2022-03-31-accounts

Hourglass Safer age4ng-Stopping abuse THE ONLY UK CHARITY DEDICATED TO CALLING TIME ON THE HARM AND ABUSE OF OLDER PEOPLE. ANNUAL.", REPORT 2021-2022

Annual Report 2021 - 2022

Annual Report 2021 - 2022

Annual Report of the Directors/Trustees & Financial Statements 2021/2022

Hourglass (Safer Ageing)

Registered Address: Office 8, Unit 5 Stour Valley Business Centre, Brundon Lane Sudbury, Suffolk, CO10 7GB.

Tel: [phone] • E: [e-mail] • W: www.wearehourglass.org

Charity No. England &Wales: 1140543 Charity No. Scotland: SC046278 Company No. 07290092.

www.weare hourglass .org

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Annual Report 2021 - 2022

TABLE OF CONTENTS

TABLE OF CONTENTS
Welcome from the Chair	4
Introduction from the Chief Executive Officer	5
Reference and Administrative Details of the charity, its Directors/Trustees and Advisors	6
Structure, Governance and Management	7
Introduction	7
Director/Trustee Structure	7
Staff Pay	8
Decision Making	8
Risk Management	8
Fundraising	8
Charitable Objectives	9
Vision and Mission	9
Our Vision	9
Our Mission	10
Our Aims	10
Our key messages	10
Our Seven Key Strategic Themes and Aims	11
Our Values	11
Activities and Achievements 2021/22	12
Helpline and Online Services	13
Insights on the Helpline and Online Services	14
Online	17
What our users say	18
Feedback from Callers/Enquirers to the Helpline in 2021/2022	20
Community Response	21
Volunteers	26
Fundraising	28
Policy and External Affairs	30
Consultations	32
Media profile	36
World Elder Abuse Awareness Day	38
Safer Ageing Week 2021	39
Online Presence	40
Highlights Across the Nations
Northern Ireland	41
Wales	42
Scotland	43
England	44
Financial Review
a. Financial Position	46
b. Reserves Policy	46
c. Statement of Directors/Trustees’ responsibilities	46-47
Auditors Report	48
Statement of Financial Activities	52

www.weare hourglass .org

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Annual Report 2021 - 2022

Welcome from the Chair:

With the financial year so dominated by the pandemic and the insecurity that arises during such challenging times, the charity has had to diversify quickly and innovatively to deal with demand.

The pandemic brought a whole range of new issues to our helpline and community response teams and our frontline staff were themselves still dealing with a different day-to-day. As with so many of our third and public sector partners, the charity remained resilient and dug deep. Not only did Hourglass see a rise in calls and a diversification in subject matter, we also had to deal with the massive concern of trying to find income from depleted UK funding sources.

Therefore the 2021/22 financial year can be characterised as a year of finding solutions amongst real and continuing uncertainty. But, to the absolute credit of our staff, volunteers and the Executive Team, those solutions and innovations have ensured the charity has become more vital than ever before.

We have seen the continuing growth of the Safer Ageing agenda, with the annual Safer Ageing Week campaign reaching more and more people; we’ve developed a new online Knowledge Bank, crammed full of information aimed at helping victims, their families and practitioners find solutions or next steps; we have developed the first older person’s IDVA (Independent Domestic Violence Advocate) schemes in Sussex and Berkshire; and we’ve held popup clinics in Scotland and England, to bring our teams to the general public for the first time.

Best of all, we have seen our call response rates rise from an historic low of 14% (in 2018) to over 90% in 2021/22 and this is an incredible success story, especially when the sharp rise in calls due to the pandemic is taken into consideration. The Helpline Information Team should be justifiably proud of this achievement, as we are proud of them.

However, whilst our resilience and innovation has been inspirational, we are still struggling to find the requisite funding to support the charity’s aims and objectives. As Chair, this is one of my most vexing issues as there is such a clear need for our services but the subject matter and the theme of our work seems such a tough ask for funders. We underperformed from a fundraising perspective in 2021/22 but in such a troubled economic climate, we can be encouraged by a year-end that saw over £700k raised with no Community Fund grant, for the first time since 2014.

