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← Home-Start Worldwide

2024-12-31-accounts

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Home-Start Worldwide

Annual Report and Accounts 2024

www.HomeStartWorldwide.org

info@HomeStartWorldwide.org

Home-Start Worldwide 63/66 Hatton Garden Fifth Floor Suite 23 London EC1N 8LE United Kingdom

Home-Start Worldwide, a company Limited by Guarantee, company number 07371168

Registered charity in England and Wales number 1139678

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Home-Start Worldwide

Reference and Administrative Information

Company number 07371168 (England and Wales)

Charity number 1139678 (England and Wales)

Registered office 63/66 Hatton Garden, Fifth Floor Suite 23, London, EC1N 8LE

Trustees

The Trustees are also directors under company law.

Bankers

National Westminster Bank Sloane Square Branch

Unit 5, The Willett Building 2 Sloane Gardens London SW1W 8DL

Independent Examiner

Sian Lewis FCA

8 Coldbath Square, London EC1R 5HL

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Members The Members of Home-Start Worldwide were as follows:

Accredited Members :

Home-Start National Inc., Australia

Home-Start Domo vzw, Belgium HOST Home-Start Czech Republic z.u. Home-Start Familiekontakt, Denmark Association Paseo, Nimes, France Home-Start Hellas, Greece Otthon Segitunk Alapítvány, Hungary Home-Start Blanchardstown, Ireland Home-Start Japan The Foundation for Social Welfare Services, Malta The Humanitas Association, The Netherlands Home-Start Familiekontakten, Norway Fundatia Adina Stiftelsen, Romania Home-Start Uganda Home-Start UK

Associate Members:

Asociación Nieru para El Estudio y Promocion, Oviedo, Spain Home-Start Giriwanyu A.S.B.L, Burundi Home-Start Morogoro Municipal, Tanzania Home-Start Zambia Premier pas Champlain

Memberships terminated during 2024

Empowering Children Foundation, (H-S) Poland H-S South Africa

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Report of the Trustees

Page
Home-Start Overview 5
Home- Start
Home-Start Worldwide Role and Mission
Home-Start Values and Principles
Structure, Governance and Management
Strategic Planning
Quality Assurance
Key Evidence and Impact Research
Home-Start Worldwide 2024 13
News from HSW membership
How our Activities Deliver Public Benefit 16
Financial Review 17
Disclosure of information to the Independent Examiner 18
Report of the Independent Examiner 19
Statement of Financial Activities 20
Balance Sheet 21
Notes to the Accounts 22

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Home-Start Overview

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Home-Start Worldwide (HSW) is a membership organisation and long-established charity dedicated to supporting parents and strengthening parenting skills to promote early childhood development. Support is provided through regular home visits by trained volunteers, offered free of charge to families with children from pre-birth to school age. While the core focus is on the early years, some services also support older children, recognising that many families include children of varying ages.

The Home-Start model is delivered through 490 local schemes in 20 countries, embedded at the community level. Member organisations also engage in training, advocacy, and partnerships to extend their impact.

In 2024, nearly 3,000 professionals and almost 18,000 trained volunteers supported more over 72,000 families with almost 94,000 children. Volunteers offer emotional support, practical help, and friendship—helping to reduce isolation, strengthen family relationships, and enhance child development. Though family circumstances vary widely, the goal remains the same: to give every child a strong foundation for life, no matter where they are in the world.

To ensure consistently high standards, all volunteers receive thorough training and are supervised by professional staff. Each member organisation undergoes a formal quality assurance assessment every three years, led by HSW. This process helps ensure that the Home-Start approach is delivered safely, effectively, and in line with shared values and standards across the global network.

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Home-Start Worldwide Role and Mission

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Most Home-Start schemes are locally incorporated, funded and managed, on a fully decentralized basis. By 1999 there was a need to coordinate the expanding international network. Home-Start Worldwide has grown from that.

Most Home-Start schemes are led by a national office. The Home-Start Worldwide mission is to support these national associations, manage the name and branding and assist new countries develop, to help more families and children.

Under the current structure, the national offices are members of Home-Start Worldwide and represent their country’s schemes in this role. Membership of Home-Start Worldwide allows the use of the Home-Start name and defines the HSW role.

In addition to their national supervision, most national offices support the development of new services to meet local needs. Accordingly, Home-Start Worldwide helps members with policy advice, promotion, training and development and shares member good practice between them. It also promotes the service internationally, helps train the coordinators of new members to set up and develop evidence of impact. Retraining is offered when there is the need for updating with new

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__________________ knowledge and skills. Working groups and webinars are offered to members during the year to advance the work of the members.

The members cover a wide range of family needs and they align differently to the United Nations SDG Goals. However, the key SDG goal is the provision of quality early childhood development, SDG 4.2 and SDG 17, the need to work in partnerships. Home-Start worldwide and its members focus on enhancing parenting skills to ensure a childhood free from violence and abuse.

Home-Start Worldwide recognises and supports diversities such as differing family structures and cultures. This is reflected in its membership and the Board of Trustees. Across five continents and multiple partnerships common values and principles are core but the expression of these within diverse populations remains focussed on the best interests of the child. Members are differently focused and differently funded and structured. Partners such as the World Health Organisation INSPIRE directorate also bring skills from which all members benefit, from municipal services to research interests or experience with high-risk families.

Early childhood development remains a key concern of UNICEF and the World Health Organization. It remains the core intention of the HSW ethos, which focuses on equipping parents to ensure the best possible early childhood for their children. The early years of childhood are often difficult to manage, particularly for parents who may be without support and facing challenges such as poverty, single parenting, conflict within the home and in their community and country.

