Company no. 06952404 Charity no. 1132581 

## **HENRY** 

**Report and Audited Financial Statements 31 March 2021** 



## **HENRY** 

## **Reference and administrative details** 

## **For the year ended 31 March 2021** 

|**Status**|The<br>organisation|is|a|charitable<br>company|limited|by|guarantee,|
|---|---|---|---|---|---|---|---|
||incorporated on 4|July|2009 and registered as a||charity|on 7|November|
||2009.|||||||
|**Governing**|The company was|established under a memorandum of association which||||||
|**document**|established the objects|||and powers of the charitable||company and is||
||governed under its|articles of association.||||||
|**Company number**|06952404|||||||
|**Charity number**|1132581|||||||
|**Registered office**|6 Elm Place|||||||
|**and operational**|Old Witney Road|||||||
|**address**|Eynsham|||||||
||Oxon|||||||
||OX29 4BD|||||||
|**Trustees**|Samantha Olsen (chair)|||||||
||Nigel Alcock (treasurer)|||||||
||Tracey Chong|||(appointed 8 July 2021)||||
||Anne Coufopoulos|||||||
||Joanna Dyson|||||||
||Rebecca Lang|||(appointed 8 July 2021)||||
||Dawn Leslie|||||||
||Anne Lloyd|||||||
||Mark Malbas|||(appointed 8 July 2021)||||
||Pinki Sahota|||(appointed 25 March 2021)||||
||Tom Spencer|||||||
||Alexander Vlassopulos|||(resigned 28 January 2021)||||



**Company secretary** Anne Keating 

1 



## **HENRY** 

## **Reference and administrative details** 

## **For the year ended 31 March 2021** 

|**Key management**|Tom Berry|Head of Partnerships and Business Development|
|---|---|---|
|**personnel**|Ginny Cullen|Head of Marketing and Fundraising (from 14 June|
|||2021)|
||Claire Farrell|Head of Training and Development (from 2|
|||August 2021)|
||Laura Harte|Head of Training and Development (to 10|
|||December 2020)|
||Ian Hayes|Head of Finance and Administration|
||Hannah Hickman|Head of Service Delivery|
||Anne Keating|Director of Operations|
||Edwina Pateman|Senior Manager (Partnerships)|
||Megan Pond|Head of Learning and Improvement (from 6|
|||September 2021)|
||Kim Roberts|Chief Executive|
|**Auditors**|Godfrey Wilson Limited||
||Chartered accountants and statutory auditors||
||5th Floor Mariner House||
||62 Prince Street||
||Bristol||
||BS1 4QD||
|**Bankers**|CAF|Nationwide Building Society|
||25 Kings Hill Avenue|Nationwide House|
||Kings Hill|Pipers Way|
||West Malling|Swindon|
||Kent|SN38 1NW|
||ME19 4JQ||
||Aldermore|The Hanley Economic Building Society|
||1st Floor|Granville House|
||Block B, Western House|Festival Park|
||Western House|Hanley|
||Lynch Wood|Stoke-on-Trent|
||Peterborough|Staffordshire|
||PE2 6FZ|ST1 5TB|
|**HR advisors**|Ellis Whittam Ltd||
||Woodhouse, Church Lane||
||Aldford||
||Chester||
||CH3 6JD||



2 



HENRY
Report of the Trustees
For the year ended 31 March 2021
April 2020 - March 2021: Overview
The last year has been a successful one for HENRY. Despite the challenges of Covid we expanded our
geographical reach. breadth of seNices and income. Rapidly adapting all our family support
intetventions and practitioner training courses for live online delivery enabled us to respond to the
needs of families under pressure throughout the pandemic and beyond.
The significant change and innovation we have achieved means we are better placed than ever before
to make a difference to the lives of vulnerable children and their families in the year ahead.
The Trustees present their report and the audited financial statements for the year ended 31 March
2021 lincorporating the directors report).
Mission statement
Our mission is to support a healthy, happy start for children and lay the foundations for a brighter
future.
Vision
Our vision is that children have a healthy, happy start in life to flourish throughout childhood and
beyond. We recognise that parents want the very best for their children- we aim to provide the kind of
responsive support they need to get their children off to a great start.
Values
HENRY aspires to be a values-led organisation. All of our work with families, partners and HENRY
colleagues is underpinned by the following explicit values:
Partnershipy. parentsare the experts in their own family so we start with their experience and
support them to make changes that they believe will lead to a healthier and happier life.
Strengths-based. we acknowledge and build on all the things that are going well, fostering hope and
self-belief.
Person-centred.. families face different challenges - we get alongside families and listen, building a
relationship based on trust and empathy.
Respect. we value families for who they are and seek to understand rather than judge.
Inclusive." we f ind out about the diff iculties that some families face in accessing support and work
proactively to overcome barriers.
Excellence." we strive to provide families with high quality and effective support,. we value learning
about what doesn't work as well as what does. approaching new ideas with an attitude of curiosity
and using reflective practice, evidence and feedback to improve our services.
Snapshot of our work
HENRY now offers holistic support for a healthy start in life from pregnancy to the end of primary
school, including..
Infant feeding

HENRY
Report of the Trustees
For the year ended 31 March 2021
Healthy Familie5 programmes- helping children aged 0-11 benefit f rom a happier and healthier
family life
Cooking
Speech and language development
Oral health
Preparation for parenthood
Distribution of Healthy Start vitamins
We focus on children growing up in marginalised communities. with the aim of reducing health and
social inequalitie5.
450/9 of benef iciaries are in the most deprived quintile of neighbourhoods. with 710/0 in the two most
deprived quintiles
38010 are from BAME backgrounds. risingto 68Yo in London
Our group and1-tO-1 support is delivered in many different community languages lor supported by
interpreters), including Urdu, Bengali, Arabic, Mandarin Chinese, Polish, Turkish, Albanian, Kurdish,
Portuguese, Spanish, Soninka- as well as BSL
There s a big difference between knowing what
children need and putting this knowledge into practice
in the reality of daily life, especially for families facing
other complex challenges. Feedback from thousands
of familie5 over many years shows that our behaviour
change approach really does make a difference. This
yearwe released anew￿11 riia-.LJ Lxyl"Iiiior vidco
describing the HENRY approach to enabling healthy.
happy childhoods- and its long-term impact.
EIN
•IA
Strategic 0￿"eCtiveS 2019 - 2022
In April 2019 we began implementation of our new 3 year plan to deliver on our strategic objectives
and achieve our key organisational goals to maximise:
Impact.. the greatest positive change for the people we support
Reach. the number and diversity of people we support, as well as our geographical reach
Revenue". ensuring financial sustainability to deliver our charitable objectives
The 3-year plan focused on achieving the following objectives..
1. Continue to strengthen our work in the early years
2. Extend HENRY to parents of primary-aged children
3. Reach more families through digital HENRY
4. Develop and maintain our reputation as a centre of excellence
5. Develop work with teenagers through a'test and learn, approach

HENRY
Report of the Trustees
For the year ended 31 March 2021
Reporting on 2020/21: responding to the needs of families during the Covid pandemic
After a year of rapid growth in19/20, as we embarked on Year 3 of this plan in April 2020 the UK had
just entered lockdown.
The impact on babies and children cannot be overemphasised. From
our contact with vulnerable families, we were aware of the
tremendous strain the pandemic placed on isolated, stressed parents
and the potential risks for babies and children who were totally
dependent on those adults for their health, wellbeing and
development. It was clear that these parent5 needed support to
provide a healthy and happy home environment for their children
more than ever and we needed to respond quickly.
HENR Y ha5 been a lifeline.
I don't know where wed
have ended up without
HENR Y.
Parent during lockdown
With our holistic and nimble approach. HENRY was well placed to make a differen￿ for these families.
The whole HENRY team contributed to the cross-organisational work required to rapidly mobilise new
ways of working. including..
Digitalisation - ensuring that our staff had the equipment, tools, skills and systems to both work
effectively from home and deliver services remotely, as well as maintain our high standards of
safeguarding and data protection.
Adaptation of our family interventions and practitioner training courses for online delivery
Training and supporting our staff and partner organisations to provide high-quality support in
radically different circumstances
Developing engaging digital information resources for parents
Delivering and evaluating remote and online setvices
OnEoinE review and management oé our finances in order to mitigate the financial impact of the
pandemic.
Achievements
Reaching families during Covid
HENRY is currently active in 50 local authorities across England, Scotland and Northern Ireland - and
will be introduced in Wales during 21/22
During the last year, with children and their families under extreme pressure as a result of Covid and
repeated lockdowns. we responded swiftly to provide a mix of'live and digital support..
3.500 families benef ited f rom live HENR Y support, delwered mostly online or by phone. It is
testament to the rapidity and flexibility of our response that we were able to provide such high
levels of direct personal support- maintaining over two thirds of our pre-covid in-person reach,
despite our'normal, face-to-face activities no longer being possible.
We reached tens of thousands ot families through innovativedigital outreach and print information
resources. including