It is safe to say that 2022/23 will be another challenging year and we will need to remain focused on delivering our life-changing services and looking at diverse funding streams to remain sustainable against such a tricky financial backdrop.

I would like to thank my colleagues on the Hourglass (Safer Ageing) Board of Trustees, particularly Keith Lewin, who retired this year after many loyal years’ service as a trustee with such legal expertise. Likewise, David Congdon, who helped shape the Board’s policy approach over many years. You will both be missed and I know everyone will wish you all the best in your future endeavours.

Thank you also to our fantastic staff and volunteers who continue to be our greatest asset; and to our funders, supporters and stakeholders who have shown such faith in Hourglass over recent years. With best regards

Caroline Cox Chair of Trustees, Hourglass (Safer Ageing)

www.weare hourglass .org

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Annual Report 2021 - 2022

Introduction from the Chief Executive Officer:

When I joined Action on Elder Abuse (our former name) in late 2018, the charity was known for its unique helpline and for the knowledge of its senior management on the abuse of older people. It is the independent spirit of AEA that continues to give the charity its energy and passion as it heads towards its thirtieth anniversary in 2023. But much has changed to underpin that spirit.

We now have more access points for those seeking our help, with the helpline complimented by an instant messenger service, SMS, chatbot, app and a Knowledge Bank that provides a database of information for those dealing with the scourge of abuse. The website is also now a much sleeker and easy navigable tool and this will be further enhanced in 2022 thanks to a Home Office grant.

Hourglass has also spent time trying to build a coalition of like-minded political contacts to ensure our message is heard loud and clear in England, Northern Ireland, Scotland and Wales. We are delighted that Peers, MPs, MSPs, MLAs and MSs from across the spectrum have requested and received our policy briefings and this was particularly evident during the recent Domestic Abuse Act debates in 2021. The lynch-pin of this approach is undoubtedly our founder, Baroness Sally Greengross who represents the charity as a crossbencher in the House of Lords. This ethos has paid dividends in 2021/22 with new burgeoning relationships with the UK Home Office, the Domestic Abuse Commissioner and with a range of Police and Crime Commissioners in England and Wales.

However, the ongoing stumbling blocks are the conjoint challenges of raising income and the growing reliance on ‘universal’ domestic abuse services across the four nations. In short, trying to raise income when the governments or executives of all four nations believe they are ‘dealing with the issue’ by supporting one stop shop helplines for domestic abuse. Hourglass believes that the abuse of older people is not a niche issue, we have an ageing population and abuse figures are increasing year on year. Yet the public perception appears to see domestic abuse as affecting younger people – and this horrific issue deserves all the airtime and support that it receives. The issue remains that services that counter ‘elder abuse’ are criminally underfunded and our voice remains muted against much larger and better funded charities and public bodies. With this in mind, Hourglass is provably needed more than ever – but funding is ever more difficult to find.

So, whilst the charity innovates and builds more programmes than ever before, we are achieving this in an ever-shrinking fundraising pool. This is the challenge we faced in 2021/22 and it will undoubtedly remain the challenge for the foreseeable future. The bright light on the horizon is the UK government recognising the need for multi-year funding to ringfence and support vital services like ours. This optimism needs to be tempered in the knowledge that such multi-year funding will be competitively tendered and Hourglass is still a small organisation in a crowded market in the age sector. I often describe the charity being similar to a specialist delicatessen situated next door to a huge discount hypermarket. But we have to believe that our unique product, the entrepreneurial zeal shown in making our services as impactful as possible as well as the undoubted passion of our fantastic staff, will ensure Hourglass is recognised and supported for many years to come. I strongly believe that our new approach to community response and IDVAs will underline our unique role – but we urgently need others to sit up and take notice.

I would like to personally thank the staff and volunteers for their loyalty and commitment during the pandemic and the uncertainty that came from lockdowns and tiers. Whilst we move forward positively into a new financial year we are absolutely aware of the fantastic role the Hourglass team played in getting us through it.

