 2025: £ 11,243,000 per annum (payable monthly and increasing by 3% each on 1st April)

Unless a concession has been agreed with the Trustee the term to 31 January 2025 applies.

Note that the scheme’s previous valuation was carried out with an effective date of 30 September 2014. This valuation showed assets of £ 793.4m, liabilities of £ 969.9m and a deficit of £ 176.5m. To eliminate this funding shortfall, the Trustee has asked the participating employers to pay additional contributions to the scheme as follows:

Deficit contributions

From 1 April 2016 to 30 September 2025: £ 12,945,440 per annum (payable monthly and increasing by 3% each on 1st April)

From 1 April 2016 to 30 September 2028: £ 54,560 per annum (payable monthly and increasing by 3% each on 1st April)

The recovery plan contributions are allocated to each participating employer in line with their estimated share of the Series 1 and Series 2 scheme liabilities.

Where the scheme is in deficit and where the company has agreed to a deficit funding arrangement the company recognises a liability for this obligation. The amount recognised is the net present value of the deficit reduction contributions payable under the agreement that relates to the deficit. The present value is calculated using the discount rate detailed in these disclosures. The unwinding of the discount rate is recognised as a finance cost.

HOME-START WATFORD AND THREE RIVERS A COMPANY LIMITED BY GUARANTEE

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31ST MARCH 2021

HOME-START WATFORD AND THREE RIVERS A COMPANY LIMITED BY GUARANTEE

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31ST MARCH 2021

HOME-START WATFORD AND THREE RIVERS A COMPANY LIMITED BY GUARANTEE

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31ST MARCH 2021

HOME-START WATFORD AND THREE RIVERS A COMPANY LIMITED BY GUARANTEE

NOTES TO THE ACCOUNTS FOR THE YEAR ENDED 31ST MARCH 2021