HOm&St Worldwide Home-start Worldwide Annual Report and Accounts 2022 whw.homestartworldwide.org info@homestartworldwde.org Home-start Worldwide 63166 Hatton Garden Fifth Floor Suite 23 London EC1N 8LE United Kingdom Hom&Start Worldwide. a company Limited by Guarantee, company number 07371168 Registered charity in England and Wales number 1139678 *ACCX8W' 2710912023 COMPANIES HOUSE A35
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Worldwlde Reference and Admini$tratlve Information Company number 07371168 (England and Wales} Chaty number 1139678 (England and Wales) Registered offi¢• 63166 Hatton Garden, Fifth Fkr Suite 23, London. EC1 N 8LE Trustees The Trustees, who are also directors under company law. were:: Sheena Stewart Chair (resigned 30 June 2023} Jean van Niekerk Chair (appointed 30th June 20231 Tony Philip Treasurer (resigned 27th September 20231 Ricky Maloney Treasurer (appointed 27th September 2023) Comelia de Bruijn OINer J. Hickson Anthonius G. Kragten. Joan van Niekerk Yukie Yamada" Craig M Whelan Reka Hegedus RemerKla Greth Appointed March 2022 Appointed June 2022 Appointed Dernber 2022 'Indicates a memberrepresenlative CEO Kirpal Dhadda Bankers National Westminsler Bank Sloane Square Branch Unit 5. The Willett Building 2 Sloane Gardens London SW1W 8DL Independenl examiner Sian Lewis ACA 8 Coldbath Square London EC1R 5HL
Worldwide Members The Members of HOmStrrt Worlthmde were as follows: Accredited Members." Home-start National Inc., Australia Horne1art Domo vzw, Belgium HOST How*-Stsrt Czech Republic z.u. Home-slart Familiekonlakt. Denmark Assocaation Paseo. Nimes. France Home-slart Hemas. Greece otth Segitvnk Alapiivany. Hungary Home-slart Blanchardslown.. Ireland Home-start Japan The Foundats'on for Swal Welfare SeNces. Malta The Humanitas Assoaation, The Nethedands Home-stsrt Familiekontskten. Norway Empowering Children Ftyjnd3tn, Poland Premiers Pas Quebec, Canada Fundalia Adina Slrflelsen. Romania HoMStrrt South Africa Home-stsrt Uganda Home-start UK ASSOale Members Asociaaon Nieru. Oviedo. Spain Home-stsrt Giriwanyu A.S.B.L, Buru11 Home-start Morogoro Munipar, Tanzania Hcthtrstart Zambia - suspended
Home•S Worldwide Contents Page Report of the Trustees Home-slart Home-start Worlthvide Scheme Operations Home-start Servi5 Home-stsrt Volunteering The HOMStart Impact Developments 2022 Values, Mission and Imp8 The UN SDGS 2030 10 11 Home-start Woddwide Overview 2022 12 Plan Progress - The HSW Conference Member Upjate Structure, Governance and Management Financial Review 18 21 SLitement of Trust¢e$' Responsibilities Report of the Independent Exarnin•r Statsment of Financial Activities 23 25 26 Notes to the Accounts
He.s
Worldwide
Report of the Trustees for the year ending 31 December 2022
The Trustees present their Report and Financial Statements for the year ended 31 December 2022. The
Financial Statemenls have been prepared in accordan with the accounting policies set out in Note 1 on
page 28 and comply wth the Charities Act 2011, the Companies Act 2006. the Memorandum and Articles
of Association. and Accounting and Reporting by Charities and the Statement of Recommended Practi -
Accounting and Reporting by Charilbes (SORP) appliCate lo charities preparing their accounls in
aGcordan¢e with Ihe Financial Reporting Standard for Smaller Entities.
Home-slart
Home-slart is an evidencevbased charity in parental support. earty years development and nurturing care.
an area increasingly recojnised for its crucial importance to a child's life
Horn5 Worldwide Home-start Scheme Structure Home-start support is open to all and free of charge. Families receive a weekty visit. for two or three hours, by a suitable, trained volunteer. Schemes musl be professionally managed, by qualified. paid diredors. usually reporting to a local board. The coordinators and the volunteers live, and are recruited. in Ihe same community they serve. Professional superwsion ensures effective volunteer training. careful matching with families. close vohjnleer guidance and sUppt. liaison muni¢ipal seplices and the development of service needs. Parents self-refer. or are referred by loe81 agenues. This requires effective marketing and communication and Ihe briefing of potential referrers. FaMilS must personally accepl the visits, even when refeffed by others. Many enrd with HoMStart soon afterthe birth of their ¢hikl. Others come following a setback.The duration of family visiting varies, depending on need. The average is 6 to 12 months. All operations respect the Home-slart Values and PrincIpS and all schemes musl at minimum meet the HornStart Qualty Assurance Slandards. That being said, I{al conditions, funding and scheme structure can make for differenl levels of service. There are different degrees of altemative support between countries. from the social services and others.. The degree of digital exdusK)n. of both families and volunteers. was a key factor in k)ckdown. A municipal fijnder may require certain servi$ as a condition of their support. Independenl schemes, reporting lo their own. autonomous board. generally have more latitude lo add and adapt new services than those run by partner organizalions. where olher parts of their organvzation may already offer or be engaged in the same. Home-start Services Family needs vary widely. as do their levels of income or maritsl status. Many families slruggle and need a listening ear. Some are tonety or seek gurdance .In some countries a key seNce need can shape the whole Home-siart programme. The needs wll range from personal wellbeing, parenting skrfls or better famity management lo the basics of health and nLrtrition. There are increasing calls for help for fathers. Volunteers musl be open and flexible and build friendship and trust. The ultimate objective is to hdp parents enhance their capacity. grow in confiden, strengthen their relationships with their children and widen their links with their community- The focus is on outcomes and prevention, and optimal early childhood developmenL In Japan. Ihere has been little professional antenatal help, and many, from all backgrouThJs, feel alone and confused at this time. As a resuh, 42% of the Home•Start families have thildren under the age of6 months and most parents self*fer. Elsewhere, Homfrstart may see more exceptional cases like mulb.ple births, disability, or recent migrants who need help in settling. In 2022, almost half the families in Nonvay had one or Ixilh Pants bom abroad. Many families there would be refeed by municipal and other speualists. In Burundi. the prime focus has been famity health. adequate nutrition, access to family planning and ensuring medical superwsion in pregnancy, to make sure the bases are covered.