Richard Robinson Chief Executive Officer, Hourglass (Safer Ageing)

www.weare hourglass .org

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Annual Report 2021 - 2022

REFERENCE AND ADMINISTRATIVE DETAILS OF THE CHARITY, ITS DIRECTORS/TRUSTEES AND ADVISORS

Reg. Office: Hourglass (Safer Ageing), Office 8, Unit 5, Stour Valley Business Centre, Brundon Lane, Sudbury Suffolk. CO10 7GB. Telephone: [phone]

Registered Charity No (England and Wales): 1140543 Registered Charity No (Scotland): SC046278 Company Reg No: 07290092

Web: www.wearehourglass.org

Email: [e-mail]

Current Directors/Trustees

(Attendance at meetings 2021/2022)

(Attendance at meetings 2021/2022)

Chair: Caroline Cox (5/5)

Vice Chair : Ronnie Barnes (5/5) Treasurer: Ali Cox (5/5)

Andrea Nicholas-Jones (4/5); Glenda Watt OBE (5/5); Leo Visconti from 22/10/2021(1/5); Dr Mary Harrington (5/5); Miranda Wixon (2/5); Sarah Browne (4/5); Tim Lucas from 17/02/2022 (1/5)

David Congdon (2/5) until 21/08/2021 Keith Lewin (3/5) until 01/02/2022

Honorary Vice Presidents

Dr John Beer, David Congdon, Peter Westland and Lesley McDowell

Patron:

Baroness Greengross OBE

Executive Team

Richard Robinson Chief Executive Officer Veronica Gray Director of Policy and Deputy Chief Executive Officer Maggie Evans Director of Operations

Auditor

Gary Elson FCCA, Statutory auditor, Chartered Certified Accountants Registered Auditors 12 Haviland Road, Wimborne, Dorset, BH21 7RG

www.weare hourglass .org

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Annual Report 2021 - 2022

STRUCTURE, GOVERNANCE AND MANAGEMENT

This is the annual report of the Directors who are Trustees of Hourglass (Safer Ageing). It is a charitable company, limited by guarantee, and incorporated as a company on 21st June 2010. The Charity was originally established in 1993.

Companies House registered our new Memorandum and Articles on 08/10/2020 and our name Hourglass (Safer Ageing) was accepted on 23/12/2020.

The Charity Commission of England and Wales registered our new Memorandum and Articles on 23/12/2020 and our name Hourglass (Safer Ageing) was accepted on 13/02/2021.

The Scottish Charity Regulator (OSCR) accepted our new articles and name change on 25.02.2021. The charity applied for charity status with the Charity Commission of Northern Ireland in March 2022 and we await registration.

Introduction

The report and financial statements cover the year ended 31 March 2022. The financial statements have been prepared in accordance with applicable accounting standards, current statutory requirements, the requirements of 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 (FRS 102) (effective 1 January 2015) (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the charity’s memorandum and articles of association. The accounts comply with legal requirements, including both the Charities and Trustee Investment (Scotland) Act 2005 and the Charities Accounts (Scotland) Regulations 2006 (as amended).

Director/Trustee Structure:

The Company constitutional document provides for a maximum of twenty Directors/Trustees. The Board of Directors has established one Director/Trustee from each of England, Scotland, Wales and Northern Ireland as well as representation from a range of sector specific skills and specialisms.

The Board maintains a skills audit of Directors/Trustees and uses this to advertise for, or directly recruit, suitable new members. Additionally, the Board appoints advisors, who can attend but not vote at Board meetings. At each Annual General Meeting Directors/Trustees who have served three years retire from office, and may stand for re-election for a maximum of one further three-year term.

Each new trustee receives an induction pack that includes all necessary documentation and information, and is supported in their first year by contact with the Board Chair. The Board meets up to six times per year, National Councils for England, Northern Ireland, Scotland and Wales, once constituted, will meet in-between those Board meetings (with the CEO) and sub-groups additionally meet to address specific issues.

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Staff Pay

The Board reviews the pay of all staff and considers information derived from bodies such as ACEVO, NCVO and published data to benchmark salaries.

Decision Making

Responsibility for the management of day-to-day operations is delegated to the Chief Executive Officer. The Directors/Trustees are responsible for deciding the strategic direction of the charity, the budget, establishing policy, business planning and ensuring ongoing financial stability. The Chief Executive Officer is responsible for ensuring that activities are in keeping with the strategic plan, any legislative requirements, charity policy and the stated objectives of the charity. Within those parameters the Chief Executive Officer acts as appropriate, and liaises with Directors/Trustees as necessary. This includes financial decisions, media activity, social policy development and service delivery.