HENRY
Report of the Trustees
For the year ended 31 March 2021
A suite of web resources to support families. as well as expectant parents, during Covid.
developed and accessible within days of the country entering its f irst lockdown and
accessed by over 4,000 families in the f irst month.
A range of new HENRY videos. ranging from
preparing a simple. healthy family meal to
planning for the arrival of a new baby- with
viewingfigures of almost 20,000.
Intensive social media activity to provide
parents with a trusted source of emotional
support and ideas for indoor activities, coping
with home schooling, healthy snacks and easy.
affordable meals during l¢xkdown.
Parents valued this online support- we saw a 30Yo increase in Facebook and Instagram
followers. and one post encouraging families to get attive with their children reached
40,000 people.
Distributing over 500 packs with recipes and activity ideas to the most vulnerable families
via mail. f¢x)d banks and relevant l¢xal seNices
In Hackney, where HENRY distributes Healthy Start vitamins 5,100 pregnantwomen, new
mothers and children under 4 years received free vitamins- a 250/0 increase in uptake since HENRY
took over the contract 3 years earlier. including high uptake in Bangladeshi, Indian, Pakistani and
Charedi jewish populations.
Adapting our practitioner training and family interventions for online delivery
At HENRY we know that building a warm. trusting relationship between practitioner and parent is
critical to creating the conditions for change within the family. With that in mind. we aimed to design
online sessions in a way that replicated las much as possible) the quality of relationship. interaction and
participant experience in an online setting as our face-to-face groups- for example, through smaller
group sizes, interactive attivities and plenty of group discussion.
Comments from many practitioners and parents suggested that we
had succeeded in doing this, with similar feedback about the relaxed,
supportive and friendly atmosphere that we get when deliveringface-
to-face.
It was great to experience a
group feeling'desplte being
on Teams
By the end of the year. we had developed online sessions across the
range of HENRY practitioner training and family inteNentions,
supported by detailed manuals, videos print and digital resources.
Parent on online programme

HENRY
Report of the Trustees
For the year ended 31 March 2021
Practitioner training:
Core Training
Online Facilitation Training
A Healthy Start in Childcare
Raise. Engage, Refer
Family support
Our two 8-session HealthyFamilies programmes- early years and
primary age
6-session Preparation for Parenthood programme
Development of new 4-session parent support group
Topic specif ic workshops e.g. starting solids, fussy eating eating
well for less
It hos meant so much to
us to know we can still
reach andsupportparent5
despite lockdown. HENR Y
have given us the mean5
to do thot.
Partnership area
Supporting local authorities to deliver online HENRY programmes
As lockdown started, parents all over the country were finishing our 8-week face-to-face Healthy
Families programmes. We launched the adapted online version of the programme on15 May 2020.
providing partnership areas with online manuals, supporting videos and digital evaluation tools.
Our Partnerships Team worked closely with health. early years and
children s services in 42 local partnership areasto support them with
the logistics of delivering programmes and workshops online.
Meeting as an online group was a major change for facilitators as well
as participants. so we ran online sessions with small groups of
facilitators prior to them delivering online for the first time to help
build their skills and confidence to work effettively in a digital
environment.
We feel really safe and
looked after with HENR Y.
Whenever we email or call
for support it has always
been offered and thats so
appreciated.
Partnership area
Despite the challenges of the pandemic. the Last year saw a great
deal of positive progress in the HENRY family support provided by partnership areas..
Increased geographical reach.. the number of partnership areas grew from 33 to 42 over the last
year
HENRY rolled out in Northern Ireland in partnership with the region S 5 NHS Health & Social Care
Trusts and Public Health
Increased support in the primary years.. 8 local authorities are now delivering our Heolthy Families
Growing Up programme

HENRY
Report of the Trustees
For the year ended 31 March 2021
EncouraginE uptake of online delivery of early years
programme.116 online Healthy Families Right from the
Start programmes were delivered by partnership areas.
Positive feedback on online delivery. 920/0 of parents rated
the programme as good or great. Thi& combined with a
retention rate of 86 %, suggests that the online adaptation
succeeded in creating the same quality of support and
relationship as face-to-face programmes.
Supporting families during Covid through our national and local HENRY teams
HENRY'S six l¢xal seNices, together with the national team. continued to support families throughout
the last year- finding creative solutions and developing innovative new approaches to meet the needs
of parents and children during repeated lockdowns, school closures and Covid restrictions.
HENRY Buddies
At the beginning of the year. we developed a new service to support
parents through the challenges of family life during lockdown and
build resilience. A trained team of HENRY Buddies provided regular
support (by phone, text and video calls) to vulnerable and isolated
parents during the crisis- with the emphasis on supporting parents
wellbeing $0 they were able to care for their children. and on helping
the whole family get through the pandemic as healthily and happily
as possible.
My Buddy ha5 been a great
listener in a time of need
and helped me to see things
in a more posltive light. My
heart was really heavy at
the start. but my Buddy
helped me to work out what
I needed to do about the
thing51 was struggling with
and now my heart feels so
much lighter......
Our established relationships with partners in early years, schools
and children s seNices at the local level meant we were able to offer
the service to families who were cut off from their normal sources of
supporL
The Buddies service highlEhted the enormous value of knowing that
someone is there and cares at times of crisis. Parents told us what a
difference it made that someone listened to what daily lifewas like
for them and their family and how important this has been in helping
them to develop their coping strategies.
Parent who recetved buddying
support duringcovid

HENRY
Report of the Trustees
For the year ended 31 March 2021
Domestic violence and safeguarding have been particular concems
during the pandemic- for some children home is not always a safe
space. Buddies received additional training in domestic violence and
involved social care staff when we became aware of safeguarding
concerns. For some parents, having the support ofa trusted Buddy
helped them take the necessary steps to protert themselves and
their children.
Thi5 moming I woke up not
feeling frightened for the first
time.
Parent who received buddying
support during Covid
Reducing isolation
Finding ways to break down family isolation and improve emotional
well-being was a priority during repeated lockdowns and school
closures. With few or no opportunities to meet other parents and
benefit from mutual support, parents repeatedly talked aboutthe
strain of being together as a family 24/7 without outside input, and
how this was affecting their own stress levels as well as their
children s emotional wellbeing. Children show this strain through
their behaviour- parents described how they were much more likely
to'fall apart, over small incidents. were less cooperative and found it
harder to sleep.
We hadgreat chats in a
relaxed, 5trurturedand
inclusive way. It all felt
comfortable chatting away
andgetting to know all
those on the programme
also.
Parent who joined HENRY
suDrK)rt ÈrouD durinl Cowd
As a partner in Barnardo s See Hear Respond project, we were able to
reach 350 of some of the most vulnerable families across the
country, especially those in areas where HENRY has no local
presence. and facilitate 4-ses5ion online parent support groups.
These were a vital opportunity for parents to hear from one another
and share experiences, as well as explore ideas to help them..
I now hove more
awareness of the need5
underlying my childs
behaviour. I really
appreciated the
visualisations to relax both
me and my child when She
is neNous.
Reduce stress
gJpport children with feelings of anxiety, loss and conf usion that
many experienced during the pandemic
Establish as happy and cooperative home environment as
possible during repeated school closures
Parent who joined HENRY
support group duringc0￿d
Supporting families to maintain a healthy lifestyle during
Covid
Eating and activity habits fomi early in life and are enduring. Toddleis and young children have spent
far more time at home and been exposed to more screen time over the last year, with the risk that
these habits will be hard to break, leading to reduced levels of physical activity as a long-term impact.
Food poverty, parental stress and reduced access to f resh food are detrimental to the quality of a
child s nutrition in the short-term - as well as embedding unhealthy food preferences.