Horne.Stsrt Worldwide Home-slart UK offers a host of programrnes in addition lo home-visibng. some in partneTshio with other organizalions. Inlernationalty. most help is still offered Ihr(MJgh home-visits. Although we are all trying lo diversify. other semces may depend on an expert in the bocal team. a critical local need or funding for a particular prolect. The Czech Republic is licensed by the social services to support higher-risk families. They alxo developed a package around Learning through Play. full professional input. Australia offers a full range of parent effediveness eourses. The South Africa national coordinator is a certified PET in5trudor. South Africa has also run child bereavement counselling for those orphaned by HIV. There has been increasing attention lo literacy arKI leaming. Premiers Pas Champlain. Qle¢, trains in language development from an early age and continued this online thri)ugh lockdown. Denmark has an extensive library lending programme. Hungary and Australia hold community slory•reading sessions. HSUK has run pre-scho programmes. Homevstart Uganda developed a project. logetsr ryth a hospitsl in Kabarole. to improve matemal nulritionin and prevent stunting. Families are tsught abcMJt dietary needs and how to grow the right focJ. and the volunteers get specialized trainiNJ. The fifst tranche concluded in 2022 and was renewed for a further Iwo years. Home4tart Volunteering Vc4Jnleering is the essence of Home-start. Volunteers are trained lo high standards from inception and the is a high level of ccffimitrnent. While Home-start has flourished in countries with long traditn$ of volunteering. Home-start Japan has developed a¢ro$s 118 locations in a county wth very little. The case was simply wmpellirMJ.. There has been research on Ihe benefits to the Home•Start volunteers themselves, where building skills and confidence. and contribukn.ng to the communty. has been identified as a roule to work This is reinforced by the quality of the HoMStart training. the ongoing ccrf)rdinator support. the great group SPiFIt at volunteer meetings and Ihe evKlent impact on families. Many say that il can bring new purtx)se to their INes. even open their eyes lo new cultures. In Uganda. our largest njral operation. their new skills in health and nutrition raise IheiT profile and slaThJing in the village. The volunteers are also reeognized on SLKial media and through the community and Hom&Stsrt honours which they receive. Home-slart UK made extensive volunteer awards in 2022. Most volunteers home visit but some will join the office in other roles. Sludenl intems can build links with a local University. or with schools and hospitals once they start lo work. Home-start Familiekonlact Denmark found volunteefs under their Pede the Tort(Mse library programme. to bring books lo families from the library. However. most volunteers are focused on home-visiting. where Much scheme elfort spent on their recruitment. training and superwsion. Members profile their volunteers by gender, age group and background and Ihese span the range. Male volunteers predominate in Uganda but are rather more sparse elsewhere, although the numbers are definitely growing. Some professionals lake up the role on Teliremenl. but there is always wide diversity- The volunteer joumeys are frequenuy documenled on so(xal media, both lo promote recruitment and encourage parents to seek support. In l(Kkdown, several Members attrdcted new volunteers online. A suprising number of Home-slart coordinators. and even Iwo current National Chairs. first found Home- Start as volunteers. More suprising, Ihis was also the case with bolh tt)e nner and the runner-vp for Ihe
Home.Stsrt Worldwide 2022 Long Service Awards made to serving senior staff. The 2022 winner, who leads Home-stsrt 8endigo. Austrdlia. and who had also served in the UK, had voliintpe.rpd fnr 1fi nf hp.r 29 years wilh Hnme-start _snmp. Èn parallp.I In hp.r wnrk as a coordinatnr. qhp. %Aid this in response to the award- 'Fmm my first moments in my volunteerlng mle back in 1992, 1 believed completely In what this model could lind did achivvo. 1( has betrn an absolule honour lo have fouiid my Irue calling and lo have been given the opportunity to seThe.' The Home-start Impact Homevstart makes a eompelling Story wth its history. footprint and evidence base. In 2022. across the 22 countries. 5001otsl Hom&Stsrt schemes and nearly 20.000 volunteers supported 47.000 families and 83,000 children. There has been extenstve academic evidence. In 2014. based on SearCh by the University ofAmslerdam, Home-start was rated "best practice" for "emdence of effectrveness. transferability, and enduring impact" by the EU-EPIC Plattomi for Investing in Children. To this day we remain one of only tsvo organisaltr)ns to be assessed as besl practice amongst the 76 on the EPIC list. Member countries also make their own assessmenls.of the impact of their work. There are serious research projects currenuy undeThvay in Ihe Netherlands, Norway and Belgium and plans for an inlemalional effort to introduce research work to others. Some Members have an impressive footprint. Homfrstsrt UK work in 70°A of local authority areas. The Nelhedands have schemes in 160 of the 352 municipalities. They also have more trained volunteers per capita than does HSUK. NoNay. wiltt 46 schemes. has more Home-Sl8rt schemes per capila than either. Another strong factor is stsying power and the knng semce of key stsff. Home-stsrt has been present in 6 countries for 30 years or more and a further for 20 years in 5 others. which adds invaluable presence and experience. While this is a challenge to ascertain. the combined 2022 income of the HSW Member schernes and national offi$ was at least £56m. Home-start UK included. Where this did not include several large partners, and most of the Japan schemes, the real number would be higher. With the extensive reliance on volunteers, the model is also ¢ost- effective. 2022 Developments This was undoubtedly the year where our work came into ils own. While clearfy prompted by the crises caused by lockdown, there was major endorsement. at the highest intemational level, of the importance of effective parenting and the need lo work in partnerships lo ensure it. Following the June 2021 approval of the EU Child Guarantee. the 2022 Tashkent Declar81ion confirmed the right to earfy education and nurturing care from birth to 8 years of age. It sel the principles for the urgent Iransformalion of ECCE Services and was approved by 150 countries. Then UNICEF. the Workj Heallh Ofganization. ECDAN. PLH and others fomied Ihe Global Initiative lo vUPPOrt Parents {GlePI. and launched an intcragency Call to Action for a coordinatcd, global cffort lo promote unNersal access to evIdencbased parenting support.
Worldwide This prompted much national focus on parenting and a search for appropriate solutions. Some HSW Members participated in the debates whith ensued. Indeed, their strong nats.onal advocacy and involvement showed growng and Conderable confidence in Ihe importance of their work. In January 2022. Home-start ()omo. Belgium. was a memberof a working party to help develop the Belgium National Plan to access funds under Ihe EU Child Guarante8. In the Netherlands. the 4kn Year of Promising Start, the national 1fJ)1 day initsative, is focused entirely on infomial support. As this launched in June. in Ihe pence of the Secretsry of Slate. Home-start featured straight after the keynole speaker. The leam also mel with Ihe Minisler lo outine Iheir future plans. In August. Homevstart Famdiekontaklen Non¥ay partiC4paled on a high level panel at the Arendal Democracy COnferere w mental health in bckdown. ond stressed the need for meaningful partnerships between Government and NGOS. In October. Norway were invrted to present to a parliamentary workiro party on preventative parental support in the first 1000 days. ahead of a fonnal Parliament rnOti on the topic. Home-slart Japan ran a symposium on perinatal support. lo seojre more professional help for mothers. This foujsed on the increase in post-partum depression. feelings of tsolalion. and an increase in child abuse during lockdown. Home-stsrt UK saw a 38% rise in families seNed and a huge surge in their facetook followers, following a sharp rise in corporate Sponso and hwjh profile, national campaigns.. This nohwlhslanding. it was a challenging year. Smaller members faced uneven recovery from the pandemic. Then came a confiuence of crises. from the rising cost of liwng to the eonflict in Ukraine, and the fall in key fvnding. especially in the Global Soulh. Families had seen the disruption of basic seNices in health. education and child protection during Covid 19, and much challenge lo effective parenting. Many fad economic vulnerability. and loneliness took its This has prompted more focus on perinatal support. parent and thild mental health and 8 better involvement of fathers. with a need lo build seryices there. Then, while family demand increased. some online volunleers dropped away. Others were reluctant to resume home-visiling. This required much effort lo recruit and train replacements. Including in th8 UK. Norway ran no less than 77 new volunteer courses for 365 newcomers. Ukraine added lo the needs. NoThvay opened 4 new schemes and revamped 5 others lo vlCome Ukraine families. Other Members faced the dispersion of Ukranian familvés across the country, requiring greater scheme coordination. A few members faced serious problems. The National Offi¢e in Quebe¢ failed to tspen, which left us to build relations wtth the largest of their sthemes. pending a ffinal deeision. South Africa failed lo find funding. Our Polish partners delayed the resumption of thwr Home-start visitiry lo better focus on Ukraine. Several Hungary branches were slow lo resume. Sadly. Home-siart Lanka were forced to dose in 2022. after 20 years of operation. They had ceased operations in lockdown and Ihefe was no chance of finding funding with the acute financial problems which followed. However, most HSW members had faced the pandemic with a resilience which On raised their profile. Numbers were firmly back to pre- pandemic levels eXP1, marginalty. wilh numbers of volunteers. Hom&Start UK excepted. Members served a creditable 8.9% more families in 2022 and 8% more children, and their social media profiles continued to soar.