Risk Management

The Board annually reviews the risks to the charity, using an assessment matrix to ensure all key areas are identified, including how the charity may reduce the impact of any identified risks.

Fundraising

The charity appointed a full-time Director of Fundraising who is responsible for all voluntary fundraising activity and managed all voluntary income streams until July 2021. The task of fundraising is now delegated to the Executive Team of the charity, under the leadership of the Chief Executive. The charity has joined the Fundraising Regulator scheme and fulfils all of the obligations laid down by the Charity Commission. Hourglass has developed policies to be

compliant with the Code of Fundraising Practice in order to facilitate appropriate engagement with the regulation scheme. The Chief Executive has overall responsibility for approving fundraising activities, in accordance with the strategy agreed by the Trustee Board. Regular reports are supplied to the Board on fundraising, and changes of policy must be approved by the Board before implementation. No complaints have been received by the charity about its fundraising activities.

The charity does not purchase or sell information in order to pursue fundraising activities, and it has established a robust privacy policy in order to ensure the protection of vulnerable people and others from unreasonable intrusion on their privacy, or undue pressure to give to charitable funds.

www.weare hourglass .org

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Charitable Objectives

Hourglass is a specialist organisation that focuses exclusively on elder abuse. We do not undertake more generic work but instead concentrate on situations where an older person has been or is at risk of being abused by someone they should have been able to trust. Our definition of abuse:

‘Elder abuse is a single or repeated act or lack of appropriate action occurring within any relationship where there is an expectation of trust which causes harm or distress to an older person.’

Our charitable objectives are to promote the relief of elderly people and prevent elder abuse through raising awareness, education, research and the dissemination of information and we do this across the United Kingdom. Our Directors/Trustees periodically review our objectives and activities to ensure they continue to reflect our aims. The governing documents of the company are the Memorandum and Articles of Association.

The Directors/Trustees have complied with the duty in section 17 of the Charities Act 2011 to have due regard to public benefit guidance published by the Charity Commission. In setting objectives and activities, the Directors/Trustees have given careful consideration to the public benefit of the Charity’s work. Hourglass is committed to enabling as many vulnerable older people as possible to benefit from our work in preventing and challenging elder abuse. This also benefits other adults who may be at risk of abuse.

Vision and Mission

We are the UK’s only charity dedicated to combating the abuse of older people. During 2019 we revised our focus and aims whilst continuing to work towards the prevention of abuse and supporting those when abuse has occurred.

Our Vision

The charity will support the creation of a society that truly values older people - where those at risk can live free from abuse perpetrated by those in whom they have an expectation of trust. When abuse occurs, we seek an environment in which it can be identified and addressed.

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Our Mission

We undertake to:

• Influence the actions of those in a position to effect societal change for the benefit of vulnerable older people

• Challenge, confront and highlight abuse of older people in all its forms

• Create a comprehensive support system for victims of abuse and their families

• Work in partnership with others to achieve these objectives

• Become wholly sustainable and self-supporting so that we can focus on the vital work we do

Our Aims

The charity aims to:

• Prevent and challenge the abuse, harm and exploitation of older people

• Encourage timely and effective intervention to protect victims when abuse occurs

• Increase awareness of abuse at both an individual and societal level, particularly among those working with or having a responsibility for older people

• Raise the profile of abuse of older people, making it as socially unacceptable as child abuse or cruelty to animals

• Encourage the empowerment of older people through professional and peer support

Our Key messages

1. We will end the harm, abuse and exploitation of older people

2. We will work to improve the criminal justice response to crimes against older people 3. We believe in tougher sanctions for those who harm or abuse older people

3. We will make the abuse of older people as socially unacceptable as child or animal abuse

4. We believe that older people deserve to be safe within any relationship where there is an expectation of trust

5. We will work to improve the statutory response to safeguarding older people experiencing or at risk of abuse

Hourglass is committed to enabling as many vulnerable older people as possible to benefit from our work in preventing and challenging elder abuse. This also benefits other adults who may be at risk of abuse.