HENRY
Report of the Trustees
For the year ended 31 March 2021
Examples of how we supported children and their families to eat healthily and stay active during
repeated lockdowns and school closures include..
Online workshops and 1-to-1 support on topics such as starting
solids and fussy eating
Online Healthy Families proErammesto encourage the whole
family to maintain a healthy lifestyle
Cooking videos combined with phone support to build parents
confidence to have a go
Recipe cards in food parcels for families on low incomes
Family videos with ideas for active games to play at home and
healthy snacks
Evaluation of online delivery of Heolthy Families programmes shows
statistically significant positive changes across a range of measures,
demonstrating the real-world positive impact for families. Followinga
HENRY programme..
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940/0 of families lead a healthier lifestyle
81Yo of parents have improved emotional wellbeing, including feeling more optimistic, useful and
relaxed. as well as more often able to think clearly and deal well with problems
72Yo of parents are able to hold boundaries more effectively in one or more areas, such as
mealtimes. bedtimes, or around screen time
Given the reality of family life over the last year. it is particularly encouraging to see positive change in
relation to emotional wellbeing. parenting confidence and overall family lifestyle. At the same time. the
challenge of providing a healthy family lifestyle during repeated lockdowns is reflected by the fact that
the improvement in levels of consumption of sugary drinks and screen time for children of programme
participants that we saw pre-covid were not maintained.
jason was out of work due to the pandemic and was taking care of the children and home while
his partner was working from home full-time. He initially joined a fussy eating workshop. before
signing up to the online group programme.
jason looked foThvard to the weekly group sessions. especially being able to talk about some of
the challenges they were having as a family as they all adapted to spending a lot more time at
home together. Daily tasks such as getting the children dre55ed and ready to leave the house
were a real struggle and jason found the parenting strategies he learned helped family life to
run more smoothly. The programme also helped jason to look at situations differently and
approach them more calmly and patiently. In his words, "there s more calmness generally in the
household and I'm more empathetic to the children
Dad who attended online HeolthyFomilies8roup wogramme
10









**----- Start of picture text -----**<br>
Online  Healthy Families Right from the Start  group programmes:<br>self-reported mental wellbeing<br>Baseline Completion<br>100%<br>90%<br>80%<br>70%<br>60%<br>50%<br>40%<br>30%<br>20%<br>10%<br>0%<br>Feeling Feeling useful Feeling Dealing with Thinking Feeling close Able to make<br>optimistic relaxed problems well clearly to others up own mind<br>% 'often' or 'all of the time'<br>**----- End of picture text -----**<br>





















HENRY
Report of the Trustees
For the year ended 31 March 2021
A volunteer and a mum of two reflect together at the end of the1:1 programme:
Volunteer It wos so good. Each week there wos olways more progress and each week Mum seemed
happier. Everygoal that5he set herself she was so proud to achieve. They are Sitting down a5 a family to
eat for the f•￿t time. Everything I needed wa5 in the b¢wk and folder. It wa5 really relaxed and I feel a lot
more confident now. It's made me excited to help onother family.
The mum she supported.. It was brilliant. I've told everyone about HENRY. It was life changing. Its made
such a difference without any drastic change. Honestly, the amount ofstuff that my child is eating now 15
amazing. We're all eating at the table, she s tried salad, enchilada5, 50 many new things, just ftDm us
eating together. We're spending more time together as a family. I'm not cooking twice and clearing up
twice like I was when we were eating separately. which means ltre got more time for bedtimes andstories.
We're even going out on walks a5 a family. It was looking like my child wasgoing to need vitamin
injections because She wasn't really eating enough, but it'5 all changed and I'm not won7ed now. Beth has
been amazing. She ha5 understood u5, undet5tood our need5 andguided me through. can't thankher
enough for what's she done for us.
hdnl
Y•u
a￿21
.HENI,Y:
12

HENRY
Report of the Trustees
For the year ended 31 March 2021
Preparation for Parenthood
Pregnancy and becoming a parent are a time in our lives when support
and information is crucial to the emotional and physical wellbeing of
both baby and parents- even more so during Covid when expectant
parents are more isolated and experiencing additional health anxieties
of being pregnant and having a baby during a pandemic.
The HENR Yprogramme
definitely helped
prepare me for labour
and the early day5 of
getting the baby home. I
put many of the things
we discussed into
practice and am Sure it
helped me have a Safer
and more pleasant
pregnancy, birth and
early days with my son.
To meet this vital need for support. we developed a range of options
for online and remote support for expertant parents as part of our
Southend service so they could access the help they needed in the way
that worked for them..
A new parent-facing digltal hub that combines evidence-based
information and interactive learning
l-to-I phone or video calls with expectant parents
Online delivery of &ses5ion Preparation for Pc7renthoodgroup
programme
Parent SUPFM)rted by HENRY
during wegnar
Consultation with local parent5 told us that forming friendships with other new parents and peer-to-
peer support is one of the main incentives of joining a group programme in pregnancy. We set up
What5App groups for each group programme which parents have used to SUPPOrt one another, often
on a daily basis, and share coping strategies to get through challenging times- as well as arrange
outside meetings to continue to build their friendships. In one group the expectant fathers set up their
own private WhatsApp group to support each other through their journey of becoming fathers.
Rosie and lack were referred by their Health Visitor to HENRY as Rosie hadn't been able to access
the antenatal classes delivered by the NHS due to her disability- she had been born profoundly
deaf.
The couple were offered a bespoke l-tO-1 Preparation for Parenthooddigital package. The
sessions were arranged around lack's work commitments to ensure that he was available to sign
for Rosie. Throughout each session, the chat box function was used in combination with verbal
conversation and signing. This allowed Rosie to read the content herself and interact.
Initially Rosie and lack were apprehensive about the birth of their baby. but during the 6 weeks
they both visibly gained in conf idence. They reported eating more healthily, especially when it
came to snacks, and making a conscious effort to get out for some daily exercise- and that the
information and knowledge they gained meant they felt prepared for the big event and far more
confident in their ability to parent their new baby.
Deaf MunFto-be supported during pregnancy
13

HENRY
Report of the Trustees
For the year ended 31 March 2021
Infant feeding
Our two infant feeding services lin London Borough
Waltham Forest and Blackpooll supported over 800
families over the Last year, with an average of 5 contacts
per family.
Free Infant Feedlng Service
However you declde to feed your baby•..
..w•'re h•r• to support you
When new parents are establishing feeding in the days
after birth. being able to access SUPPOrt easily and
quickly is cruciaL To meet this need, we provided a mix
of phone and text support. as well as some Covid-
secure face-to-face sessions for mothers who needed
more help with breastfeeding than could be provided
remotely.
Prior to Covid. our infant feeding cafés were
opportunities to provide informal support with feeding
as well as other aspects of life with a new baby. During
the pandemic these were replaced with online group
sessions, enabling new parents to connect with each
other, while also getting supporton key topics such as
bonding with your baby, night time parenting and
infant development.
rniméd feediry and 5tsrtinKsoild&
As hard as these current times are with the global pandemic and not being able to get any
support face-to-face. I've felt Miranda has done a fabulous job of supporting me and has
gone above and beyond. We have spoken over the phone and via messages and she has
consistently been checking in with me on my breastfeeding journey.
I ve had multiple issues which we have discussed and Miranda has made suggestions
which have really helped me. Being a first-time mum I had no idea how much of a
challenge breastfeeding can be, but it's support from people like Miranda who have made
all the difference. She has consistently been helpf ul, responsive, understanding and super
f riendly.
New mther in Waltham Forest
With only 22.40/0 of Blackpool mothers still breastfeeding at 6 weeks, our new Blackpool infant feeding
seNice. launched in january 2021, is providing vital support- not only to increase the numbers of new
mothers who feel confident and supported to sustain breastfeeding, but also to enable families who
choose to bottle feed to do so safely and responsively. The biggest cause of hospital admissions in
under1 year olds in Blackpool is gastro-intestinal infection- reducing rates of admissions is a key aim of
the service.
14



































**----- Start of picture text -----**<br>
Starting Solids  workshops: confidence to introduce solid foods<br>Baseline Completion<br>100%<br>90%<br>80%<br>70%<br>60%<br>50%<br>40%<br>30%<br>20%<br>10%<br>0%<br>When to Readiness Safety How much Fullness Which Introducing Balancing Making<br>start solids signs food signs foods finger milk & mealtimes<br>foods solids enjoyable<br>% confident or very confident<br>**----- End of picture text -----**<br>