HcAne.Stxt Worldwide Vision, Mission and Values Vision HoMStart wOrlde wants to see a world where VLAnerable families re1Ve the help which they need lo give their ¢hildren 8 safe and healthy start in life. Mission To help families and thiklren by faulitaling the grovth, development and su$tainabilty of the Home-stsrt family Support semce workJw"de. Values Members commit to the Vision and Values set down in the HSW Members. Charter, the HSW Operating Principles and the UN Convention on the Rights of the Child. All Members strongly align with the Universal Call to Aclion and the UN Goals thal no man should be left behind. They are fully commrtted lo the Safeguarding of Children and Vulnerable Adulls. Purpose Safeguard and preserve the good health, menlal and physical, of children. young persons. parents or primary carers Relieve sickness. povety and need arrrfjng Chrfdn. their families or carers Prevent cruelty to or maltreatment of children Advance the education of parents and Ihe public in beller stsndards of childcare Core Values . The HSW Members. Charter requires respect of the following... The UN SDGS. their interconneclion and eduealion as a driver of change The UN ConventM)n of the Rights of the Child Prornoting local community development and building communities through volunteering Building effective partnerships wsth govemmenl. communty. NGO and corporate partners with the same vision and objectives Promoting diversity. indusion. equty. gerKler equalty in all aspecls of our worft Standards of Practice: The HSW Members, Charter requires all Members to... Be fiexible, responsive and sympathetic to Ihe nee(Is of faMilS and children Support families Ihrough friendship, care , time and attention and always be non judgemental Work in the spirit of prevention, to build confidence. strength and empowerment Respect the identity and nghts of each person and family served Respect all confidential inforniation reiVed unless a child's safety is al risk Ensure child proleclion and the safeguarding of vulnerable persons Ensure no discriminalion based on ethnic origin, religion, culture. physic81 condition. gender identity. secular orientation of any other factor and respect of Ihe respecl of gender equality wtlhin the family Equal opportunity, fairness and diversity is all spheres of activity Standards of Operation.. To enfcrte values above. members are expected to... Sel standards in all aspect of their work Ensure transparency and accountability. respect and mutual co-operation Fully respect local law and regulations Refrain from political activity. beyond advocary for chiklren io
HomfrSt*t Worldwide The UN Sustalnable Development Goals 2030 The UN SDG goals are a universal language to which Members increasingly refer to help frame their future. These can also reflect their work and impact and their mission and goals. Following the intemational., setbacks during lockdovm, it is critical io revitslize the Global Goals and evidence any contribulion to doing so. Reference lo the goals will be essential going forward, with all key partnerships we fonn. Although countries may face specific challenges, our work undoubtedly contributes lo the folwIng goals and these were central to the Slralegic Plan-: SDG 3.. Healthy lives and wellbeing for all SDG 4.2.. Access lo qualty early childhood development SDG 16.2: The end of abuse and all forms of violence against children SDG 17 Strong global pather5hip5 and o)operatton There has been more focus on SDG 3 after lockdown. However, Taskent and GISP takes us finnly back lo SDG 4.2. SDG 17.17 promotes effective pUtlC. public-privale and civil society partnerships. These are a major HSW strength. The HSW partnerships range from local community funding lo partner sponsorship of the Home- Start work, as well as work 4•Mth local vdunleers. CuTrenWy. five HoMStart national offices are run by partner organizations and we are kkIng to find more. Members also respect SDG 1 - No Poverty, SDG 2 2 - Adequate NutrItn and SDG 5 -Gender Equality, Those working closely wilh municipalities may refer lo SGD 11. Equat Opportunity and Strong Institutions and Transparency form part of our Quality Assurance $L4ndards. SDG 2 and SDG 3 have aKvays been prioriti.es in Africa. The Uganda stunting project is fimily focused on nutrition and effective monitoring through pregnancy. The firsi priority in Burundi has been lo ensure SDG 3.7 and 3.8. Members tend to respect Icral policy space in their adoption of the SDGS. Hornetart Domo. Belgium, refers to the UN goals throughout, as these are wdety used. even by muniapal coun¢il$. One clear 2022 objeclive was to help Members follow Ihe new UNICEF, WHO or Wodd Bank inititialives, to fomi appropriate local partnerships. and lo map Ihe data and impact slaThJards required under the local frameworks set up. li
Home.Stst Worldwide Home-start Worldwide Overview 2022 2022 marked the first ftHI year of HSW office operation. and the first year ofthe current HSW Strategic Plan. The Strategic Plan forms part of 8 10-year commitment lo markedty expand the Home-stsrt fwtprint. both in existing and new countries. lo help more parents wortdwide. The 2022-2024 Strategic Plan focused on three key areas, which were to.. strengthen netwofk membetship to support more families and children Raise awareness and promote the impact of Home-stsrt support globalty Build an effeetive and sustainable HSW organisation The HSW Charter sets clear obligations on the HSW Board lo focus on helping Members. and the Charity is member4ed. An office clearfy helps pr(¥Jress this, but il has lo be suslained. This was an ambitious plan, as there was everylhing to txjild at office level, from relalions vrith potential fvnders to basic office process. AJI with little staff cover al inception. Further, the finanryal history of the charity bore litoe relation to the scale and complexty of the network and network needs. and a strongly de¢entralized Structu does rt of itself buikj a name. To secure support. il was essential lo showcase member work and athievements and the role of Home- Start Worldwide. build data and evidence and sen(SIY raise awareness. In addition to strengthening the membership. In 2022, there was significant progress on footyxint wFth the accession of Spain and 10 new schemes in Europe. This prompted a new Leaming arKI Developtrn1 function. New Member Work Groups encouraged greater member invofvement. The Researth Group mapped the first intemalional research project. In November. the HSW Triennial Conference was superbly hosted by the Foundation for Soci81 Welfa Seryices who njn the Home-stsrt schemes in Malla. This continued the focus on member support. However, wlh all the upheavals post lockdown, further funding remained work in progress at the end of Ihe year, meaning little addib.on lo the office help. We owe our deep gratitude to Joffe Charitable Trust, the Alchemy Foundation and the Tedworth Charitable Trust for their foresight continuing supprxt. and to the Govemmenl of Maha for their welcorne. We also note the generosity of the Headley Trust who fvnded the stunting project in Uganda. This has since brought oijr first major slep towards effective govemment partnerships in Africa and is thus a clear model for the future. Plan Progress There was strong and effective Plan progress in 2022, v•ith a high degree of professionalism. The momentum at Ihe end of lothdown also raised energy levels and the degree of Member involvement. As this was also a Conference year, there was much focus on the membership and overall Charter goals, which further raised Member support for Ihe devebpment of the HSW Office. The must now be greater focus on ensuring the longer-lem viability of the offi. While the three areas of the Plan overfap, they are presenled separately below. 12
H¢)rne.Start Worldwide Strengthenlng the Network The primary focus of the office is to athJ value in SUPF)Orting Members and help all grow stronger together. The office should help harness opportunities. pilot new SetviS. develop partnerships, build the data and research and help with organizational effedrveness. Also better menlor new members The Strategie Plan also mentioned the need lo hamess djgital solutions. encourage more Icxal research and help with organizalional effectiveness. expeaally in the Global South. The Monthly HSW Newsletter helped Members share ideas on best practice and celebrate I1r acheievemenls. The Global Call to Action aThY new service needs were reinforced al Conference. Otherwise, there were big developments on Ihe footprint and with training. and fOsed work on reg?1 partnerships. In June, HSW wekomed Asociacion Nieru para el Estudio y Promccion del Bienestar as a new Associate Memberto bring Home-slart to Spain. This proved Ihe perfect example ofa Sustainab new Country launch and an effective govemmenl partnership. While Spain has litde tradition of volunleeriThJ. the plans.were bad(e(J by a two-year commitment from the provincial Govemmenl of Castilla La Mancha to fund up to four schemes. Progress was meticulously mapFed by a pracb.ced leam from the Universty of Owedo, wth extensNe supwrt from Ihe social services. Four Members also strengthened Iheir local networks. Norway added 7 new schemes, of which 4 to help Ukraine families. Belgium and Denmark brought 3 more. Tanzania was restructured from Morogoro. The accession of Spain prompted the creakn.on of a Leaming and Netsvork Development function. to train and mentor their leam. This marked the first cenlrdl coordinator training since HSW was set up, and raised £7,0¢)O commitment for the office. This position has since been maintained, for day a week. lo head a Nets¥0 L + D Group, lo accelerate Member leaming a1 delivery and guith funding proposals vthere needed. The use of Member Work Groups allowed for flexibility across varying member needs. It was also hoped that regional groups would help raise Member profiles and perhaps make a case for joint projects. We ensured a rad response on Ukraine, convening a first Member Group Meeting on March 5, This brought much sharing of tods and advice. Empowering Children, the Home-stsrt sponsors in Poland. posted extensive materials online. Norway and the.Czech Republic look immediate aCtn to open theird(M)rs lo Ukraine families. Arrivals we more dispersed elsewhere, but Members had been better prepared Ihrough the group discusions. Japan ran tsvo large events, both oversubscribed. for immigrant families, and raised funds for Hom&Slart in Poland. There was much office focus on Africa. as a second regional partnership. to help raise awareness, build their profile and ath adequate scale. AJI five countries received guidance on project development. data analysis and impact assessment Irom a UK vunteer wilh knoledge of the region. This undoubtedly helped Secu the two-year £20.0 renewal of the Ugandan Stunling facility and served as the ff¥)del to which all should aim. We investigated the work of Parenling for Lifelong Health. sponsored by Ihe WHO, who also pented at Conference. Members were asked to promote crtjr presence, focus on national and international developments and adopl local dala requirements. There was little SucsS wlh funding applications for either Africa or Ukraine. However. an emergency Just Giving appeal raised £1,000 lo relieve hunger for some Home•Start families in Africa. and was shared between the four largest countries. 13