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Home-Start Values and Principles

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Home-Start members and their schemes respect the rights of the child, as expressed in the UN Convention on the Rights of the Child, and the principles of equal opportunity, fairness, diversity and gender equality in all aspects of their work. They must also respect the identity and rights of each person and family and oppose any discrimination based on gender, ethnic origin, culture, religion, political affiliation, nationality, family circumstance and sexual orientation.

Confidentiality to protect the best interests of the child and integrity of the family is a key principle of service provision. All Home-Start members, HSW staff and Board trustees are required to sign a commitment to safeguarding of children and vulnerable persons policy and members are required to adapt this core policy to their own country laws and policies on safeguarding.

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Structure, Governance and Management

_______________ Home-Start Worldwide is a charity registered with the Charities Commission in England and Wales, Charity Number 1139678. It is also a company limited by guarantee, incorporated under the Companies Act 2006 as a private company in England & Wales, Company Number 07371168.

The company was incorporated on 9 September 2010 and registered with the Charities Commission on 4 January 2011. At that time the assets of Home-Start International (HSI) (charity number 1076991) were transferred to Home-Start Worldwide.

In late 2017, membership of Home-Start Worldwide was extended to a representative of each of the

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__________________ countries which run Home-Start schemes, usually the national office, subject to terms set down in the Home-Start Worldwide Members’ Charter. Member Associations guarantee to contribute an amount not exceeding £1 in the event of a winding down.

Members become fully accredited, with the right to vote, provided they are structured as independent, locally registered, voluntary organisations and meet Quality Assurance standards. Associate Members have a maximum 3 years to become accredited. All Members Organizations sign a Statement of Acceptance of the terms of the Members’ Charter. They are also required to run their operations from the one country from which they initially register.

The Board of Trustees assumes the strategic direction and leadership of the Charity, subject to the terms of the Members’ Charter. Members are expected to participate in projects, policy development and decision-making and must subscribe to the Core HSW Principles and HSW Child Protection and Safeguarding Standards. Otherwise, they retain complete control of their local finances and scheme management.

Trustee Composition and Recruitment

The Articles of Association envisage a board of a maximum 15 people, comprising up to 6 member representatives and 6 independent experts in equal balance. Member representatives ensure a continuing focus on network needs. The existing Board consists of 8 members to enable more productive Board meetings. There is a balance of independent and member representatives.

Member Representatives are nominated by the Home-Start national associations or may be approached by the Board Nominations Committee, who then interview and assess the nominated members, followed by a recommendation by the Nominations Committee to the Board and, if appropriate, approval by the HSW Board. However, Trustee appointments and resignations are finally approved by Members at the Annual General Meeting.

The Trustees serve for three years, after which they may be put forward for re-appointment for a second term and, exceptionally, a third. The HSW Members’ Charter develops the board role in detail. All Trustees complete a Register of Interests and sign the HSW Child Protection Policy.

The HSW Board seeks diversity in terms of trustee profile, skills and location. International experience is important, given the nature of the work. However future Board Members will be sought for specific skill and knowledge sets required by HSW. Four Trustee Meetings were held in 2024 with excellent attendance. Board committees submit board briefings to each Trustee Meeting and draft HSW policy where needed. The Trustees also form work groups as needed.

Statement of Trustee Responsibilities

The Trustees, who are also the directors of the charity for the purposes of company law, are responsible for preparing an annual report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources, including income and expenditure of the charity for that period. In preparing the financial statements, the trustees are required to:

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The Trustees are responsible for keeping accounting records which disclose with reasonable accuracy at any time the financial position of the charity and which enable them to ensure that the financial statements comply with applicable law and regulations. They are also responsible for safeguarding the assets of the charity and hence for taking responsible steps for the prevention and detection of fraud and other irregularities. The Trustees are responsible for the maintenance and integrity of the charity and financial information included on the charity’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

HSW Office Management

Office leadership has remained contracted on two days a week since inception in 2020. The CEO has shown exceptional commitment to serving the network and finding support to sustain the HSW office. With long experience as a Home-Start UK scheme leader, she is also ideally placed to select, lead and ensure an effective team.

Funding constraints place a heavy burden on the HSW Chief Executive Officer. Hired staff are also parttime, contracted for a number of hours per week depending on available budget. They have responsibility for assisting with fundraising, communications and branding. The HSW Board is grateful to the volunteers who assist with office, administrative and fundraising activities. The volunteers are sourced, trained and managed by the CEO.

The HSW office received support from five volunteers skilled in research, graphics, digital content, fundraising and IT. Two volunteers transitioned to paid freelance roles while another secured employment elsewhere. Three advisory roles were established to strengthen the HSW Trustee Board. However talented people on short-term contracts will inevitably come and go, as they find opportunities elsewhere. It is essential to secure funding for permanent staff to enable greater continuity, provide more training opportunities and address the fundraising challenges.

Fundraising

HSW Funding is largely secured from Trust and Foundations. There is the occasional personal donation, but these are not actively solicited. HSW has signed with the Fundraising Regulator and the ICO and is a member of the Chartered Institute of Fundraising. There is occasional work with professional fundraisers on specific projects. The charity received no government or local authority grants, and no funding was received from outside the UK, other than membership fees. No fundraising complaints were received.

Fundraising has become increasingly difficult in the 2024 climate of financial uncertainty, competing global needs, conflict and stress. Recovery from the Covid 19 pandemic has been slow, but in terms of economic recovery but also the mental and psycho-social well-being of populations.