HENRY
Report of the Trustees
For the year ended 31 March 2021
When parents were asked about what they had gained from the
workshop, a common response was the reall￿tiOn that, rather than
giving babies bland food, it's helpful to introduce different f lavours - as
well as using home prepared food rather than commercial baby food.
This is highly encouraging as this will increase the likelihood of babies
growing up eating a wide range of healthy foods.
Food doesn't have to be
plain andbabies can
eat most things as long
a5 low in salt and Sugar.
Parent after participating in
online starting solids
workshop
We are committed to developing evidence-based service and ensuring
that our support has the maximum impact possible. Professor Amy
Brown at University of Swansea is currently undertaking a longitudinal
evaluation of the impact of HENRY support on parents feeding
practices and babies attitudes. habits and preference5 in relation to
food. Parents are asked to complete questionnaires before and after the workshop, with follow-up
questionnaires when their baby is 8 months and12 months.
The study's findings will be reported in 2022.
Speech and language support
Young children s development will not wait for the world to get back to'normal, after Covid., the family
pressures and restrictions of the last year are already affecting outcomes, especially for children in the
most deprived areas. Our speech and language team have seen a significant increase in referrals for
young children with language delay - the result of 0-3 year olds missing out on the s¢xial stimulation
and communication they need.
Responding to this need over the last year, the HENRY speech and
language team provided..
The speech and language
therapists were friendly
and easy to talk to. I felt
that all mypoints and the
otherparent5 were
listened to. I have been
reassured that I was not
alone in how I was
feeling. and that ' there
wa5 a light at the end of
the tunnel,.
l-to-l support via WhatsApp to replace drop-ins in children s
centres. As the team were not able to obseNe children s
communication in person, they developed a Secu￿ way for
families to share video clip5 of their child interacting in the home
environment. This enabled parent and therapist to discuss the
child s language development togetherand plan practical strategies
for parents to use at home with their child to support their
communication and development. In a follow-up survey of
families supported in this way,1000/0 reported that they had used
the strategies at home and 960/0 noticed a positive change in their
child s speech and language development.
Parent who joined HENRY
online Steps to Speaking
group
Online Step5 to Speaking groups to replace the face-to-face
programmes provided pre-covid.
16

HENRY
Report of the Trustees
For the year ended 31 March 2021
Training for practitioners across health, early years and children's services
Pre-covid all our practitioner training courses were delivered face-tO-
face so these had to be put on hold as the country entered lockdown in
March 2020. By August we had adapted the courses for online delivery
in smaller groups of 8 participants and demand for workforce
development in the second half of the year from local authorities and
health trusts across the UK has been high.
I have just finished my
HENR Y training and
absolutely loved
itl Many of the topics
and themes are so
relevant to our day to
day work a5 child health
a5515tants.
As a completely new project with no existing HENRY-trained
facilitators, training practitioners in Northern Ireland was a particular
priority SO that they could roll out the programmes across all 5 Health
and Social Care Trusts.
I look forward to
delivering the
programme with the
parents in our local
community and am
hopeful for the impactit
can make.
Between August and March. 830 practitioners participated in our
online courses with 9P/o reporting that they met or exceeded
expectations compared to 98Vo in the previous year when all courses
were delivered in person.. as c105e to face-to-face as itgets, in the
words of one partripant.
Although the number of practitioners trained is just over half the
previous year, this represents a significant achievement given we were
not able to deliver training during the first 4 months of the year while
we were adapting the courses for online delivery, and online training
groups are half the size of face-to-face courses.
Research and policy work
Our academic partnershipswith three universities continue to play an important role in evaluating the
longer-term impact of our work. In the last year 5 academic studies contributed to the evidence base
for inteNention in the early years of life..
Northern Ireland child
health assistant
Successful WLLQT, completed by Leeds Trial Unit. although the main focus was testing the trial
methodology ahead of applying for funding for a definitive trial, the pilot RCT found the BMI z-
score of children in participating families reduced towards a healthy weight while it increased in the
control group.
University of Hertfordshire ￿ of the effectiveness of volunteer-led support.. this seNice
evaluation found that volunteers can be successfully recruited and trained to deliver structured 1-
to-1 intetventions to parents in their own communities- with both parents and volunteers
reporting a positive impact
Bryant et al120211. Clustei randomisedcontrolled feasi￿11
stu
obesi
iotes in
reschool Child￿n. Pilot and Feasibih'ty Studies.
Howlett et al120211. Testin
the feosibili
olo sustL7inable
resch(￿1 obesi
evuluotton olo volunteei-ledHENRY
mme. BMC Pubknc Healtkk
ol HENRY.. u communi
bosedintervention aimed at reducin
eventton
rooch.. o mixe&methodsservi
17

HENRY
Report of the Trustees
For the year ended 31 March 2021
Longitudinal evaluation of HENRY support for infant feeding and starting solids
'1 would have stopped breastfeeding without their sUPPOrt:. An evaluation of the HENR Y Infant Feeding
SeNice in Waltham Fore5t- Profe550rAmy Brown, University of Swansea
The Swansea evaluation, published this year. 5Utveyed 251 mothers who used our Waltham Forest infant
feeding service in 2019 and 26 local partner organisations. The report concluded..
The HENR Yinfant feeding team are providing a service that is reaching a diver5egroup ofnew mothers.
The 5eNice is valued both by those who exclusivelybreastfeed and use formula milk. for its accurate,
non-judgmental and supportive approach. HENR Yis meeting the prartical and emotional needs of new
mothers when it comes to feeding their baby. providing a rea55uring andsupportive seNice. Mothers view
the service as a lifeline. helping them to breastfeed their baby for longer.
The seNice 15 viewed by local partner organisation5 as filling an importantgap in infant feeding 5UPPOrt
in the borough- providing rapid. acce55ible and in-depth support in a way that an overburdened health
service sometimes cannot.
A longitudinal evaluation of the HENRY brief inteNention on starting solids conducted by Professor
Amy Brown is also undeNayand will report in 2022- following up parents when their baby is 8
month5 and again at12 months to assess impact on both infant food preferences and parental feeding
style
Development of intervention to support a healthy lifestyle in the teenage years. we are working
with University of Hertfordshire on a jointly-funded PhD project to develop. pilot and test a new
intetvention with young people aged11-18. In 20/21 we conducted a literature review and
consultation with young people to inform the development of the intervention during 21/22, with
the pilot phase due to commence in April 2022.
HENRY is widely respected for the strength of our evidence base: on World Obesity Day, HENRY was
the only UK case study included as part of the World Obesity Foundation resources. We are passionate
about using our approach and organisational learning to improve support for children and their families,
working with wider g￿up5 such as Obesity Health Alliance and First1001 Days Movement to influence
Government policy.
Organisational management
Staffing
A growing Workforce
Despite the pandemic, we mobilised a number of new seNice delivery contracts and significant
partnerships during 20/21. Staff numbers expanded to deliver and supportthese, from an average
headcount of 50 in 2019-20 to an average of 60 in 2020-21.with staff based in 8 different l¢xations.
Staff retention in 20/21 was 83.5 % compared to 810/0 in the previous year.
18

HENRY
Report of the Trustees
For the year ended 31 March 2021
In addition to our employed staff team.11 freelance trainers,10 sessional facilitators and 29 volunteers
played a crucial part in delThiering HENRY seNices.
Supporting staff wellbeing during Covid
During the early months of Covid some staff roles, especially those in training and partnership delivery.
were impacted by the suspension of face-to-face work while we adapted our courses and programmes
for online delivery. We placed a number of staff on fiJrlough for short periods, topping up the
Government contribution through the Coronavirus lob Retention Scheme so that all furloughed staff
continued to receive their full saLaries.
The pandemic placed a great deal of pressure on our staff team as well ason the families we support.
The majority of our staff have young or school age children and were affected by school and nursery
closures during repeated lockdowns. Many became ill themselves with Covid or were affected by family
bereavement. At the same time, the need to adapt seNices. systems and processes to enable us to
continue to support families during lockdown led to increased workload for many staff.
With all these pressures in mind. we prioritised actions to support staff wellbeing, including..
Wellbeing leave- paid leave in addition to annual leave
Carer s leave and flexible/reduced hours for staff with children when the schools were
closed
Providing equipment and IT support and training so that staff could work safely and
confidently from home
Regular informal support from managers for staff, including discussion of wellbeing
Frequent updates from the CEO, as well as thank you cards and messages
Online team building activities
Staff experience of working for HENRY
The results of the 20/21 staff survey, completed by 71Yo of staff. were
extremely p051tive. Staff expressed widespread appreciation of the
support and care they experienced during the pandemic. 98 %
respondents rated morale at HENRY very good or good lup from 940/0
last yearl- a major achievement in the context of the last year, with
everyone workingat home and grapplingwith majorchanges in their
work and perwnal lives.
I have been
overwhelmed by the
support that I have
received from HENR Y
this year. Given the
challenges that have
faced the charity, l am
50 grateful to have felt
SO SUPPOrted and
listened to throughout.
As in previous years,1000/0 of respondents said they are proud to work
for HENRY and enjoy working with the people at HENRY- frequently
commenting on how much they valued their'supportive. kind and
caring, colleagues.
Staff survey respondent
Organisational policies and procedures
Policies are updated in alignment with legislation and national guidance. with new policies written as
required. This governance cycle is overseen by the Director of Operations as part of HENRY'S ongoing
risk management, with senior management involvement and sign off by the Board as appropriate.
19