www.weare hourglass .org

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Our Seven Key Strategic Themes and Aims

1. INFLUENCE : Leading on influencing, advocacy and lobbying

2. GIVING : Diversifying the way people and organisations give to the charity

3. TRANSFORM : Building impactful and transformational programming and services

4. MONITOR : Ensuring a high performance and cost-effective charity

5. INNOVATE: Delivering a business-minded and entrepreneurial organisation

6. PEOPLE : Establishing a healthy and people-focused charity

7. REACH: Broaden the charity’s audience and communicate with them effectively

Our Values

Passion, care & compassion

Courage to care. Our passion to make a difference is born out of difficult personal stories. So, we listen, support and help. These stories are the driving force that makes us go above and beyond. We care for ourselves and each other, which also helps us care for others – across nations and teams, with an encouraging and helpful attitude that delivers positive outcomes.

Investing & being invested

Investing and invested. We’re building a sustainable legacy, based on shared progress and engagement, making individual and collective commitments to each other’s wellbeing, development and diversity. We build strong, resilient and inclusive connections across our nations, teams and stakeholders that support our purpose and vision for safer ageing.

Experience & expertise

Experience and expertise shared. We believe in building leading knowledge from multiple perspectives. This creates a deeper understanding of the issues and makes us an accessible, go-to organisation with real influence.

Honesty & transparency

Honesty matters. Our actions and communications are accurate and transparent. We know our strengths and limitations so when we need help, we ask for it. This builds trust in each other, as well as in our ability to achieve our goals.

Confidence & determination

Deliver with confident determination. We’re not afraid to speak out and we don’t let go easily. This means we follow through and work hard to overcome all of our challenges. Our data is robust and comprehensive which gives us the confidence to carry out our roles and deliver a service with the quality that people want and value that supports our purpose and vision for safer ageing.

www.weare hourglass .org

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ACTIVITIES AND ACHIEVEMENTS

We began the year again with the global COVID 19 pandemic still enforcing restrictions and affecting the most vulnerable in society. Our focus for the year was to help support even more older people and their families during such challenging times.

Our research report ‘Last in Line’ launched in December 2021, revealed stark findings and showed how little profile and priority the issue of abuse of older people has in society, with people tweeting about animal abuse nearly six times as much as they tweeted about older people.

The need for our services became even more critical as older people were living through continued isolation and the invisibility of harm and abuse. Our resources were directed in making sure all older people could age safely and free from abuse.

www.weare hourglass .org

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Annual Report 2021 - 2022

Helpline and Online Services

The helpline is the only one in the UK focusing exclusively on the abuse of older people, and is delivered by a team of staff and volunteers from across the four nations.

The helpline provides a range of support options, which include:

• Providing information about the range of options available to abuse victims;

• Someone to listen to the caller’s concerns �

• Information and advice on reporting abuse, e.g. to local safeguarding teams, the police, trading standards, regulatory bodies, etc;

• Information and advice about adult safeguarding;

• Information and signposting on legal matters, e.g. power of attorney,

• deputyship/guardianship, wills, etc;

• Emotional support;

On the 16th March 2022, we launched our 24/7 helpline to combat the hidden epidemic of abuse against older people. Our call centre performance reports showed 2,239 calls were being made when our lines were closed. The need to develop our Helpline was something we could not ignore and with funding from the Home Office we were able to take a giant step forward helping even more older people access support and information at a time when they needed help the most.

Jackie Baillie (Dumbarton) (Lab): Hourglass is a 24/7 helpline supporting older people and their families dealing with abuse and neglect. It is the first service of its kind in Scotland and it has just launched, as a result of a 46 per cent rise in elder abuse calls during the pandemic. Elder abuse is an under-supported and underreported area. Given that shocking statistic, the Hourglass helpline will be a very welcome resource.

We increased staff capacity on the Helpline in 21/22, to include two Online Information Officer’s and seven new Helpline Information Officer � s joining the team, bringing an extensive range of transferrable skills and provide the much-needed support to older victims and their families.

We are now seeing a call answer rate grow on a regular basis averaging 90%-95% per week.

Our staff and volunteers are core to our Helpline and throughout the year our focus was to enhance our current team’s skills. We reviewed our current training programme and also looked at external training that could help us develop our staff and volunteers even further.