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Finance Policies and Financial Controls

HSW has a simple structure. Financial management is handled by the Board Treasurer, with the HSW CEO as a second signatory, and governed by the HSW Finance Policies and Procedures which were reviewed in the year under review. The HSW Investment Policy is reviewed annually, in line with the latest board risk assessment, and was updated in August 2024. All assets have so far been held in cash, with due regard to the counterparty risk. Since 2021, the minimum reserve requirement has been set at 6 months of planned outgoings. Finance Policies require the use of the regulated banking system for transfers outside England and Wales.

Conflicts of Interest

The avoidance of conflicts is covered in detail in the Declaration of Willingness to serve as a Trustee and in the HSW Conflict of Interest Policy. Trustees also sign a Register of Interests, which covers connected persons and is regularly updated. Trustees are asked to table a potential conflict of interest at the start of each Trustee Meeting and to advise of other board positions.

Risk Management

The HSW Trustees acknowledge their responsibility to identify, assess and manage risks to the operation of the Charity and to the reputation of the network worldwide. There is an approved Risk Management Policy and an active Risk Register to which all Trustees and the CEO are asked to contribute. The Risk Register is reviewed and updated annually by the Board.

The HSW Membership

There were 15 fully Accredited Members and 5 Associate Members at year-end. Six of the Accredited Members have been running for at least 30 years and HSW takes pride in the very long service of several key players there.

The 3-year ceiling on associate membership has challenged a few members, especially those with limited resources. In 2025 the Members Charter will be reviewed as the 3-year limitation proves problematic, particularly for African members.

Membership allows Home-Start countries to develop and share the standards of practice they must follow, and to raise their profile and protect their name through association with a worldwide group.

The Annual General Meeting took place in December 2024 via a Teams video call. During the meeting, Imran Ahmed presented the Draft Strategic Plan, which was formally accepted. Guest speaker Michael Norton delivered an engaging talk on social franchising as an innovative fundraising tool. A total of 34 participants joined the meeting, including members, staff, and invited speakers.

The meeting also marked a change in leadership: Dr. Joan van Niekerk stepped down as Chair, and Professor Jacqueline Barnes was appointed as the new Chair of Home-Start Worldwide. Trustees Ton Kragten and Oliver Hickson were re-elected to serve a further three-year term.

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Strategic planning

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The Home-Start Strategic plans are developed in three-year cycles. The 2022 to 2024 plan expired during 2024 and HSW embarked on a review of achievements during this cycle and began a process of developing the plan 2024. The 2022-24 HSW Strategic Plan had three main objectives. These were to strengthen network membership, showcase the impact of Home-Start globally and maintain a robust central organization. Feedback from members and trustees indicated that communication between HSW and its membership had improved markedly over the three-year period, but funding remained a serious challenge to meeting the needs of HSW membership.

The assistance of the Cranfield Trust was sought by the CEO, and a skilled strategist was allocated to HSW to guide the process. The expert led several workshops having developed pertinent questions to facilitate discussions. The strategist interviewed trustees, member, and partner organisation representatives. Each workshop built on the creative thinking and conclusions of the previous workshop and through this iterative process a strategy was developed that outlines the future direction of Home-Start Worldwide over the next three years (2025 to 2027).

HSW, in common with charities more generally, has faced a challenging period in recent history due to factors such as the effects of the global Covid 19 pandemic, the cost-of-living crisis and geopolitical instabilities. These factors place an even greater emphasis on the work Home-Start members perform working with families and pre-school children in many parts of the world, supported by HSW. The impact of these factors has been particularly acute in the families that Home-Start works with, who face many kinds of adversity.

Against this backdrop, HSW has continued with its mission to support, quality assure and grow HomeStart operations in the different countries during 2024. However, the current state cannot be sustained as HSW is suffering from chronic issues relating to funding which, if not resolved, threaten its existence over the medium term.

The most urgent need identified during the strategic planning process was for unrestricted funding so that the HSW office leadership has sufficient administrative, data management and communications infrastructure to enable all the activities associated with member support to be accomplished. The funding constraints mean the level of resources available to HSW to deliver what it, and the international members, expect is insufficient with negative consequences.

Fundraising depends in part on demonstrating impact, both in each member country and across the whole network, and work is underway on creating a common framework and data collection process for impact measurement, without which there is not a credible proposition to take to funders and publicise the great work or HSW.

Over the next three years, the Home-Start Worldwide (HSW) strategy will focus on six key priorities:

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HSW extends sincere thanks to the Cranfield Trust for their generous support in providing Mr. Imran Ahmed as a pro bono Consultant. Working closely with the HSW CEO, Trustees, Members, and Partners, he played a key role in shaping the Home-Start Worldwide Strategic Plan for 2025–2027.

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Quality Assurance

_______________ Ensuring a quality Home-Start service is based on a Quality Assurance process. This reinforces the Home-Start core values and principles and practices. The national offices then quality assure their member schemes.

The 2023 Quality Assurance cycle covered 18 countries and continued into 2024. The Quality Assurance HSW team sought the active involvement of member boards during the follow up to the country QA reports. The initial reviews chalked up a commendable number of HSW visits. Ireland, Norway, the Netherlands, Belgium and Hungary were visited. The Quality Assurance team members were warmly received and this enabled more effective reviews of core values, principles and activities. The Country member interviews identified the need for improved compliance with core requirements and ongoing supervision, and a second Board approval was required on completion. The QA of 2 member countries have still to be completed.