HENRY
Report of the Trustees
For the year ended 31 March 2021
Fundraising Policy
HENRY is committed to responsible and ethical fundraising. We avoid putting undue pressure on
anyone to donate, for example. we do not cold call. send direct mail, or engage in door-to4oor
fundraising. We are registered with the Fundraising Regulator and follow their Code of Practice for
charities and fundraisers. HENRY engaged the seNices of two fundraising consultants in 2019-20 to
assist with income generation through funding applications.
Financial Review
The pandemic has demonstrated our organisational resilience. The loss of face-to-face commissioned
training and family programme delivery resulted in a potential 250/0 reduction in income this year.
Excellent fiscal management over many years, combined with prompt and effertive mitigating actions.
means that we are in a healthy and robust f inancial position as we move into 2021/22.
The primary financial challenge over the last year was loss of training and resources income due to
suspension of face-to-face training debvery due to Covid. This loss was mitigated through the
development of online training and delivery, enabling us to achieve close to pre-pandemic training
income levels in thelinal quarter of 20/21.
Our income mix continues to be well spread. Over the last we secured new projett and contract
income alongside the sales of training and resources.
Summary of financial position at March 2021
Despite the pandemic, annual income grew by 90/0- from £1.8m in19/20 to £1.97m in 20/21.
Direct contracts and grant funded projects grew by 310/0 from £1.2m to £1.6m.
Partnership support income grew by 6Yofrom £82k to £87k.
As a directconsequence of the pandemic, Training Commissions and Resource Sales reduced
signif icantly. with a combined 66 % in-year decrease f rom £428k in19/20 to £144k in 20/21
although as we closed the financial year. we saw a recovery to more normal levels of income
through our diversification to online delivery.
Donations income increased by170/0 from £69K to £81k largely due to our Covid-19 appeal.
Our total income was further boosted by £60k through the UK government's Coronavirus lob
Retention Scheme (note 31
Our total expenditure increased by 8 % f rom £1.78m to £1.92m. largely as a result of full year impact of
the expansion of our staff team in the previous year and of new contracts and projects. We closed the
year with a surplus of £49k against a budgeted surplus of £3k. In our original pr￿COV1d 20/21 budget,
£75k of designated funds had been agreed for new strategic roles to support organisational growth.
These were put on hold due to initial financial uncertainty around the impact of Covid and recruited
towards the end of the year. We. therefore, did not use any of our £75k designated fund in the year.
20

HENRY
Report of the Trustees
For the year ended 31 March 2021
Our general unrestricted fund has remained stable at £434k. This continues to provide the f inancial
stability needed for continued growth and to weather the residual impacts of Covid.
We anticipate that our training and resource income will recover in 2021-22 as we blend online and
face-to-face delivery. We are working to extend our range of grant funded projects and service
contacts in the year ahead.
These actions. together with our strong financial position, will enable the Charity to withstand the
impact of Covid-19 through 2022 and beyond.
Reserves Policy
Our policy on reseNes is reviewed annually by the Board of Trustees and has a threefold purpose to:
cover shutdown costs in the event of closure
mitigate periods of financial volatility and stress
invest in strategic development and growth.
HENRY aims to retain free reserves (total reserves less restricted and designated reserves) of between 3
to 6 months operating costs. More specifically. it is our policy to hold free reseNes of no less than is
required to wind up the organisation if needed, plus a buffer of1 month s running costs to cover periods
of financial stress.
Free reserves at the year-end were £434k, representing just in excess of 3 months operating costs.
£75k of additional designated funds have been carried fomiard. Restricted resetves at year end were
£107k, related to grant-funded projects, details of which are in note15 to the accounts.
Investment Policy
HENRY invests surplus funds in higher interest bank accounts in order to maximise income from its
cash balances. This policy is reviewed annually by the Finance Committee on behalf of the Trustees.
Looking ahead
As well as enabling us to support families under pressure during the pandemic. the work we have
undertaken over the last year will have a lasting legacy. We f inished the year with a sustainable package
of both face-to-face and online family support and workforce development that can be implemented
f lexibly in response to the needs of families and local circumstances. In the longer-term this will
significantly widen our reach- enabling our national team to support parents through online delivery
and overcoming barriers for parents who are unable to access face-to-face provision.
21

HENRY
Report of the Trustees
For the year ended 31 March 2021
Over the coming year our priorities will include..
Innovation and inclusion - working with communities to develop and test new models to reach and
support marginalised groups and driving work around participation so we become a truly user-led
organisation
Evaluation of digital delivery- including comparative impact on outcomes of factrto-face and
digital support
Increased support for family wellbeing- through our national services Such as HENRY Buddie5 to
build family resilience and new interventions to support children s emotional health during the
pandemi
Organisational development to support growth- continuing the digitalisation of organisational
systems and expanding management and staff capacity so we are able to harness new
opportunities to meet the needs of vulnerable families
Statement of Responsibilities of the Trustees
The Trustees Iwho are also directors of the charity for the purposes of company law) are responsible for
preparing the Trustees, report and the financial statements in accordance with applicable law and
United Kingdom Accounting Standards. including Financial Reporting Standard102.. The Financial
Reporting Standard applicable in the UK and Republic of Ireland (United l<ingdom Generally Accepted
Accounting Practice}.
Company taw 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 charity and of the income and expenditure of the charity
for that period. In preparing those financial statements theTrustees are required to:
Select suitable accounting policies and then apply them consistently:
ObseNe the methods and principles in the applicable Charities SORP.
Make judgements and accounting estimates that are reasonable and prudent.
State whether applicable accounting standards and statements of recommended practice have
been followed, subjectto 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 charity will continue in operation.
The Trustees are responsible for keeping proper accounting records that disclose with reasonable
accuracy at any time the f inancial position of the charity and which enable them to ensure that the
financial statements comply with the Companies Act 2006. The Trustees are also responsible for
safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and
detection of fraud and other irregularities.
In so far as the Trusteesare aware..
There is no relevant audit information of which thecharitable 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.
22

HENRY
Report of the Trustees
For the year ended 31 March 2021
The Trustees are responsible for the maintenance and integrity of the corporate and financial
information included on the charitable company's website. Legislation in the United Kingdom
governing the preparation and dissemination of f inancial statements may differ from legislation in
other jurisdictions.
Members of the charity guarantee to contribute an amount not exceeding £1 to the assets of the charity
in the event of winding up. The Trustees are members of the charity but this entitles them only to
voting rights. The Trustees have no benef icial interest in the charity.
The Trustees
The Trustees. who are also directors under company law, who seNed during the year and up to the
dateof this report are listedon page1.
Auditors
Godfrey Wilson Limited have continued in their capacity as auditors of the charitable company during
the year. They have expressed their willingness to continue in that capacity.
Approved by theTrustees on 26 November 2021 and signed on their behalf by
Samantha Olsen - Chair of Trustees
23

## **Independent auditors' report** 

## **To the members of** 

## **HENRY** 

## **Opinion** 

We have audited the financial statements of HENRY (the 'charity') for the year ended 31 March 2021 which comprise the statement of financial activities, balance sheet, statement of cash flows and the related notes to the financial statements, including a summary of 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 charity's affairs as at 31 March 2021 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 responsibilities for the audit of the financial statements section of our report. We are independent of the charity in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the 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 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 charity'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. 

24 



## **Independent auditors' report** 

## **To the members of** 

## **HENRY** 

## **Other information** 

The trustees are responsible for the other information. The other information comprises the information included in the annual report other than the financial statements and our report thereon. 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. 

In connection with our audit of the financial statements, 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 audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. 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. 

## **Opinion 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 report (incorporating the report) for the financial year for which the financial statements are prepared is consistent with the financial statements; and 

- the report (incorporating the report) have been prepared in accordance with applicable legal requirements. 

## **Matters on which we are required to report by exception** 

In the light of the knowledge and understanding of the charity and its environment obtained in the course of the audit, we have not identified material misstatements in the 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; 

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

- 


- we have not obtained all the information and explanations necessary for the purposes of our audit. 

25 



## **Independent auditors' report** 

## **To the members of** 

## **HENRY** 

## **Responsibilities of the trustees** 

As explained more fully in the responsibilities statement set out in the report, the trustees 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 they 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 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 charity or to cease operations, or have no realistic alternative but to do so. 

## **Our 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 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. The procedures we carried out and the extent to which they are capable of detecting irregularities, including fraud, are detailed below: 

(1) We obtained an understanding of the legal and regulatory framework that the charity operates in, and assessed the risk of non-compliance with applicable laws and regulations. Throughout the audit, we remained alert to possible indications of non-compliance. 


- Identifying, evaluating and complying with laws and regulations, and whether they were aware of any instances of non-compliance; 

- Detecting and responding to the risk of fraud, and whether they were aware of any actual, suspected or alleged fraud; and 

- Designing and implementing internal controls to mitigate the risk of non-compliance with laws and regulations, including fraud. 

(3) We inspected the minutes of trustee meetings. 