HThStat Worldwide A first intemalional research project was mapped in time lo present at Conference. The objective being to involve members who mighl not have previousty funded research and help build ties to local universities.The offio also investigaled NoThvaYs CRM dats system, as a possible option for a wider roll-out. Communicatlons and Promotion The promotion of the Home-stsrt name, role and presence and building professional communications formed a separate section of the Strategic Plan and indLKled member contribution to the effort. The key aims were lo better slandardize branding, pool resources. promote wider local advocacy and encourage more local media conlad. Speaal initiatives include better connecting volunteers across the network, and developing marketiNJ materials and resource libraries for member use. Concerted branding is a challeThJe where some older rrembers have different logos. We secured the perynanenl use of the HSW Friendship logo and worked to upJrade the design, colour palette and key materials in antiapation of an eventual member rolkoul. There was consistent freelaTh staffing ofthe HSW Communications role. to maintain the HSW social media postings. The HSW linkedln sile attracled an increasing number of followers. We secured bids for an upgrade of the HSW websile. The Monthly Member Communicalbons Meetings ran all year, to help share good practice. By 2022 year- end, Member followers on fab(x)k were up 30% overall from the level in March 2021. Members helped buikl a central photobank. which all Can access as needed to use on pamphlets or to post online. Online reporting of the Conference was particularly effective and prompted the hosts, our members and even the outside speakers. to follow suit. ensuring broad overall cover and important international endorgemenL The office produced a compelling HSW Impact Report to better infomi F)Otential funders of both member athievements and the Home-start work. Five members helped make a five-minule film on Home-start volunteering across the world. under the leadership of a professional director who worked prTrbono. This can be edited and used in a variety of ways. 11 was shortlisted tor the diversty and indusion catregory of Ihe 2023 EVCOM Clarion Awards and was widdy posted by members lo mark Intemational Volunteer Day. It has also been used in training and for Icol prornotion. especially in Australia. Japan. Tanzanba. Greeee and Denmark where it was filmed.. Celebrating our Vdunteets- The Essence of Home-start 14
HorrtrSt¥t Worldwide Building Sustalnablity This sectitin of the Plan o)vered the role of the central organization in meeting Charter obligats.ons and promoting the whole. Namely lo build a stronger and more viable membership. betterevidence our presence and success and ensure the abilty of office lo sustain Ihis. There was much focus on organizing the November HSW Conference. in whith rnost of the board engaged. conferen is a Charter obligation and a high point of the netsvork calendar. It was long overdue after tsvo years. delay and was widety supported by the nehvork. It also strongly helped advance the Plan. Core stsndards across the neOrk are managed through Qualty Assurance audits. A Trustee Work Group mapped the 2023 QA queslions and submitted the rewsions for approval at Ihe 2022 AGM. The Board also hdped restructure the Associate Members in Africa who had struggled wth accreditath)n during lockdown. although this will need longer-tem fwJs. There was clear progress in sej an assignment of the Home-slart trade name for rts use ovetseas, bul this did not Comete in the year. The rights to the name and the logo will eventually be registered at EU level, and through WIPO. Direct inlemational advocacy was limited. as rn051 meeting5 rnalrd online. but there was a sustsined inlemalional focus. The Eurochild, ECDAN. Bond and similar meetings were closely followed, and members updated on developments, as future Home-stsrt partiupation wll be critical to building our name. We made initial contscls with potential partners to further expand the footprint. A partner network also helps build our profile, as the 2022 Conference showed. The office dearty established a preseno. There was broad support of the Communications, member and regional work. and IT skills were secured at Board level. The office made aslule use of volunteers. They also eamed their first independent income from Iraining, and must expand this effort going foThvard. However. no new funding came through. and this despite serious effort. There were multiple reasons, and not least that intemational interest W waned. We were largely calling old after a 10-year absence. and needed to rebuild rdations. We were fwuently shortlisted, and leamt extensively in the process. But adequate office funding is dearty critical to effective member support and musl be the focus of attention going for•¥ard. Home-start Worldwide Global Conferenee 2022 Leave No Child8ehind The Netherfands team ai Conferen 15
Worldwlde The HSW Global Conference Leave No Child Behind The HSW Triennial COnfence was hekl in Malla from November 7-11th, under the byline'Leave no Child Behind,. It was enthusiastically received. Fully 44 Member preSenlIveS attended. frcffn 1S member Countries, including Spain, and S more attended online. Many sessions were led by the Members themselves and HSUK gave full support. Home•Start Malta and Home•Start Ghawdex were superlative hosts and we leaml extensively from their broader mandate, which includes chldren in altemative care. The Board was most generousty received by the Maha First Lady. The Hon. Minister for Social Justice and Solidarity. the Family and Chiklren's Rights attended the first day of Conference. The conference programme focused on 4 key areas: New Perspectives on Service Needs The lnlemalional.fwjs on Parenti Upgrading Research and Eviden Fundraising and Communication Strategies There We also one on one meetings beeen Membets and HSW t)ard teams, and plenty of time lo network during the wonderful visits round Malta. The first therne was Mental Health aNI the need to improve outcomes. The Network Director, Home-slart UK, showed the importance from the earfiesl age. The CEO, Home-slart Czech Republic. described their work with high-risk families. The key Open Day speaker. a Consultant Paediatrician, stressed the need for socio-medical teamwork with children at risk. Fathers and effective cTrparenkn"ng made a second key theme. The COO of Dad Matters UK spoke of the need to support and engage fathers in the perinatal perioct. A Matta family therapist addressed the importance of healthy u)-parenling. which volunteers musl be SU to encourage. Home-start Blanchardstown, Ireland, presented their course on effethive parenting for parents living apart. Internation81 Inilialives proved the highligm of Conference. The sessions were led by outside speakers. who we were honoured lo se(#Jre in person. Sabine Rakatomalala. of the World He81th Organizalion in Geneva, presented the Global Initiative to Support Parents IGISPI. Next day. Jamie Lachman. the founder and Director of the programme. presented Parenting for Lrfelong Health. PLH operale in East Africa, Romania and We$lem Europe. for our countrie$. but also w¢yk online. The Plan had called for rn0 fows on volunteering. The Chair. HOmStart Hungary and the Chair Home- Start Greeee psented plans for the inlem8kn.onal research project on the Volunteer experience. HSW premiered the Volunteer Film. The Communicati(5 lead for the Denmad( National Office slKiwed how she profiles their stories online. Fundraising and Cornmunication5 are ay$ a key conrn al conference. The HSW Office led these sessions on the final day. The deputy CEO, Home-start UK, described the work of their corporate fundraising learn, which has seen significant and higprofile success. Conference is a considerable oulay and this on tKlh sides, as the host will also conlribule. This lime. the uncertainty over the final dates preduded Ihe usual fundraising, but Malta were exceptionally generous. However. cost what il might, Conference presents an exp"Onal OPFKrtunily to enhance member relations, se¢ure feedback. perfect mernber induction and even more so with the Office involved. 16