Quality Assurance compliance for 17 countries was finally approved by the Home-Start Worldwide Board, with recommendations to member Home-Starts. The recommendations mainly related to member websites, more specifically updating member board composition, annual reports and financial reports. Some recommendations related to safeguarding procedures and the use of quality assurance in the member schemes.

_______________ Key Evidence and Impact Research

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Evidence of the impact of the Home-Start service is essential for accountability and securing ongoing funding. Home-Start Worldwide has an active Research Committee, chaired by Professor Jacqueline Barnes. The committee meets regularly and leads the development of Home-Start’s research agenda. Its recent activities are outlined below.

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The Outcome measurement pilot study

Following support from the Royal Statistical Society data scientist, five HS members were involved in piloting an Outcomes Measurement Survey: Hungary, Malta, Norway, Romania and Spain. The survey is brief, just five questions and covers maternal well-being and connections to services and support. The questions are asked in addition to any local questions routinely used with new families and will be repeated in January 2025 or at the end of service, whichever is sooner. In total 53 responses were received. Based on the range of responses and any evidence of change over time, a decision can be made whether to roll out the Outcomes Measurement Survey to the rest of the network.

Analysis of Uganda Nutrition project

Support was received from the Royal Statistical Society for a data scientist to analyse and report on longitudinal data relating to childhood development in a small cohort of children supported by HomeStart Uganda. The focus of the project has been to address malnutrition identified by wasting (low weight-for-height) and stunted growth (low height-for-age) through nutrition advice and support. The report indicates preliminary positive findings. There was movement in a wasting indicator, mid-upper arm circumference (MUAC), from Red (severe malnutrition) or Yellow (moderate malnutrition) to Green (healthy) for almost all children within two months of their first assessment. Comparisons with the WHO growth charts show that weight for height rose for both the 0-2 age group and 2–5-year-olds after starting at a standard deviation from the mean according to the WHO charts.

Master’s student from Edinburgh University

A research project approved by the ethics committee was made available for Master’s students to undertake. The proposed study aimed to explore the question: “What motivates individuals to volunteer with Home-Start to make home visits to support families with young children?” It would involve interviews with approximately 20 volunteers across diverse regions (e.g. Scandinavia, Africa, the Mediterranean, Northern Europe, and the UK) as well as up to 10 scheme coordinators, to examine motivations, whether expectations are being met, and implications for volunteer recruitment. Despite being ethically cleared and promoted to students, no one came forward to take up the project.

Analysis of longitudinal data held by Adina Stiftelsen (HS Romania)

Home-Start Romania has documented the development and attainment of children in the families they have supported for 20 years in a range of programmes for school-aged in addition to Home-Start. A proposal was submitted to the Sir Halley Stewart Small Grants Programme for funding for a short (4-6 month) research project to establish whether Home-Start visiting in the pre-school stage has any benefit in the longer term and for older children within the family. This was not successful, but the research is proceeding with the involvement of a local university.

Collation of Members’ research

Research studies can be important in fund-raising. A major aim of the Research Group moving forward is to let members know about all the country specific research activities, including the sharing of methods, results, possibly also replicating studies in different countries. Three fascinating presentations were

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__________________ made at the most recent Research Group meeting, from Australia, the Czech Republic, and Greece. They will be integrated into the research focused segment of the 2025 conference.

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News from HSW membership

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African Members

African H-S members (Burundi, Tanzania, Uganda and Zambia) remain limited in their work by funding challenges and H-S South Africa terminated their membership as they were unable to sustain their work. This was unfortunate as this was in a particularly disadvantaged community outside of the main Johannesburg city area.

Home-Start Uganda

The collection and analysis of data reflecting the nutritional status of young children involved in the H-S Uganda nutrition programme indicates success in reducing wasting and malnutrition of children. An application for funding was made for a similar project in Burundi but unfortunately this was not successful. Burundi is one of the poorest countries globally and malnutrition and stunting is widespread exacerbating by the shortage of land for large scale farming. The nutrition project presented a possibility for small scale planting in limited land area availability.

Home-Start Burundi

Home-Start Burundi faces severe challenges following the withdrawal of USAID and other international aid, resulting in the closure of clinics and key partners. Families confront illness, hunger, and limited access to vaccinations, with the Home-Start Centre closing in December 2024 due to lack of funds and volunteer activity ceasing. Despite these challenges, H-S Burundi remains committed to the fight against malnutrition. Leana, Chair of Home-Start Gitega, and her team continue to provide remote support to 85 families, many with limited phone access. Leana has personally funded much of the work. Board members, including Theo Bujeje of World Vision, and coordinator Maitre Aimable, a qualified lawyer, remain actively engaged. The organisation maintains its website and commitment to rebuild Home-Start service when conditions improve.

Home-Start in Tanzania

Home-Start Tanzania is deepening partnerships with local NGOs to meet rising community needs. Over four hundred single young mothers in Morogoro received support in early childhood development, financial literacy, and small business skills. While partnerships expand reach, the lack of trained volunteers remains a key challenge, underscoring the need to build capacity to sustain and grow services.

Home-Start Zambia

Support for families was mainly by coordinators. In partnership with community leaders and police, Home-Start Zambia delivered child protection training in Garden Park. Community goodwill enabled the distribution of soya meal porridge to children, supporting nutrition efforts.

Home-Start Australia

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In 2024, Home-Start Australia expanded its reach and impact, securing three new state government contracts to deliver specialist domestic and family violence services in Goulburn and Newcastle. The organisation’s excellence was recognised nationally, earning the Australia Children’s Welfare Agencies Service Excellence Award, multiple Volunteer Group of the Year honours, and a place as a Community Achievement Award Semi-Finalist. Home-Start’s volunteer home visiting model was included in the Australian Institute of Family Studies’ Evidence-Based Parenting Guide, and the team contributed to a national Best Practice Round Table with the Minister for Families and Communities.