26 



## **Independent auditors' report** 

## **To the members of** 

## **HENRY** 

(4) We enquired about any non-routine communication with regulators and reviewed any reports made to them. 

(5) We reviewed the financial statement disclosures and assessed their compliance with applicable laws and regulations. 

(6) We performed analytical procedures to identify any unusual or unexpected transactions or balances that may indicate a risk of material fraud or error. 

(7) We assessed the risk of fraud through management override of controls and carried out procedures to address this risk. Our procedures included: 

- Testing the appropriateness of journal entries; 

- Assessing judgements and accounting estimates for potential bias; 

- Reviewing related party transactions; and 

- Testing transactions that are unusual or outside the normal course of business. 

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. Irregularities that arise due to fraud can be even harder to detect than those that arise from error as they may involve deliberate concealment or collusion. 

A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting website at: www.frc.org.uk/auditorsresponsibilities. This 


27 



## **Independent auditors' report** 

## **To the members of** 

## **HENRY** 

## **Use of our report** 

This report is made solely to the charityʼs 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 charityʼs members those matters we are required to state to them in an auditorʼs 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 charityʼs members as a body, for our audit work, for this report, or for the opinions we have formed. 

## Alison Godfrey 

Date: 1 December 2021 

## **Alison Godfrey FCA (Senior Statutory Auditor)** 

For and on behalf of: **GODFREY WILSON LIMITED** Chartered accountants and statutory auditors 5th Floor Mariner House 62 Prince Street Bristol BS1 4QD 

28 



## **HENRY** 

**Statement of financial activities** (incorporating an income and expenditure account) 

## **For the year ended 31 March 2021** 

|Note<br>**Income from:**<br>Donations and legacies<br>3<br>Charitable activities<br>5<br>Investments<br>**Expenditure on:**<br>Raising funds<br>Charitable activities<br>7<br>8<br>**Total income**<br>**Total expenditure**<br>**Funds at the start of the year**<br>**Funds at the end of the year**<br>**Net income and net**<br>**movement in funds**|Restricted<br>£<br>44,581<br>691,413<br>-<br>735,994<br>-<br>687,852<br>687,852<br>48,142<br>58,776<br>**106,918**|Unrestricted<br>£<br>96,228<br>1,134,863<br>2,638<br>1,233,729<br>71,978<br>1,160,724<br>1,232,702<br>1,027<br>508,701<br>**509,728**|**2021**<br>**Total**<br>**£**<br>**140,809**<br>**1,826,276**<br>**2,638**<br>**1,969,723**<br>**71,978**<br>**1,848,576**<br>**1,920,554**<br>**49,169**<br>**567,477**<br>**616,646**|2020<br>Total<br>£<br>69,241<br>1,732,981<br>4,138|
|---|---|---|---|---|
|||||1,806,360|
|||||131,939<br>1,644,594|
|||||1,776,533|
|||||29,827<br>537,650|
|||||567,477|



All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in note 15 to the financial statements. 

29 



## **HENRY** 

## **Balance sheet** 

## **As at 31 March 2021** 

|Note<br>**Fixed assets**<br>Tangible fixed assets<br>10<br>**Current assets**<br>Stocks<br>11<br>Debtors<br>12<br>Current asset investments<br>Cash at bank and in hand<br>**Liabilities**<br>Creditors: amounts falling due within 1 year<br>13<br>**Net current assets**<br>**Net assets**<br>14<br>**Funds**<br>15<br>Restricted funds<br>Unrestricted funds:<br>Designated funds<br>General funds<br>**Total funds**|**£**<br>**55,939**<br>**544,983**<br>**103,896**<br>**743,450**<br>**1,448,268**<br>**869,129**|**2021**<br>**£**<br>**37,507**<br>**579,139**<br>**616,646**<br>**106,918**<br>**75,392**<br>**434,336**<br>**616,646**|2020<br>£<br>44,535<br>56,413<br>671,079<br>102,748<br>326,905|
|---|---|---|---|
||||1,157,145<br>634,203|
||||522,942|
||||567,477<br>58,776<br>75,392<br>433,309|
||||567,477|



These accounts have been prepared in accordance with the special provisions applicable to companies subject to the small companies' regime. 

Approved by the trustees on 2 November 2021 and signed on their behalf by 

- Chair of Trustees 

30 



## **HENRY** 

## **Statement of cash flows** 

## **For the year ended 31 March 2021** 

|**Cash used in operating activities:**<br>Net movement in funds<br>Adjustments for:<br>Depreciation charges<br>Dividends, interest and rents from investments<br>Decrease / (increase) in stock<br>Decrease / (increase) in debtors<br>Increase / (decrease) in creditors<br>**Net cash provided by operating activities**<br>**Cash flows from investing activities:**<br>Purchase of tangible fixed assets<br>Dividends, interest and rents from investments<br>**Net cash provided by investing activities**<br>**Increase / (decrease) in cash and cash equivalents in the year**<br>Cash and cash equivalents at the beginning of the year<br>**Cash and cash equivalents at the end of the year**<br>Analysed as:<br>Cash at bank and in hand<br>Current asset investments|**2021**<br>**£**<br>**49,169**<br>**7,028**<br>**(2,638)**<br>**474**<br>**126,096**<br>**234,926**<br>**415,055**<br>**-**<br>**2,638**<br>**2,638**<br>**417,693**<br>**429,653**<br>**847,346**<br>**743,450**<br>**103,896**<br>**847,346**|2020<br>£<br>29,827<br>6,700<br>(4,138)<br>(2,062)<br>(264,629)<br>94,127|
|---|---|---|
|||(140,175)|
|||(3,985)<br>4,138|
|||153|
|||(140,022)<br>569,675|
|||429,653<br>326,905<br>102,748|
|||429,653|



The charity has not provided an analysis of changes in net debt as it does not have any long term financing arrangements. 

31 



## **HENRY** 

## **Notes to the financial statements** 

**For the year ended 31 March 2021** 

## **1. Accounting policies** 

## **a) Basis of preparation** 

The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities in preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2019) - (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006. 

HENRY meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy note(s). 

## **b) Going concern basis of accounting** 

The accounts have been prepared on the assumption that the charity is able to continue as a going concern, which the trustees consider appropriate having regard to the current level of unrestricted reserves and having considered the impact of the ongoing Covid pandemic. There are no material uncertainties about the charity's ability to continue as a going concern. 

## **c) Income** 

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the item(s) of income have been met, it is probable that the income will be received and the amount can be measured reliably. 

Income from the government and other grants, whether 'capital' grants or 'revenue' grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred. 

Training commissions, licence fee income, income from the sale of resources received in advance of delivery of the goods and income from contracts is deferred until criteria for income recognition are met. 

## **d) Donated services and facilities** 

Donated professional services and donated facilities are recognised as income when the charity has control over the item, any conditions associated with the donated item have been met, the receipt of economic benefit from the use by the charity of the item, is probable and the economic benefit can be measured reliably. In accordance with the Charities SORP (FRS 102), general volunteer time is not recognised. 

32 



## **HENRY** 

## **Notes to the financial statements** 

## **For the year ended 31 March 2021** 

## **1. Accounting policies (continued)** 

## **Donated services and facilities (continued)** 

On receipt, donated professional services and donated facilities are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt. 

## **e) Interest receivable** 

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

## **f) Funds accounting** 

Unrestricted funds are available to spend on activities that further any of the purposes of the charity. Designated funds are unrestricted funds of the charity which the trustees have decided at their discretion to set aside to use for a specific purpose. Restricted funds are donations which the donor has specified are to be solely used for particular areas of the charity's work or for specific projects being undertaken by the charity. 

## **g) Expenditure and irrecoverable VAT** 

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. 

Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred. 

## **h) Allocation of support and governance costs** 

Support costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Governance costs are the costs associated with the governance arrangements of the charity, including the costs of complying with constitutional and statutory requirements and any costs associated with the strategic management of the activities. These costs have been allocated between cost of raising funds and expenditure on charitable activities on the following basis, which is an estimate of staff time: 

||**2021**|2020|
|---|---|---|
|Raising funds|3.8%|8.0%|
|Charitable activities|96.2%|92.0%|



33 



## **HENRY** 

## **Notes to the financial statements** 

## **For the year ended 31 March 2021** 

## **1. Accounting policies (continued)** 

## **i) Tangible fixed assets** 

Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows: 

Leasehold improvements Straight line over remaining life of lease Computer equipment Straight line over 3 years Fixtures and fittings Straight line over 4 years 

## **j) Stock** 

Stocks are valued at the lower of cost and net realisable value, after making allowance for obsolete and slow moving items. 

## **k) Debtors** 

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due. 