HOTrs Worldwide Member Update While the largest and most experien¢ed Members envged strongest and fastest from lockdown. there was plenty lo leam and share. Japan, Norway, Denmark and Belgium made the greatesl progress. Their exceptH)nal activity in lockdol had kept them in touch with families. A second factor was Iheir energy in recruiting volunleers.8y year- end, Danish volunteer numbers were up 32% over 2018, and Iheir families up 27%. Norway volunteers were up 7°/0. During lockdown, Denmafk had had big success recruiting online volunteers and then recruited a further 100 in 2022. Norway added a net 175 ath.ve volunteers over 2021 and Belgium trained 94. In contrast, the Nethedands were still visiting 4% fewer families than in 2018. as Iheirvolunteer numbers had rnt recovered . from pre-pandemic levels. Otherwise there was progress across Ihe board.. First stop was to promote our cause. Home- Skrt Netherlands formed the 'Collectief Infomiele Steun Kind + Gezin,. with three other NGOS, lo plead Ihe case for informal child and famity support with municipalities and others. As in embraung volunteers not as cheap professionals but as the core ofwhat we want as a soryety. Support cleady widened as Members built their presence. induding interest in funding research. In a fantastic vote of corporate confidence in Norway, the Sparebankstiftelsen DNB gave NOK 11.9m to support 4 new schemes tor Ukrainian families, a new National Office department and a major research project. In tems of research, Norway launched a 3-year Search project at VID Speaalized University on their cost- effectiveness and soryal impacl, especially wilh families al risk. The Flemish government is funding a Domo project to research the role of father5 arbd equal parenting in the Home-stsrtwork. through the Odisee University Centre for Family Studies. The research session at Conferents was supported by an Assistant Professor from the University of Amslerdam who is leading a large project. to ¢omFAete in 2024. on the effectiveness of the infomial Home- Start support in the Netherlands The Danish National Research Center. Analysis Centre for Welfare. Vive, cornpleted a qualitative evaluation of volunteering at Home•Start Tonder. Denmark. backed by the A.P. Mo1Ser Fonden, th posrtive results. The effiaency of online training has not been lost. Denmark secured funding from the Ole Kirk Foundation lo convert their volunteer trainin9 to a radic new digital plaifomi, with Ihe help of Serious Games Interactive. Members iy)ntinued their support of families in the worsening dyital divide. Home-start Domo was one of 6 partners for the Leuven municipal AIIDigilaal project, which allowed HS families to borrow a laptop. get guidance.access cheap repairs and Informati abwl cheap providers. The Netherlands arranged a webinar. part-funded by $pe¢ialBt NGOS, on Media Education, lo help teach ¢hildren lo be media lilefate and technicalty skilled. The first interest in Fathers came from Home-slart Assen. where Ihe c(K*dinator set up a Dad's Café arKI onla¢ted the Dad Matters UK team. Then, in August, Denmark introduced paternity leave and Hi)m&Slart wa$ straight on the case. Two schemes set up playrcoms for dads with chibdren. In 2022 we marked some exceptional yeats of seNiee for those still semng in leadership roles. Three Member countries are still run by their founders. almost 20 years on. In addition. no less than 8 Coordinators. from 6 different countries. and the Australia Chair. had more than 20 years of Horne-slart service. including th8 CEO Home-slart Australia th 25 years. the deputy CEO Hom&Slart UK with 24 and the Coordinator of Home-stsrt Apddoom in the Netherlands. also al 24. 17
Worldwide Member Achievements Anniversaries HSF 8ergen and HSF OS. the first scheme in Oslo. celebrated their 20 Anniversaries Otthon Segitunk Al8PitV8ny FKoduced a 5&page album or¢ Iheir 20 years in Hungary National Awards Four HSUK schemes secured Ihe prestigious Queen's Award for Voluntary SeNire. raising the total to 14 schemes since the award was founded in 2002 Appointments The CEO Denmark was appointed to the board of the Danish Aswation of So¢ial Workers CommunSty Recognition The Chair. Paseo. France was awarded the medal of the town of Nimes Budapest Capitsl11.awarded their 2022 Prize for Chldren to a Budapest Scheme Coordinator Business and Charity Awards HSUK was on the 2022 shorrfist of the Business Charity Awards. for their Behind the Mask campaign, run in conjunction with the ITV programme 'The Masked Singerf. which encouraged parents lo share their drfficullies arKI find support Key Funding British Telecom donated digital devices. connectivity and a soaal tsrtff to 2500 Home-start families. in a deal worth £1.3m to help access to educational sOurceS and job opportunities online In Nomay. the generous Sparebanksliftelsen DNB grant was equivalent to £920,000 Diversity HSF NoThvay received the final report of a 15- year study,'Traces of Golden Moments., written by a fomer Home-start Coordinator. on Iheir work with families with children with special needs Domo Belgium seojred govemment fundiro to research Ihe impact of fathers and equ81 parenting through the wort( of Hom&Slart. by the Odisee Uni.Cenlre for Family Sciences Structure, Governance and Management Home-slart Worldwide is a charity registered wilh the chankn.es Commission in England and Wales. Charity Number 1139678. 11 is also a tompany limited by guarantee. incorporated under the Companies Act 2006 as a private corr¥iany in England & Wales, Coryany Number 07371168. The company was incorporated on 9 September 2010 and registered wtth the Charities Commission on 4 January 2011. Al that time Ihe assets of Home-start InteMatiOn {HSI} (charity number 10769911 we transferred to HOMStart WoddwKIe. In late 2017, membership of Home-stsrt Worfdwide vras exterKJed io a representalNe of each of the countries where Home-start operales, usually Ihe national office. subj'ect to tems sel down in the Home- Slartworldwide Members, Charter. MernberAsswatrons guarantee to eonlribule an amount not exceeding £1 in Ihe event of a winding dovffl. Members become lully accredited, wilh the right to vote. prowded they are structud as independent. 18
wldWIde locally-regislered. voluntary organisalions and meet Quality Assurance standards. Associate Members have a maximum 3 years to become accredited. AJJ Members Organizations sign a StalementofAcceptsnce of the Terms of the Members. Charter. The Board of Trustees assumes the strategic direction and leadership of the Charity. subject lo the term$ of the Members Charter. However. the Charter Confers significant responsibility on the Members lo partiapate in projects. policy development and decision-making. Membership allows Home-stsrt countries lo help develop and share Ihe standards of practice they musl follow and lo raise their profile through theirasswiation with a worldwide group. They are asked to subscribe to the Core HSW Principles and HSW Child Protects"on and Safeguarding Standards. Otherwise. they retain complete control of their local ffinar$ and schefne management. At Yearnd 2022. there were 18 HSW Ac(xedited members and 4 Associate Members, the arrival of Spain in June 2022 having made vp for Ihe loss of Sri Lanka al year end.. While members may work with partner associations Illy, they must run their Home-start operation onty within their Unty of inrPoration. The three-year maximum as an associale member had caused problems, especially through lockdown. Three members were granted expelional 12vmonth extensions through 2022. Tanzania restructured Iheir national office. but Sri Lank8 failed lo make the grdde and had to step down. Likewise Zambia was in suspension pending the registraknon of their company structure at home. Trustee Composition and Recruitment The Articles of Association envisage a board of a maximum IS people. These may indude up to 6 Member Representatives and 6 Independent Experts provided this works in proportion. This ensures a continuing focus on the very direct needs ofthe netrnrk. The HSW Memberfs Charterdevelops the board rc4e in detail. The board seeks diversity in lenns of trustee profile. skills and location. Inlemational experience is imF)0rt8nl. given the scope of the work. Much of Ihe basic diversity is brought by the Member Representatives, but Ihey can also bring Special skills. The Trustees serve for three yeors. after which they may be put fofward for rappointMent for a second term and. in excepts.onal ¢ircumstances. for a third. Following the recruitment of a UKthsed IT Sl¥'s1 in February. and two further member representatwes. 8oard Membership stood at g by yearnd 2022. This restored the rceSSary quots of member representslives after the unexpected resignatKJns during lo(dovm. and improved regional representation to indude both Eastern and Southem Europe. 11 also improved diversity in lemis of gender, nationality and overall age range, and substantially increased the number ofyears of Homevstart experience on the board. Board experts included a former President of ISPCAN, a communicatn$ and fundraising expert with extensive UK govemment expefience. and a fomier intemational banker. with a UK govemanee qualification. The Treasurer spent his career wlh a leading MNE. induding several years in Africa. plus long leadership of a social enterprise in Ghana. The IT specialist had worked with extensive large corporatslions before founding his busin8ss in IT consulting. One Member RePsentatIVe has led Home-start Japan. the largest and faslesl-growing HSW member, almost since ineeption.in 2009. The second spent his career the Municipality of Rotterdam, including a tirne as Head of Youth Affairs. where he worked directy with local Home-stsrt schemes. He currently leads on Quality Assurance across the 78 Hie-Stsrt schemes.in the Nelhedands. The third first worked on a research project with Home-stsrt Hungary, as early as 2002. and sUbseqUenY joined their Board. A fourth is the Director ofAllemalNe Care in Malts and seThes as proxy chair of the fv40 Home-start schemes. Member Representatives are nominated by the Homfrstart nats.onal associations. Expert roles will norynally be advertised. All are then subject to inteNiew and assessment. While recruitment is led by the Board Nominations Committee. Trustee apFMJinlments and resignations are finally approved by Members at Ihe AGM. All Trvstees sign to commit lo the HLYne-Start Woddwide Child Protection Policy and sign the Register of Interests. The recruitrnenl of Member Reps and younger Trustees was a priority for 2022. 19