Home-Start Norway

Marking 30 years of service, Home-Start Norway achieved record volunteer numbers despite economic pressures and some branch closures. They launched a new website, refreshed their graphic profile, and developed a comprehensive online Coordinator Handbook. These resources, including branding materials and the handbook, are available to share with other Home-Start members to support consistency and quality across the network. Strong advocacy efforts helped protect local programmes and sustain community support. Norway also participates in the Home-Start Worldwide Outcome Pilot, contributing to network-wide learning.

Home-Start Spain

Home-Start Spain, a participant in the Home-Start Worldwide Common Outcome Data Pilot, strengthened its de Familia a Familia programme, with families in Albacete reporting improved wellbeing and parenting confidence. The programme expanded into Gipuzkoa in 2024, with plans to launch a third site in Santander in 2025, paving the way for national growth.

Home-Start Romania

Home-Start Romania took part in Home-Start Worldwide’s Common Outcomes Data Pilot, completing Phase 1 by the end of 2024. The coordinator also received training in the Circle of Security parenting programme. In September, the Chair and CEO of Home-Start Worldwide attended the 20th anniversary celebrations at the invitation of Adina Stiftelsen Romania. During the visit, they met with partners and volunteers and held discussions on expanding services to rural areas of Romania as well as exploring the potential to establish Home-Start support in Ukraine once the conflict ends, working closely with the Adina Stiftelsen Norway team.

Home-Start Netherlands

In 2024, Home-Start Netherlands expanded its support for families in the first 1,000 days, reaching a record 1,201 families with children under two and 278 during pregnancy through deeper collaboration with municipal and health partners. A key focus was volunteer recruitment, with coordinators participating in a Volunteer Challenge supported by an external communications agency, boosting volunteer engagement nationwide. Home-Start Netherlands was honoured with the Nationale Vrijwilligersprijs , investing the prize fund in Parenting Week activities. The team also partnered with Heppie Tour , offering free day outings to children who rarely experience holidays, and created an infographic to clearly showcase their impact. They continue to share training resources globally, strengthening early childhood support across the Home-Start network.

Home-Start Denmark

Home-Start Denmark continues to expand nationally, introducing peer groups for single parents, fathers, and families with twins, alongside innovative food waste reduction projects. A grassroots initiative on the island of Mors is preparing to open a charity shop to fund a future branch. National investments include a new website, coordinator handbook, starter kits for new branches and municipal

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__________________ partnerships, and a volunteer campaign supported by the Østifterne Foundation to attract more diverse volunteers.

Home-Start in Canada

Home-Start Canada experienced the closure of Premier Pas and successfully transferred the licence to Home-Start Champlain, ensuring continuity of local support.

Home-Start in Hungary

Home-Start Hungary, Otthon Segitunk Alapítvány, helps families with young children by providing trained volunteers who offer free assistance on a weekly basis, typically for 3-6 months. Currently 13 local services operate in rural areas and 9 in Budapest and thirty-five trained coordinators lead the work of 288 volunteers. Recent surveys have revealed that balancing work and family life is a major concern for parents of young children therefore a series of thematic parent clubs called "Beindító" were established in five districts and towns in 2024. Further activities in 2024 include a group for mothers titled "You Are Not Alone!", a support group for single parents, a programme for parents of children with disabilities and the promotion of community interaction and physical activity, inviting young families to storytelling events.

The organisation of a parent-child camp proved to be successful providing personal development programmes for parents and children. The annual coordinator meeting focussed on person and professional development and the acknowledgement of coordinators’ years of service and dedication

Home-Start Japan

Home-Start Japan celebrated 15 years of service to parents of young children in 2024. An event was held to celebrate the achievement and apart from giving information on parenting, volunteer home visitors and parents of young children who had received support over the years of service discussed the value of Home-Start support to parents and young children.

After the Noto Peninsula earthquake H-S Japan provided active support raising funds and providing support for families raising children in new living environments. In November, Child Abuse Prevention Month, 2,130 people participated in a walking event to support Home Start, and a total of 283,014,796 steps were walked. Home-Start Japan was selected to participate in the Osaka Marathon. This was an opportunity to raise funds and promote the organisation.

Home-Start in France

In 2024, Paseo in France ran two flagship programmes: “Once a Dad, Always a Dad” , promoting coparenting and father involvement through awareness, training, and activities such as respite workshops, father-child sports, and family time; and “A Bubble of Respite and Awakening for the Little Ones” / “From the Plate to the Taste Buds of Our Little Ones” , fostering development in children under three, easing parental mental load, supporting healthy detachment, and offering cooking workshops on dietary diversification and nutrition. Challenges included recruiting a Home-Start coordinator and tackling community fears linked to drug-related violence.

Home-Start Czech Republic

HOST Home-Start Czech Republic strengthened their ties with three universities, offering social work students first-hand experience supporting families and helping to build future capacity in the sector. Through the project “The Role of Prevention and Improving the Identification of At-Risk Children in Families in Difficult Life Situations . This deepened cooperation with maternity hospitals to better reach

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__________________ and support children aged 0–3. They also launched Better Childhood their largest online campaign to date – sharing powerful stories from families and volunteers to raise awareness and celebrate the impact of Home-Start.