## **l) Current asset investments** 

Current asset investments consist of cash held on deposit in interest bearing accounts. Such investments are measured at their fair value. 

## **m) Cash at bank and in hand** 

Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity of three months or less from the date of acquisition or opening of the deposit or similar account. 

## **n) Creditors** 

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. 

## **o) Financial instruments** 

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

34 



## **HENRY** 

## **Notes to the financial statements** 

**For the year ended 31 March 2021** 

## **1. Accounting policies (continued)** 

## **p) Pension costs** 

The charitable company operates a defined contribution pension scheme. The assets of the scheme are held separately from those of the company in an independently administered fund. The pension costs charged to the statement of financial activities represents the contribution payable by the charitable company during the year. 

## **q) Operating leases** 

Rentals applicable to operating leases where substantially all of the benefits and risks of ownership remain with the lessor are charged against profits on a straight-line basis over the period of the lease. 

## **r) Foreign currency transactions** 

Transactions in foreign currencies are translated at rates prevailing at the date of the transaction. Balances denominated in foreign currencies are translated at the rate of exchange prevailing at the year end. 

## **s) Accounting estimates and key judgements** 

In the application of the charity's accounting policies, the trustees are required to make judgements, estimates and assumptions about the carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and underlying 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 if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods. 

The key sources of estimation uncertainty that have a significant effect on the amounts recognised in the financial statements are depreciation (as described in note 1 (i) above). 

35 



## **HENRY** 

## **Notes to the financial statements** 

## **For the year ended 31 March 2021** 

## **2. Prior period comparatives** 

|**Income from:**<br>Donations and legacies<br>Charitable activities<br>Investments<br>**Total income**<br>**Expenditure on:**<br>Raising funds<br>Charitable activities<br>**Total expenditure**<br>**Income from donations**<br>Coronavirus Job Retention Scheme<br>Other donations<br>**Net income / (expenditure) and**<br>**net movement in funds**|Restricted<br>£<br>-<br>44,581<br>44,581|Restricted<br>£<br>17,845<br>481,897<br>-<br>499,742<br>-<br>504,334<br>504,334<br>(4,592)<br>£<br>60,229<br>35,999<br>96,228<br>Unrestricted|£<br>51,396<br>1,251,084<br>4,138<br>1,306,618<br>131,939<br>1,140,260<br>1,272,199<br>34,419<br>**2021**<br>**Total**<br>**£**<br>**60,229**<br>**80,580**<br>**140,809**<br>Unrestricted|**2020**<br>**Total**<br>**£**<br>**69,241**<br>**1,732,981**<br>**4,138**|
|---|---|---|---|---|
|||||**1,806,360**|
|||||**131,939**<br>**1,644,594**|
|||||**1,776,533**|
|||||**29,827**<br>2020<br>Total<br>£<br>-<br>69,241|
|||||69,241|



**3. Income from donations** 

All income from donations was unrestricted in the prior period, except £17,845 of other donations. 

## **4. Government grants** 

The charitable company receives government grants, defined as funding from HMRC's Coronavirus Job Retention Scheme. The total value of such grants in the period ending 31 March 2021 was £60,229 (2020: £nil). There are no unfulfilled conditions or contingencies attaching to these grants. 

36 



## **HENRY** 

## **Notes to the financial statements** 

## **For the year ended 31 March 2021** 

## **5. Income from charitable activities** 

|**Income from charitable activities**|||||
|---|---|---|---|---|
|Grants (note 6)<br>Direct contracts<br>Training commissions<br>Sales of resources<br>Licence fees<br>Consultancy|Restricted<br>£<br>689,413<br>-<br>-<br>-<br>2,000<br>-<br>691,413|£<br>-<br>905,438<br>95,772<br>48,220<br>85,433<br>-<br>1,134,863<br>Unrestricted|**2021**<br>**Total**<br>**£**<br>**689,413**<br>**905,438**<br>**95,772**<br>**48,220**<br>**87,433**<br>**-**<br>**1,826,276**|2020<br>Total<br>£<br>511,897<br>709,987<br>295,543<br>132,858<br>82,273<br>423|
|||||1,732,981|



All income from charitable activities in the prior period was unrestricted, except £481,897 of grant income, which was restricted (see note 6). 

37 



|2020|Total|£||85,591|116,919|119,250|48,387|42,200|||-|38,399|28,516|30,000|2,635|511,897||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
|**2021**|**Total**|**£**||**100,642**|**130,701**|**120,918**|**116,054**|**35,294**|||**80,317**|**76,380**|**29,107**|**-**|**-**|**689,413**||
||Unrestricted|£||-|-|-|-|-|||-|-|-|-|-|-||
||Restricted|£||100,642|130,701|120,918|116,054|35,294|||80,317|76,380|29,107|-|-|689,413||
||||Big Lottery Fund grants:|Reaching Communities|||||Better Start Blackpool - Infant and Young Child Feeding||Service|National Children's Bureau (LEAP)|Sylvia Adams Charitable Trust|John Ellerman Foundation|Other|||





||**Total 2021**|**£**|**32,268**|**22,303**|**21,646**|**128,294**|**13**|**1,601,754**||**13,193**|**33,215**|**7,590**|**6,200**|**9,220**|**19,778**|**12,063**|**7,028**|**5,989**|**1,920,554**|**-**|**1,920,554**||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
|Support and|governance costs|£|-|-|-|-|13|230,724||13,193|33,215|-|6,200|9,220|19,778|12,063|7,028|5,989|337,423|(337,423)|-||
|Charitable|activities|£|32,268|22,303|21,646|128,294|-|1,319,358||-|-|-|-|-|-|-|-|-|1,523,869|324,707|1,848,576||
||Raising funds|£|-|-|-|-|-|51,672||-|-|7,590|-|-|-|-|-|-|59,262|12,716|71,978|39|
||||Cost of resources|Trainer costs|Development costs|Delivery costs|Governance costs|Staff costs (note 9)||Other staff costs|Premises costs|Marketing costs|Audit and accountancy|Business costs|IT and communications|Office costs|Depreciation|Irrecoverable VAT|**Sub-total**|Allocation of support and governance costs|**Total expenditure**||





||**Total 2020**|**£**|**54,478**|**115,020**|**2,065**|**112,589**|**1,766**|**1,342,269**||**17,796**|**38,026**|**23,718**|**6,500**|**4,650**|**28,454**|**15,895**|**6,700**|**6,607**|**1,776,533**|**-**|**1,776,533**||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
|Support and|governance costs|£|-|-|-|-|1,766|190,691||17,036|38,026|10,194|6,500|4,650|28,454|15,895|6,700|6,607|326,519|(326,519)|-||
|Charitable|activities|£|54,478|115,020|2,065|112,589|-|1,059,914||-|-|-|-|-|-|-|-|-|1,344,066|300,528|1,644,594||
||Raising funds|£|-|-|-|-|-|91,664||760|-|13,524|-|-|-|-|-|-|105,948|25,991|131,939|40|
||||Cost of resources|Trainer costs|Development costs|Delivery costs|Governance costs|Staff costs (note 9)||Other staff costs|Premises costs|Marketing costs|Audit and accountancy|Business costs|IT and communications|Office costs|Depreciation|Irrecoverable VAT|**Sub-total**|Allocation of support and governance costs|**Total expenditure**||





## **HENRY** 

## **Notes to the financial statements** 

## **For the year ended 31 March 2021** 

## **8. Net movement in funds** 

This is stated after charging: 

|Depreciation<br>Trustees' remuneration<br>Trustees' reimbursed expenses<br>Auditors' remuneration:<br>▪Statutory audit<br>▪Other services (consultancy)|**2021**<br>**£**<br>**7,028**<br>**Nil**<br>**Nil**<br>**6,125**<br>**-**|2020<br>£<br>6,700<br>Nil<br>407<br>5,950<br>626|
|---|---|---|



No trustee expenses were paid in the year to 31 March 2021. In the prior year, 5 trustees were reimbursed for travel costs relating to attendance at board meetings. 

Total governance costs in the year were £7,363 (2020: £8,266). 

## **9. Staff costs and numbers** 

Staff costs were as follows: 

|Salaries and wages<br>Social security costs<br>Pension contributions<br>Redundancy payments|**2021**<br>**£**<br>**1,371,596**<br>**110,515**<br>**117,926**<br>**1,717**<br>**1,601,754**|2020<br>£<br>1,139,825<br>96,815<br>105,629<br>-|
|---|---|---|
|||1,342,269|



The key management personnel of the charity comprise the trustees, the chief executive and senior management team. The total employee benefits received by the key management personnel of the charity were £333,231 (2020: £319,837). 

One employee earned between £60,000 and £70,000 during the year (2020: one). The average head count during the reporting period was 60 (2020: 50). 