knie.St¥t Worldwlde Trustee Meetings There were four full Trustee meetings and one Exceptional Meeting in 2022. Meetings are held online due to the intemational composition of the board. Attendance was consistent all year except for a slight fall for the Dmber meeling held only three weeks after Confereft. Board work was led by three main board Committees. namely Nominations. Membership and Fundraising and Communications. The working groups hold meetings as required bul usually work online. with briefings submttted al each Trustee Meeting. The 2022 AGM This 2022 AGM was held at the ck)se of Ihe Matta Conference. Five of the t4venty-two Chairs attended in person and the others were represented.. The meeting approved the updates to the Quality Assurance Standards. which musl all be submrtted lo rnember vote. and changes to the Members Charter itself. induding Ihe reformulation of values and standards of practice and the removal of provisions for an Intemalional Policy Committee which had failed lo get off the ground. Fundraising Consistent. specialist focus wa5 provided lor days a week. all year. backed by the generosity of the chemy Foundation. HSW has signed wthh the fundraising wulator and the ICO. and is a member of the Chartered Institute of Fundraising. All applications were lo Trusts and Foundations pending the development of adequate syslems to support retail lundraising. H¢)wever. one campaign on Just Giving raised £1000 10 lIeVe hunger amongst the families that Home•Start was supporting in Africa. The team also helped Uganda wth data trackn.ng and presentation in support of the neWa1 of a £20,0(KJ facility to combat matemal malnutritbon in Kabarole, but this did not inVVe a commitment or guarantee from HSW. No funding was received from outside the UK. and no fundraising complaints were received in the year. Finance Policies HSW has a simple structure. There are no trading subsidiaries. In 2022. the financial management of the Office was handled by the Board Treasurer. the HSW CEO as a second signatory, and govemed by the HSW Financial Policies and Procedures developed in December 2021. The HSW Investment Policy is reviewed annually. in line wth the latest business risk assessment. Al assets have so far been held in cash. with due regard lo the counterparty risk. Given the increased office activity, and the new hires planned, the Board had increased the minimum reserve requirnent from 3 months lo 6 months of planned outgoings in earfy 2021. In addition. considerable reserves were held lo fund the 2022 Triennial Conference, for which fundraising had been curtailed by the conts"nuing uincertainty during lockdown over when Ihe event would be held. Quality Assurance Meeting Quality Assurance is the key condition for Hom&Start Workjwide Membership and the right lo use the Home-start name. and there is strong commitment to this process throughout the network. The Charter requires that Members compty wth the requirements, apply Quality Assurance lo local schemes. participate in all Home-stsrt Worldwide Quality Assurance Reviews and meet any cOectIonS identified. The 2021 Committee which upjaled the HSW Values and Prinicples included a QA specialist and also made reeommendalions for QA changes. Accredited Membets are audited every 3 years though a Quality Assurance ev81uation. Associate Members are reviewed annually and only become Accredited Members once they pass QA. The last full QA assessmenl was hekl in late 2019. Changes to the QA Fonn were submilled for approval io the November 2022 AGM. in anb'apation of a new assessment in earfy 2023. Safeguardlng and DBS checks Safeguarding is of primary imranCe. due to the work al home wilh parents, children and vulnerable persons. While many countries set high standards already. all HSW Members are required lo sign the Home-slart Worldwide Child and Vulnerable Persons Safeguarding and Protection Policy. and ensure that 811 schemes. at minimum. meel these standards. DBS checks or simrfar police checks are required of all 20
Hom5 Worldwide persons assoeiated wtth Hom&Stsrt induding the HSW Board Members. Equality, Divorsity and Inclusion These values have long been central to the HSW Prinaples. They are also enshrined in the UN Principles lo which most countries accede. The HSW model. which ensures Ioc81 leadership and staffing. brings real diversity across the neiwork. However. schemes must also respect the diversity of their local communities. AcrdInglY these, and olher core values, fealure in Ihe HSW Members Charter, to which eath mernber mmils in Writing, and the HSW Quah'ty Assurance requires written policies io uphold these values al work. Risk Management The Home-start Worldvmde Trustees acknovAedge their responsibility lo identify. assess and manage risks both to the operation of the Charity and to the repUtatn of the network worldwide. The Charity has a Risk Managemenl Policy and maintains a Risk Register to which all Trustees contribute. A Regulatory Updale is circulaled before each board meeting to help Board members located overseas. The Qualty Assurance frarr*work is always in mirml as we assess feedback on member activIts. The Risk Register has focused largely on the sustsinats'lty of the office since thi% rewnd in late 2020. This tracks both the progress against the Sirategic Plan and the fundraising which supports it. Continued active board participation is required for the ¢Juralion of the current plan, but this should reduce as Ihe office grows. The spirit and commilmenl of membets. strong ethical and QA standards and the very long service of key leaders ensures limited reputational risk. With g¢1 specialist skills, a cautious office roll out, and strong reserves. basic continuity was not al risk. The higher financial exposure was capably managed by strong Tregsury leadership and the core finance policies are in place. The previous key man risk has certainly been defrayed by the opening of the office However. you are always at risk of staff tumover ere F$[lions are only part-lime and the complex'ty of the roles have proved a challenge. expeoally to those without fonner experience of Home-start or litue intemalional experience. The current tssk is to further diversify office funding, build solid relationships with donors and ensure a pemanent office team. How our Actlvities Deliver Public Benefrt The Trustees confim that in exercising thr F4Jwers. they have complied with the guidance on public benefit and that all activities are undertaken lo further our charitable purpose for the public benefit. Although Home- Start Worldwide itself does not provide direct ServIS to beneficiaries, we set minimum standards of practice for member organisations worldwide. Such standards require that core services are provided free of charge and thal they ensure respect of key principles induding non4iscriminats"on, equal opportunity, ¢onfidentiality and child proteetton. Flnancial Review There was marked improvement in the financial strength of the company over 2021, and 8 considerable growth in activity. Total income was £73.231 in 2022. up from £47,550 in 2021 and £73.784 was carried forward at year end. Prlncipal Funding Sqwr¢es Home•Slart Worldwide has a cknntinuing source of income from Member Fees, which are levied based on member size, as detailed in the Members. Charter. These yielded £14.400 in 2022. Otherwise, Trusts and Foundatsons were the prinapal source of fvnds. The Tedworth Charilable Trust has long supported HSW. and immediatety backed the CEO hire from September 2020. Then in April 2021 we were honoured lo secure a critical six months, funding from the Joffe Charitable Tnjst to help Ian and sel up the office. This was folh)wed by a thre year commitmenl 21
Worldwide from The Alchemy Foundation. These tree funders eontiwed their support through 2022 and 2023. Income Member Fee income increased by £900 in 2022. due lo catch up payments post- lockdown. The office also earned a first £5.260 contribution towards member training and nets¥ork developmenL However, the large part of 2022 income came from donats.ons and grants. This increase in income comprised £30,000 in restricted fuling from the Joff8 CharitableTrust, which was allocated to fund the CEO, a renewal of the Tedw(Kth Charitable Trust fvnding of £10.0(M) to support the office, and a second £12.500 disbursement frcKn The AlcIlY Foundation under a thre&year commitment to fund a dedicated HSW Fundraiser. Lockdown revealed some issues wth member fees. where three members faced funding problems. While members have the obligation to pay fees. and non- payment is fully reported. this reinforces the need to build funding from diversified sources. Expenditure Tot21 expenditure doubled to £76.986 in 2022 and there was a net loss of£3.755. Ofthis. £53,100 covered the cost of Fundraising, Communicalions and CEO time in the office, which was up £19,398 on prior year. Most of the remainder comprised the HSW share of costs for the Malta Triennial Conference. HSW is committed to holding conference under the lemis of the Members. Charter and to funding most. of the costs of one parb"cipant per member. The total costs of conference are usually shared wth the host country. Malta were eXP110na1IY generous. covering all food and evening entertainment. and flight tA)sIs from Europe to Malta were generally low. In the event. HSW covered four hotel nights for each member delegate. subsidies for the longer4islance member flights. various incidentals for communications and similar and full costs for all Iruslees. office staff and speakers, for a total cost of £17,978. Due to the uncertainty of dates with lockdown. there was no fundraising for conference as is usually the case. However, due lo the Nvo years of delay in holding conference, the Costs had been largely tovered by a surplus on member fees. Current Investment Overview Reserves of £77,539 were brought forward from 2021 and dropped lo £73,784 by year-end, of which £63,159 was unreslricted. Balances were held in cash and deF)osils throughout the year, with a maturity of three Month$ or less. and there was rn foreign crrer exF*)sure. Investment Pollcy The HSW Inveslmenl Policy permits a vmde rarvJe of investments and is reviewed annually by the Board. However, capital preservalion and liquidity have been the major objedives. Should funding materially increase. the Investment pdicy wll be reviewed.The inlemational work of the Charity Sometimes results in some foreign exchange exposure, especially in a Conference year. While the ArtKaes are silent on foreign currency, the Board allows the Charity lo both raise and disburse funds, and hold bank accounts in foreign currencies. where jusb'fied. provbded that sovereign arxl cutrency risks have been property assessed. Reserves Policy and Going Concern The Charity held £63,159 in unrestricted funds al yearend 2022, over and above the £10,625 remaining under the prepayment of donations restricted to paying the costs of employing the CEO and a fundraiser. However. all but £113,159 of these unreslricled fijnds had been reserved. The Trustees hcAd reserves in order to protect the continuity of the Charivs work. manage fluctuations in income and provide capital lo finance expansion. 11 is slated policy lo ensure that the charity has sufficient reserves lo meet six months, operating expenditure. induding inflation. This was aclNely managed in 2022 as the office grew in size and conference expenses were finalized. Also, office activty could mean the 22