Home-Start Flanders

Home-Start Flanders faced significant challenges in 2024, with government subsidies becoming harder to secure due to budget constraints and private sponsorships also declining. The organisation recognises the need for greater expertise, particularly in IT. Despite these hurdles, 2024 was a year of growth, with new departments established, although recruiting volunteers remains an ongoing challenge. The board has raised the question of whether Home-Start Worldwide could play a stronger role in supporting European countries collectively, which could offer significant leverage and added value across the network.

Home-Start Hellas Greece

In 2024, Home-Start Hellas was awarded a five-star evaluation in both the Welfare and Education pillars by the THALIS II Service. Despite funding challenges, support for families expanded, reaching 19 families with 68 children. New psycho-educational activities were introduced for parents and children, collaborations and sponsorships strengthened, and new grants—including from the Region of Attica—secured. A project under the Dossaki Foundation enhanced fundraising strategy, digital systems, volunteer recruitment, and staff development, marking an important year of growth and recognition.

Home-Start Blanchardstown Ireland

Home-Start Blanchardstown supported children and families through a range of targeted programmes. These included, in addition to home-visiting volunteer support, a Pobal-funded peer-to-peer support initiative helping parents build networks and relationships; the Circle of Security Parenting course, equipping parents with tools to better support their children; and the Home Visiting Play Programme, which strengthened parents’ skills in supporting their child’s development through play.

Home-Start Malta

A major milestone in 2024 was the launch of a long-envisioned parent support group in Gozo, delivered in partnership with Gozo Psychological Services to provide a safe space for connection and shared experience. While volunteer recruitment remains a challenge, Home-Start Malta focused on strengthening its existing volunteer base through targeted training on supporting parents of children with dyslexia and on setting boundaries and emotional involvement.

Home-Start UK

In 2024, Home-Start UK supported 34% more families than the year before—reflecting the growing need for local, compassionate support. They partnered with ITV’s 1 Million Minutes campaign to inspire volunteer recruitment and launched their first national TV adverts as part of ‘ We Answer The Cries You Can’t Hear’ , a powerful campaign highlighting the hidden struggles of parents; a survey released alongside it revealed that 82% of UK parents have felt isolated.

In a touching tribute, the family of Home-Start’s founder, Margaret Harrison CBE , donated her personal archive to the British Library—honouring her legacy and the roots of our movement.

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How our Activities Deliver Public Benefit

_______________

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__________________ The Trustees confirm that in exercising their powers, they have complied with the guidance on public benefit and that all activities are undertaken to further our charitable purpose for the public benefit. Although Home-Start Worldwide itself does not provide direct services to beneficiaries, we set minimum standards of practice for member organisations worldwide. Such standards require that core services are provided free of charge and that they ensure respect of key principles, including nondiscrimination, equal opportunity, confidentiality and impose HSW standards of child protection and safeguarding, for children and vulnerable persons.

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Financial Review

_______________

A challenging year meant the level of funds secured in 2023 was not repeated. Accordingly costs were reduced across the year. 2024 ended with net negative income.

Principal Funding Sources

Home-Start Worldwide has a continuing source of income from Member Fees, which are levied based on Member size as detailed in the Members’ Charter. Otherwise, Trusts and Foundations continued as the principal source of funds. These had been secured by the HSW Office, with support from a Board Committee.

Income

Total Income was £39,639 in 2024, down £34,980 on the previous year. Membership fees of £14,141 were received for which we are very grateful. The office billed a further £450 from member training and support. Restricted grants totalling £22,500 were received. These comprise £10,000 to support the office from the Tedworth Charitable Trust, and £12,500 from the Alchemy Foundation to fund a dedicated HSW Fundraiser. An additional £2,548 was received by way of donations.

Expenditure

Expenditure fell to £52,677 in 2024, offsetting some of the decrease in income. Reserves were reduced by £13,038. Office staff costs were £29,041, down significantly on 2023, reflecting the need of the office to adjust expenditure relative to projected income.

Current Investment Overview

Reserves at year end were £70,565, down from £83,603 the previous year. Balances were held in bank deposits throughout the year, with a maturity of three months or less and there was no foreign currency exposure at year-end.

Investment Policy

The Home-Start Worldwide Investment Policy permits a wide range of investments and is reviewed annually by the Board. However, capital preservation and liquidity remain the major objectives. Should funding materially increase, the Investment policy will be reviewed. The international work of the Charity sometime results in some foreign exchange exposure, especially in a Conference year. While the Articles are silent on foreign currency, the Board allows the Charity to both raise and disburse funds, and hold bank accounts in foreign currencies, where justified, provided that sovereign and currency risks have been thoroughly assessed.

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Reserves Policy and Going Concern

The Trustees hold reserves in order to protect the continuity of the Charity’s work, manage fluctuations in income and provide capital to finance expansion. In 2022 the Board approved Operating Cost Reserves sufficient to meet six months’ operating expenditure, including inflation. This will be actively managed as funding becomes more diversified. The Board also approved the constitution of an annual £4,000 conference reserve. The decision was taken to reserve an additional £6,000 which now totals £14,000 as of year-end 2024, and a £5,000 one-off reserve towards the one-off costs for the redevelopment of the HSW website and legal and registration costs for the assignment of the Home-Start trade name. The designated reserves are reviewed as plans change.

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Disclosure of Information to Independent Examiner

_______________

The Annual Report has been prepared in accordance with the provisions applicable to companies subject to the small companies’ regime. So far as each trustee is aware, there is no relevant information, being information needed by the independent examiner in connection with preparing their report, of which the independent examiner is unaware, and each trustee has taken all steps that s/he ought to have taken to make her/himself aware of any relevant matters and to ensure that the company’s independent examiner is aware of such information. Such steps include making inquiries of other trustees and the independent examiner and other steps required by the trustees’ duty to exercise due care and skill.