41 



## **HENRY** 

## **Notes to the financial statements** 

## **For the year ended 31 March 2021** 

## **10. Tangible fixed assets** 

|**Cost**<br>**Depreciation**<br>At 1 April 2020<br>Charge for the year<br>At 31 March 2021<br>**Net book value**<br>**At 31 March 2021**<br>At 31 March 2020<br>**11.**<br>**Stock**<br>Finished goods<br>**12. Debtors**<br>Trade debtors<br>Prepayments<br>Accrued income<br>At 1 April 2020 and at 31 March<br>2021|**£**<br>**£**<br>5,255<br>44,518<br>1,826<br>5,804<br>1,313<br>4,690<br>3,139<br>10,494<br>**2,116**<br>**34,024**<br>3,429<br>38,714<br>**Leasehold**<br>**improvements**<br>**Fixtures and**<br>**fittings**|**£**<br>6,192<br>3,800<br>1,025<br>4,825<br>**1,367**<br>2,392<br>**2021**<br>**£**<br>**55,939**<br>**2021**<br>**£**<br>**392,820**<br>**28,185**<br>**123,978**<br>**544,983**<br>**Computer**<br>**equipment**|**£**<br>**55,965**<br>**Total**|
|---|---|---|---|
||||**11,430**<br>**7,028**|
||||**18,458**|
||||**37,507**<br>44,535<br>2020<br>£<br>56,413<br>2020<br>£<br>507,249<br>33,343<br>130,487|
||||671,079|



42 



## **HENRY** 

## **Notes to the financial statements** 

## **For the year ended 31 March 2021** 

## **13. Creditors: amounts due within 1 year** 

|Trade creditors<br>PAYE and social security<br>VAT<br>Accruals<br>Deferred income<br>Other creditors<br>Movements in deferred income consist of:<br>Balance brought forward<br>Amounts released in the period<br>Amounts deferred in the period<br>Balance carried forward|**2021**<br>**£**<br>**17,156**<br>**41,762**<br>**65,799**<br>**85,119**<br>**634,612**<br>**24,681**<br>**869,129**<br>**417,399**<br>**(417,399)**<br>**634,612**<br>**634,612**|2020<br>£<br>73,153<br>31,663<br>62,044<br>48,190<br>417,399<br>1,754|
|---|---|---|
|||634,203<br>381,289<br>(381,289)<br>417,399|
|||417,399|



HENRY provides training, resources and other services under contracts. Where these are paid for in advance, the income is deferred to future periods in line with the stage of completion of the contract. 

43 



## **HENRY** 

## **Notes to the financial statements** 

## **For the year ended 31 March 2021** 

## **14. Analysis of net assets between funds** 

|Tangible fixed assets<br>Net current assets<br>**Net assets at 31 March 2021**<br>**Prior period comparative**<br>Tangible fixed assets<br>Net current assets<br>Net assets at 31 March 2020|Restricted<br>funds<br>£<br>-<br>106,918<br>**106,918**<br>Restricted<br>funds<br>£<br>-<br>58,776<br>58,776|£<br>-<br>75,392<br>**75,392**<br>£<br>-<br>75,392<br>75,392<br>Designated<br>funds<br>Designated<br>funds|General<br>funds<br>£<br>37,507<br>396,829<br>**434,336**<br>General<br>funds<br>£<br>44,535<br>388,774<br>433,309|**Total**<br>**funds**<br>**£**<br>**37,507**<br>**579,139**|
|---|---|---|---|---|
|||||**616,646**<br>Total<br>funds<br>£<br>44,535<br>522,942|
|||||567,477|



44 



|**At 31**|**March**|**2021**|**£**|||**11,055**|**-**|**35,983**|**-**|**-**|**27,249**||**2,169**|**-**|**-**|**1,355**|**-**|**-**|**29,107**|**106,918**||
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
|Transfers|between|funds|£|||-|-|-|-|-|-||-|-|-|-|-|14,843|(14,843)|-||
|||Expenditure|£|||(94,539)|(130,701)|(105,646)|(116,054)|(35,294)|(53,068)||(24,327)|(8,730)|(76,380)|(3,499)|(6,501)|(19,440)|(13,673)|(687,852)||
|||Income|£|||100,642|130,701|120,918|116,054|35,294|80,317||26,496|8,730|76,380|4,854|6,501|-|29,107|735,994||
||At 1 April|2020|£|||4,952|-|20,711|-|-|-||-|-|-|-|-|4,597|28,516|58,776||
||||||||||||||||||||||45|
|||||**Restricted funds:**|Big Lottery Fund:|Reaching Communities|||||Better Start Blackpool - Infant and Young Child Feeding Service|Other funders:|HENRY Buddies (National)|HENRY Buddies (Oxfordshire)|Lambeth Early Action Partnership|Healthy Families Programme|Regional funding|HENRY research hub|Sylvia Adams Charitable Trust|**Total restricted funds**||





|At 1 April<br>2020<br>**At 31**<br>**March**<br>**2021**<br>£<br>£<br>£<br>£<br>**£**<br>**Unrestricted funds:**<br>Designated funds:<br>Marketing<br>42,992<br>-<br>-<br>-<br>**42,992**<br>Service development<br>27,400<br>-<br>-<br>-<br>**27,400**<br>Premises<br>5,000<br>-<br>-<br>-<br>**5,000**<br>75,392<br>-<br>-<br>-<br>**75,392**<br>General funds<br>433,309<br>1,233,729<br>(1,232,702)<br>-<br>**434,336**<br>**Total unrestricted funds**<br>508,701<br>1,233,729<br>(1,232,702)<br>-<br>**509,728**<br>**Total funds**<br>**567,477**<br>**1,969,723**<br>**(1,920,554)**<br>**-**<br>**616,646**<br>Total designated funds<br>Income<br>Expenditure<br>Transfers<br>between<br>funds|**75,392**|**434,336**|**509,728**|**616,646**|
|---|---|---|---|---|





|At 31|March|2020|£|||4,952|-|20,711|-|-||-|-|-|4,597|28,516|-|58,776|
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
|Transfers|between|funds|£|||-|-|-|-|-||-|-||-|-|-|-|
|||Expenditure|£|||(106,795)|(119,332)|(103,346)|(48,387)|(42,624)||(38,399)|(13,413)|(9,000)|(20,403)|-|(2,635)|(504,334)|
|||Income|£|||85,591|116,919|119,250|48,387|42,200||38,399|8,845|9,000|-|28,516|2,635|499,742|
||At 1 April|2019|£|||26,156|2,413|4,807|-|424||-|4,568|-|25,000|-|-|63,368|
|**Prior period comparative**||||**Restricted funds:**|Big Lottery Fund:|Reaching Communities|||||Other funders:|Lambeth Early Action Partnership|A Healthy Start in Oxfordshire|Regional funding|HENRY research hub|Sylvia Adams Charitable Trust|Other projects|**Total restricted funds**|






**----- Start of picture text -----**<br>
HENRY<br>**----- End of picture text -----**<br>


|**Notes to the financial statements**<br>**For theyear ended 31 March 2021**|**15. Movements in funds (continued)**<br>**Prior period comparative**<br>At 1 April<br>2019<br>At 31<br>March<br>2020<br>£<br>£<br>£<br>£<br>£<br>**Unrestricted funds:**<br>Designated funds:<br>Marketing<br>42,992<br>-<br>-<br>-<br>42,992<br>Service development<br>27,400<br>-<br>-<br>-<br>27,400<br>Premises<br>5,000<br>-<br>-<br>-<br>5,000<br>75,392<br>-<br>-<br>-<br>75,392<br>General funds<br>398,890<br>1,306,618<br>(1,272,199)<br>-<br>433,309<br>**Total unrestricted funds**<br>474,282<br>1,306,618<br>(1,272,199)<br>-<br>508,701<br>**Total funds**<br>537,650<br>1,806,360<br>(1,776,533)<br>-<br>567,477<br>Total designated funds<br>Income<br>Expenditure<br>Transfers<br>between<br>funds|75,392|433,309|508,701|567,477|
|---|---|---|---|---|---|





## **HENRY** 

## **Notes to the financial statements** 

## **For the year ended 31 March 2021** 

## **16. Operating leases** 

The charity had operating leases at the year end with total future minimum lease payments as follows: 

|Amount falling due:<br>Within 1 year<br>Within 2 - 5 years|**2021**<br>2020<br>**2021**<br>2020<br>**£**<br>£<br>**£**<br>£<br>**30,000**<br>28,750<br>**716**<br>716<br>**7,500**<br>37,500<br>**1,372**<br>2,088<br>**Land and buildings**<br>**Office equipment**|
|---|---|



## **17. Related party transactions** 

There were no related party transactions in the current or prior year. 

52