Hor.Stst Worldwide occasional guaranlee of member funding or the training of new member staff. Accordingly. the Board opted for caution in the managemenl of unrestricted reserves unkn"l the office reaches fvll potential. For 2023. the Board identsfied three key risk areas where designated fvnds would protect the plans. These were the Operating Cost Reserve sufficient to meel six months of costs, induding inflation, to cover the unlikely evenl of having to restructu or wnd-up charity. This equated to £41.000 at yearnd 2022. The 8oard also designated £4.000 to be pul aside annually towards the c05t of the next triennial conference in 2025. to help bolster additional fundraising and a further £S.000 will cover one-off 2023 expenses for the redevelopment of the HSW websile and legal and regislralion costs aslated with the assignment of Ihe Home-start trade narre Irom HSUK. The designated reserves will t* Teviewed as plans change. Statement of Trustee Responsibilities The Trustees. who are also the directors of the charty for the purposes of company law. are responsible for preparing an annual report and financial ststements in accordance with applicable law and Unf(ed Kingdom Accounting Standards {United Kingdom Generally Aceepted Accounting Practice}. Company law requires the trustees to prepare finanaal slalements for each financial year which give a true and fair view of the slate of affairs of the charity and of the incoming resources and application of resources, including income and expenditure ofthe charity for Ihat period. In preparing the financial staiements, the trustees are required to: Select suitable accounling policies and appty them consistenuy Observe the methods and prinuples of the Charities SORP Make judgments and estimates that are reasonable and prudent Stale whether apFAicable UK accounts.ng stsndards and stslements of recommended practice have been followed. subject lo any departures disdosed and explained in the financial slalemenls Prepare the financial statements on a g)ing concem basis unless it is inappyopriate to presume that the charity will continue in.cyeration The Trustees are responsible for keeping accounting records whith disclose wth reasonable accuracy at any lime the financial position of the charity and which enable them to ensure that the financial statements eomply wtlh applicable law and regulations. They are also responsible for safeguarding the assets of the charity and hence for taknng responsible steps for the prevention and detection of fraud and other irregularities. The trustees are responsible for the Maintenan and integrity of the charity and financial information included on Ihe charity's website. Legislation in the United Kingdom goveming the preparation and dissemination of finanaal statements may differ from legislatson in other jurisdictions. Disclosure of Information to Independent Examiner The Annual Report has been prepared in accordance with the provi5h?ns applicable lo companies subject to the small companies. regime. So far as each trustee is aware. there is no relevant infomation, being information needed by the independent examiner in connection with preparing their report. of which the independent examiner is unaware. and each Injstee has taken all steps that slhe ought lo have taken to make herthimself aware of any relevant matters and to ensure that the company's independent examiner is aware of such information. Such sleps indude making inquiries of other trustees and the independent examiner and olher sleps required by Ihe trustees. duty to exercise due care arKI skill. Approval This report was approved by the Trustees on 26th September 2023. 23
Worldwide Joan van Niekerk Chair and TrusteelDirector Home-start Wortdwide 24
Worldwide Independent Examiner's Report To The Trustees of Home4tart Worldwide Year Ended 31 December 2022 I report to the tnjstees on my examination of the financial statements of HoMStart Wortdwide Ilhe charity} the year ended 31 Oecember 2022. R¢sponslbllltl•s and basls of report As the trustees of the eharity land aLso ils diTectOTS for tr purroses of company law) you are responsible for the preparation of the financial ststements in accordance with the requirements of the Companies Act 2ry)6 {the 20)6 Act). Having satisfied myseff that the financial statements of the charity are not required to be audited under Part 16 of the 2006 Act and are eligible for independent examination. I r8POrt in respect of my examination of the charity's financial ststemenls carrie(J rxjl under section 145 of the Charities Act 2011 Ilhe 2011 A¢tl. In carryin9 Out my examination I have folh)wed all the applieat4e Directions gNen by the Charity Commission under section 14515)Ibl of the 2011 Ad. Independent examlnerfs $tatsment I have comete my examinati. I confirm that Th) matters have come to my attention in Lxinnectw with the examinats.on giving rre &wse to belve that in any material respect.. 8ccounting records were kept in resFe¢t of Ihe charity as fequire(I by section 386 of the.2006 Act.. the financial statements ¢Jo not accord wth those records.. or the financial statements do not comply with the accounting r8qvirements of section 396 of the 2006 Act other th any requiremenl that Ihe accounts give a true aThJ fair wew which is not a matter conSided as part of an independent examination: or the financial statements have not been prepared in accordance the methods and principles of the Ststement of Recommended Practice for accounting and repcrting by charities applicablg to charities preparing Ihw"T accounts in aceL)rdance wth the Financial Reporting Standard apF4icaL4e in Ihe UK and RepU1C of Ireland (FRS 1021. I have no concerns and have come across no other matters in eonnection with the examination lo which attents'on should be drawn in this report ID order to enable a proper understsnding of the financial ststemenls to be reached. Sian Lewis Independent &xamin Nordens Farringd¢ Ltd 8 Coklbalh Squwe ECIR 5HL Dated.. 26 September 2023 25
Home.Start Worldwide Statement of Flnancial Actlvities For the year ended 31 December 2022 Unrestrlcted Funds 2022 Restricted Totsl Funds Total Funds Funds 2022 Note 2022 2021 Incorn•: Donations and grants Income from charitable aclwilies 52.500 52,505 20,726 73.231 34,050 13.500 20,726 20.731 Total incoming re$ourGes 52.SOO Expenditure: Costs of raising fvnds Expenditure on charitable ad1vit$ Total expendlture 19.682 31.242 19,682 7,018 26.062 26.062 50.924 76.986 38.306 Net Income (expenditure) and nel movemenl in funds for the year 15.331) 1,576 13.755) 9.244 Reconcillation of funds: Total funds broughl fornvard at 1 January 2022 68.490 77.539 68.295 Total funds carrled forward at 31 0¢mber 2022 16 63.1S9 10.62S 73,784 77,539 The slalemenl of financial aclivilies InLS all gains and losses reccgnised in Ihe year. l income and expenditure derive from continuing aclNities. The notes on pages 28 to 34 form part of these financial statements. 26
Horn5t Worldwide Balance Sheet At 31 December 2022 Company number: 07371168 Note 2022 2021 Flxed assets 748 Current assets Cash al bank 10 76.844 76,619 1,432 Sundry debtors 11 77,844 78,051 Current liabilities Sundry Creditors and accruals 12 4.558 1.260 Net current assets 73.286 76.791 Total assets less current liabilities The funds of the charity: Unreslricled income fvnds 16 62.887 10,897 68,490 9,049 Restricted income funds 16 Totsl Gharity funds For the year ending 31 Oecembei 2022. the company was enlitled to exemption from audit under section 477 of the Companies Ael 2006 relating to small companies. The members have rM)t required Ihe company lo Obta an audii of its accounts for the year in qvestion in accordance wrth section 476. The directors acknowledge their responsibilibes for comFty"rvJ wilh the requirements of the Act with respect to accounting records and the preparalion of accounts. These accounts have been prepared in aCrdance v*ith the special provisions applicable to small companies subjed to the small companies regime and in accordance with FRS 102 SORP. Approved by the Twslees on 261h September 2023 and signed on their behalf. Joan van Niekerk Chair an¢J Trustee Director Tony Philip Treasurer and Trustee Director The notes on pages 28 to 34 fom) part of these financial statements 27