Approval

This report was approved by the Trustees on 19 September 2025 and signed on their behalf by the Chair.

Jacqueline Barnes Chair and Trustee/Director

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Independent Examiner's Report

To The Trustees of Home-Start Worldwide

Year Ended 31 December 2024

I report to the trustees on my examination of the financial statements of Home-Start Worldwide (the charity) for the year ended 31 December 2024.

Responsibilities and basis of report

As the trustees of the charity (and also its directors for the purposes of company law) you are responsible for the preparation of the financial statements in accordance with the requirements of the Companies Act 2006 (the 2006 Act).

Having satisfied myself 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 report in respect of my examination of the charity’s financial statements carried out under section 145 of the Charities Act 2011 (the 2011 Act). In carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the 2011 Act.

Independent examiner's statement

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

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

Sian Lewis Independent Examiner 8 Coldbath Square London

EC1R 5HL

Dated: 19 September 2025 Signed:

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Statement of Financial Activities For the year ended 31 December 2024

Note
Income:
Donations and grants
3
Income from charitable activities
4
Total incoming resources
Expenditure:
Costs of raising funds
5
Expenditure on charitable activities
6
Total expenditure
Net income (expenditure) and net
movement in funds for the year
Reconciliation of funds:
Total funds brought forward at 1
January 2024
Total funds carried forward at 31
December 2024
16		 Unrestricted
Funds
Restricted
Funds
Total Funds
Total Funds
2024
2024
2024
2023
£
£
£
£
2,548
22,500
25,048
56,290
14,591
14,591
18,329
17,139
22,500
39,639
74,619
13,372
13,372
14,441
430
38,875
39,305
50,359
13,802
38,875
52,677
64,800
3,337
(16,375)
(13,038)
9,819
67,228
16,375
83,603
73,784
70,565
-
70,565
83,603

The statement of financial activities includes all gains and losses recognised in the year.

All income and expenditure derive from continuing activities.

The notes on pages 22 to 28 form part of these financial statements.

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__________________ Balance Sheet

At 31 December 2024

Company number: 07371168

Note
Fixed assets
Current assets
9
Cash at bank
10
Sundry debtors
11
Current liabilities
Sundry creditors and accruals
12
Net current assets
Total assets less current liabilities
The funds of the charity:
Unrestricted income funds
16
Restricted income funds
16
Total charity funds		 2024
2023
£
£
-
249
72,415
85,251
-
-
85,251
(1,850)
(1,897)
70,565
83,354
70,565
83,603
70,565
67,228
-
16,375
70,565
83,603

For the year ending 31 December 2024, the company was entitled to exemption from audit under section 477 of the Companies Act 2006 relating to small companies.

The members have not required the company to obtain an audit of its accounts for the year in question in accordance with section 476.

The directors acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of accounts.

These accounts have been prepared in accordance with the special provisions applicable to small companies subject to the small companies regime and in accordance with FRS 102 SORP.

Approved by the Trustees on 19 September 2025

Jacqueline Barnes Ricky Maloney Chair and Trustee Director Treasurer and Trustee Director

The notes on pages 22 to 28 form part of these financial statements

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Notes to the accounts

1 Accounting policies

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

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 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 to the UK and the Republic of Ireland (FRS 102) and the Companies Act 2006.

Home-Start Worldwide meets the definition of a public benefit entity under FRS 102.

The financial statements are prepared in sterling which is the functional currency of the Charity.

Assets and liabilities are initially recognised at historical cost or transaction value.

b) Preparation of the accounts on a going concern basis

Home-Start Worldwide recorded a deficit of £13,038 (2023: £9,819 Surplus) for the year and have net assets at the end of the year of £70,565 (2023: £83,603) being unrestricted income funds of £70,565 (2023: £67,228). The trustees are of the view that the level of income and assets of the company is sufficient for it to carry on its activities for the foreseeable future and that on this basis the company is a going concern.

c) Income

Income is recognised once the charity has entitlement to the funds, it is probable that the income will be received and the monetary value of the incoming funds can be measured with sufficient reliability.

Grant income is recognised in accordance with the terms of the grant and is included in the financial statements in the year received.

Donations are credited to income when receivable. Gift aid in respect of donations is credited to the year in which the donation was receivable.

d) Expenditure and irrecoverable VAT

Expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category. All expenditure is recognised once there is a legal or constructive obligation committing the charity to the expenditure, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings:

Where costs cannot be directly attributed to specific headings they have been allocated to activities on a basis consistent with the use of resources.

Value added tax is not recoverable by the charity, and as such is included as a cost against the activity for which the expenditure was incurred

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e) Fund accounting

Unrestricted funds are available to spend on activities that further any of the purposes or objectives 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 funds which are to be used in accordance with specific restrictions imposed by donors or which have been raised by the charity for particular purposes. The cost of raising and administering such funds are charged against the specific fund.

f) Cash at bank and in hand

Cash at bank and in hand includes cash and short term highly liquid investments with a short maturity of three months or less.

g) Creditors and provisions

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

h) Fixed assets

Computers are capitalised 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 share capital. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity.

3. Income from donations and grants

Restricted donations and grants
Unrestricted donations and grants		 2024
2023
£
£
22,500
55,500
2,548
790
25,048
56,290

The income from donations and grants was £25,048 (2023: £56,290) of which £2,548 was unrestricted (2023: £790) and £22,500 was restricted (2023: £55,500).