Home.SL Worldwde Notes lo the accounts 1 Actountlng pollcles The principal accounting policies adopted, judgements and key sources ofeslimation and uncertainty in Ihe preparation of the financial stslements are as follows.. al Basis of preparali The financial statements have been prepared in accordano with Accounting and Reporting by Charities.. Statement of Recommended Practice applicable to charities preparing their accounts in ac£ordance with the Financial Repo.n9 Standard applicable in the UK and Republic of Ireland IFRS 1021 (effective 1 January 20191- (Chartties SORP IFRS 102}), the Financial Reporting Standard applicable lo the UK and the Republic of Ireland IFRS 102) and the Companies Act 2006. Home-start Worldwide meets the definition of a public benefit entity under FRS 102. The finanaal statements are wepared in stsding which 15 the functional currenry of the Charity. Assets and liabilities are initially recognised at historical cost or transaction value. b} PreparalKsn of the accounts on a going concem basis Home-slart Worldwide recorded a net loss of £3.75512021.. £9.244 gain) for the year and have net assets al the end of the year of £73.78412021.. £77.539) induding unrestricted income funds of £63.15912021.' £68.4901. The trustees 8re of the view that the level of InMe arKI assets of the company is sufficient for il lo cary on its activities for the foreseeable future and that on this basis the Company is a going cOnM. cl Income Income is recognised once the charity has entilement to ts funds. it is probable that the inwrre will be received and the monetary value of the inming lunds can be mea$ured suffioent reliability. Grant income is recognised in accordan th the tsrrns of the grant and is induded in the finanual statements in the year received. Donations are credited lo ineome vthen receivable. Gift aid in respect of donatK)ns is credited lo the year in which the donation was receivable. dl Expenditure and irrecoverable VAT Expenditure is accounted for on an accruals basis and has been classified under ldIng$ Ihat aggregate all eosls related to the category. Al expenditure is recognised once there is a legal or cotistructive obligation committing the Charity to the expenditvre, it is probable thal settlement will be required and the amount of the obligation can be measured reliabiy. Expenditu is dassified under the following activity headings.. Costs of raising funds comprise the adminislratwe costs of online donation plafforn. Expendrture on tharitable activities ¢omprise costs incurred in the pursuit of the Charitable objectives of the charity. Governance cosls comwise all o)sls involving the public aect)untsbility of the charity and ils compliance with regulation and good practice induding costs aSsl81ed wlh the strategic management of the charitys aelivities. Where costs cannot be directty attributed lo specific headings they have been allocated lo aclivilies on a b8SIS consistent with the use of resources. Value added tax is not recoverable by the charity. and as such is induded as a o)st against Ihe activity for which the expenditure was incurred 28
Worldwide e) Fund accounting Unrestricted funds are available lo spend on actiwlies that further any of Ihe purposes or obje¢tives of the charity. Designated funds are unrestricted funds of the charity which the tnjstees have deced al their diserelion lo sel aside to use for a specific purpose. Restricted funds are funds which are lo be used in a¢¢ordance with speafic reslriclions imposed by donors or which have been raised by the charity for particular purposes. The cost of raising antj administering suth funds are charged against the specific fund. f) Cash at bank and in hand Cash at bank and in hand indudes cash and short temi highty liquid investmenis with a short maturity of the months or less. g) Creditors and provisions Creditors and provisions are recognised where the charity has a presenl obligation resulting from a pasl event that will prob8tAy result in Ihe transfer of funds to a third party and the arnount due to settle Ihe oblmjation can be measured or estimated reliabty. Creditors and provisions a recognised at their settlement amount. h) Fixed assets Computers are capilalised at cost and written off over their estimated useful life. four years. 2. Legal status of the company The charity is a company limited by guarantee and has no sh8re capitsl. In the event of the charity being wound up, the liabilty in respecl of the guarantee is limited lo £1 per member of the charity. 3 Income from donalions and grants 2022 2021 Restrided donakn'ons and grants Unrestricted donations and grants 52.500 19,211 14.839 The income from donatb)ns and grants was £52.505 {2021'. £34.0501 of which £5 was unrestricted (2021: £14,839) and £52.500 was restricted {2021..£19.211). Restricted donations received in the year 2022 consisled of an award from The Alchemy Foundation of £12,5(XJ lo support the cost of a fundraiser. £10,000 from the Tedworth Charitsble Trust was used to support the Communications and Network Development Lead. A grant for the CEO'S lime and organisational development ome from the Joffe Charitable Trust {£30.0(M) for 2022123 with a further £33,OC(J for 2023124). 29
Homevstart Worldwide 4 Income from Gharilable activities 2022 2021 Just Giving Training Courses Network contributions- membership fees and other contributions 1,034 5,292 14.400 13.500 Netsvork contributions are annual membership fees paid by member organisalions of the Home-stsrt neork and are unreslricled. Al neome from charitable activities is unrestn"ded. 5 Cost$ of ralslng funds 2022 2021 Costs of raising fund$ 19.682 7,018 7,018 Costs of raising funds are the gros5 employment cost of a part-ts.rne employed fundraiser and a share of the gross salary of the CEO.
Hom&SL Worldwide 6 Analysis of expendlture on charitable xtivities Total Total 2022 2021 Consultancy charges Subscnptions Malla Conference 1,500 410 37S 17,978 Bank charges Member training costs Staff costs 506 313 1.456 27,618 25,744 683 IT costs {principally website) Governance costs (rte 7) "Marketing and comms Depreciation Sundry expenses 1.423 5,800 250 1.094 .250 334 354 57.304 31,288 7 Analysis of governance costs 2022 2021 Insurance 703 295 Professional charges Independent examination fee 240 336 460 1,423 1.094 8 Staff numbers, staff tosts and truslee remuneration and expenses Total employment costs for Ihe year induding employer pension conlributions, were £48,705 {2021: £29,931). The average number of employees during the year vras 2 (2021.. 2). During the year ended 31 December 2022 there were two part lime employees12021.. Iwo part lime). The key management personnel cAMrprise the trnstees and the Chief Executive Officer. The toLql employee benefits of the key management personnel of the charity were £32.877 {2021.. £29.931) The Truslees re1Ve no remuneration for their seNices. and no travel expenses for Board meetings were reimbursed 12021'.nil)- However, as specified in note 13 Iwelve reimbursements to eight Iruslees amounting to £8,028 were made durbng the year in respect of expenses incurred by the Iruslees ft)r the benefit of the tharity. 31
Horne.Start Worldwide 9 Fixed Assets COST: At 1 January 2022 Additions in the year At 31 December 2022 998 998 DEPRECIATION: At 1 January 2022 Charge for the period At 31 December 2022 250 250 500 NET BOOK VALUE: 498 At 31 December 2022 748 At 31 December 2021 10 Cash at Bank 2022 2021 Bank account 76,844 76,619 11 Debtors 2022 2021 Debtors 1,000 1,432 1,000 1.432 12 Creditors: amounts falllng due wlthin one year 2022 2021 Malia conferen costs.reimbursed in 2023 4,078 480 Sundry creditors and accruals 1,260 1.260 32
How*St¥t Vlortdwide 13 Related Party transactions The charity trustees were not paid nor received any other benefits from employmenl the Charity ID the year12021: £nil). Twelve reimbursements to eight tnjslees amounling to £8.028 were made during the year in respect of expenses incurred by the trustees for the benefrt of the tharity. altemative methods such as a eompany debit card not being available12021: £nill- The majority of this reimbursement was in respect of a subsidy for travel expenses lo Executive Committee Trustees and distant member organisats'ons lo attend the Malta Conference. 14 Corporation tax The charity is exempt frcffn ¢OrpOrati tax as all its income is Charitable and is for charitable purposes. 15 Post-balance sheet events There are no reportable post-balance sheet events. 16 Analysis of charitable lunds Analysls of movemenls In unrestricted funds Transfer from General Resources Balance at Fund expended 31.122022 Balance al 1.1.2022 Incoming resources Designated Fund.. Operatsr4J Cost Reserve 41,000 41,000 Designated Fund.. Conference Designated Fund.. Development General Fund . 68.4 20,731 26.062 13.159 68.490 20.731 In¢omlng resources Anaty$is of movements in unrestricled fvnds- previous year Balance at In¢orning Resources Balance at 1.1.2021 resources expended 31.12.2021 General fund 61.428 28.339 21.277 68.490 68.490 Our reserves policy is to maintain 6-months operational running costs. including inflation which equate5 to £41,000. Thi5 is for the unlikely event of having to wind-up the charity. We have also allocated £4.OCK) to the cost of our next tri-annual conference in 2025, the remainder will cover our planned 2023 website development costs and legal costs in 2023 for transferring the Home-start Worldwide nawe and logo from the UK to Europe1£5.0¢)01. 33
H(KrtrStart Worldwide Analysls of movements In reslricted fund$ 2022 Balance at 1.1.2022 Incoming Resources Balance at resources expended 31.12.2022 The Tedworth Charitable Trust 5.818 10,OQM) {15,818) {22,500) 12.606 Joffe Charitable Trusl 30.0 7.500 The Alchemy Foundalion 3.231 12.5 9.049 52.500 50.924 Analysis of movements irb restrlcted funds- previous year Balance at Incoming Resources Balance at 1.1.2021 resourc¢$ expended 31.12.2021 The Tedworth Charitsble Trust 6,867 12.17 7.211 (13.049) 3.980 5.818 The Achemy Foundation The balance of restrided funds as at 31 t)ecember 2022 of £10.625 {2021.' £9,049) represents funds received from The Alchemy Foundalbon lo be applied in the first quarter of 2023, and from Joffe CharitableTrusl, also lo be applied in the first quarter of 2023. The funds from Alchemy are applied to the employment costs of a Fundraiser. The ftjnds from Joffe are applied towards organizational development though support for the CEO role in developing projects and building the organvzation. The funds received from the Tedworth Charitable Trust are applied towards the employment of a Network Development Lead and Cornmunicattons Support.