Restricted donations received in the year 2024 consisted of an award from The Alchemy Foundation of £12,500 for Fundraising and Business Development Support and £10,000 from the Tedworth Charitable Trust was used to support the Communications and Network Development Lead.

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4 Income from charitable activities

Training Courses
Network contributions – membership fees and other contributions		 2024
2023
£
£
450
1,950
14,141
16,379
14,591
18,329

Network contributions are annual membership fees paid by member organisations of the Home-Start network and are unrestricted. In 2023 they include catch-up payment post-lockdown.

5 Costs of raising funds

Costs of raising funds 2024
2023
£
£
13,372
14,441
13,372
14,441

Costs of raising funds are the salary cost of a part-time employed fundraiser and a percentage of the CEO’s salary

6 Analysis of expenditure on charitable activities

Grants
Subscriptions
Bank charges
Member training costs
Staff costs
Office costs
Trademark
IT costs (principally website)
Governance costs (note 7)
Marketing and comms
Depreciation
Sundry expenses		 Total
Total
2024
2023
£
£
-
224
485
269
398
413
-
2,095
29,041
34,655
1,093
810
-
2,128
1,078
2,226
1,284
2,031
5,500
4,772
250
250
176
486
39,305
50,359

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7 Analysis of governance costs

Insurance
Professional charges
Cost of trustee meetings
Independent examination fee		 2024
2023
£
£
330
358
488
1,028
-
165
466
480
1,284
2,031

8 Staff numbers, staff costs and trustee remuneration and expenses

Total employment costs for the year including employer pension contributions, were £40,185 (2023: £56,791).

The average number of employees during the year was one (2023: two). During the year ended 31 December 2024 there were two part time employees (2023: two part time).

The key management personnel comprise the trustees and the Chief Executive Officer. The total employee benefits of the key management personnel of the charity were £39,030 (2023: £35,272)

The Trustees received no remuneration for their services, and no travel expenses for Board meetings were reimbursed (2023: nil)

9 Fixed Assets


COST:
At 1 January 2024
Additions in the year
At 31 December 2024
DEPRECIATION:
At 1 January 2024
Charge for the period
At 31 December 2024
NET BOOK VALUE:
At 31 December 2024
At 31 December 2023		 £
998
-
998
750
248
998
-
248

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10 Cash at Bank

Bank account
PayPal
11 Debtors
Debtors
12 Creditors: amounts falling due within one year
Sundry creditors and accruals		 2024
2023
£
£
72,322
85,158
93
93
72,415
85,251
2024
2023
£
£
-
-
-
-
2024
2023
£
£
1,850
1,897
1,850
1,897

13 Related Party transactions

The charity trustees were not paid nor received any other benefits from employment with the Charity in the year (2023: £nil). One reimbursement to a trustee amounting to £176 was made during the year in respect of expenses incurred by the trustees for the benefit of the charity, alternative methods such as a company debit card not being available (2023: Three reimbursements to two trustees amounting to £960)

14 Corporation tax

The charity is exempt from corporation tax as all its income is charitable and is applied for charitable purposes.

15 Post-balance sheet events

There are no reportable post-balance sheet events.

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16 Analysis of charitable funds

Analysis of movements in unrestricted funds

Transfer
from
Balance at Incoming General Resources Balance at
1.1.2024 resources Fund expended 31.12.2024
£ £ £ £ £
Designated Fund: 41,000 - (11,000) - 30,000
Operating Cost Reserve
Designated Fund: 14,000 - - - 14,000
Conference
Designated Fund: 2,057 - - (815) 1,242
Development
General Fund 10,171 17,139 11,000 (12,987) 25,323
67,228 17,139 - (13,802} 70,565
Analysis of movements in unrestricted funds – previous year
Transfer
from
Balance at Incoming General Resources Balance at
1.1.2023 resources Fund expended 31.12.2023
£ £ £ £ £
Designated Fund: Operating 41,000 - - - 41,000
Cost Reserve
Designated Fund: Conference 4,000 - 10,000 - 14,000
Designated Fund: 5,000 - - (2,943) 2,057
Development
General Fund 13,159 19,119 (10,000) (12,107) 10,171
63,159 19,119 - (15,050) 67,228

Our reserves policy is to maintain 6-months operational running costs, equating to £30.000. This is for the unlikely event of having to wind-up the charity. We have also allocated £14,000 to the cost of our next tri-annual conference in 2025, the remainder will cover our planned 2025 website development costs.

Analysis of movements in restricted funds

The Tedworth Charitable Trust
Joffe Charitable Trust
The Alchemy Foundation		 Balance at
1.1.2024
Incoming
resources
Resources
expended
Balance at
31.12.2024
£
£
£
£
5,000
10,000
(15,000)
-
8,250
(8,250)
-
3,125
12,500
(15,625)
-
16,375
22,500
(38,875)
-

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Analysis of movements in restricted funds – previous year

The Tedworth Charitable Trust
Joffe Charitable Trust
The Alchemy Foundation		 Balance at
1.1.2023
Incoming
resources
Resources
expended
Balance at
31.12.2023
£
£
£
£
-
10,000
(5,000)
5,000
7,500
33,000
(32,250)
8,250
3,125
12,500
(12,500)
3,125
10,625
55,500
(49,750)
16,375

The restricted funds received are in respect off:

Tedworth Charitable Trust to employ Comms support and Learning & Development Lead Joffe Charitable Trust to employ CEO for organisational development Alchemy Foundation for Fundraising and Business Development Support

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