Staff attended courses on advanced helpline skills, Adult Safeguarding across all 4 nations, and Domestic Abuse.

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Annual Report 2021 - 2022

In 2021/22 our total helpline and online services recorded an impressive 12,039 impacts.

This was broken down as:

• 5,649 live calls answered

• 2,121 call backs

• 495 instant message contacts

• 153 SMS contacts

• 221 chatbot interactions

• 3,400 Knowledge Bank users

This was further supported by 952 email interactions.

From our analysis of the helpline we know:

• The average age of victim is 75

• 20% of helpline callers were the victim

• 80% of helpline callers were a concerned person

Financial/economic abuse and psychological abuse remain the most common concerns reported with 127 cases reported to us with a huge financial loss of £7,091,747.

www.weare hourglass .org

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Annual Report 2021 - 2022

The 24/7 helpline was launched on 16th March and 71 calls were successfully answered by the night/ weekend team during this period:

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Annual Report 2021 - 2022

Online

Our online services have developed over the year and we now offer SMS, Instant Message and Chatbot.

The Chatbot launched, at the end of November 2021 to coincide with Safer Ageing Week and numbers have remained consistent over the months into 2022, with a proportion of those leaving details – either by way of phone or e-mail address, which are then replied to via the helpline email.

Financial Abuse & Neglect are the most commonly seen searched for information.

We have seen enquiries not only from the UK but across the world including: Nigeria, Egypt, Belgium, India, Australia, and Switzerland.

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What our users say:

“Many thanks, you’ve been very helpful and kind."

“Thanks so much. You do great work.”

“Thank you… so kind… I just felt a bit unaware of services in Wales. So glad I came across this service . . . Brilliant.”

“Thank you so much for all your advice and options. You have been of great help to me. I will take a look at the organisations you mentioned.”

“Thank you for chatting with me, and being someone to talk to, myself and sister are going to try all avenues.”

www.weare hourglass .org

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Hourglass Annual Report 2021 2022 Number of Chatbot Vlsftors sy Iiill J•n.22 AVEILAGVMgnth Number of SMS Messages 17 14 14 14 Illilillii 13 Number of Instant Message5 41 Iliililiiliii 37 Page No. 19 VdMM.wÈarÈhourgla8s.org

Annual Report 2021 - 2022

Should read Feedback from Callers/Enquirers to the Helpline in 2021/2022

“I wanted to say thank you to the person that responded to me. Contacted the safeguarding team and this is now in their hands. Thank you so much for your advice and responses.”

“Thank you so much for your help. It’s been brilliant.”

"Thank you for all your advice." "Thanks for listening." "Thanks for all your help."

“You've been very humane and you actually listened which is very important. You offered support for myself which was humane. And it does make a difference. Even if' it’s just a job for you, you showed care.”

“Thank you for listening, for just being there, for being able to tell the truth to someone. So glad I phoned.”

“I feel much better after the call as it is massively impacting on my physical and mental health and I have been so worried about my father in law as well as my mother in law.”

www.weare hourglass .org

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Community Response

We have seen further development of our Community Response model of delivery which installs a regional case worker to build interventions, support, recovery plans, tailored to the needs of the individual, while working with partner organisations where relevant, and have seen enormous success as we have been able to see cases through to the victim’s desired outcome, providing dedicated support where it would otherwise have been unavailable.

This strategy sees our Helpline team triage cases of abuse to the team or ‘hub’ in each nation or region. The hub hosts a team, including case workers, who in turn provide in-depth and ongoing support to victims and their loved ones, or communities affected by the abuse. This model utilises a cross sectoral, multi-agency, community and beneficiary focussed response and helps the victim understand the range of options available. This has proven an effective way to provide critical support.

A key component of our prevention activity is a proactive 'check in' service with at-risk older people either virtually or face-to-face using a variety of pathways developed during the Covid-19 pandemic. Trained staff and volunteers work with beneficiaries and partner organisations to identify risk factors in the older person's life and, with the individual older person, work to co-produce a personalised support plan to address those factors, putting in place the relevant support systems. Support may include time- limited 'check in' phone calls, visits, safety assessments, welfare check, safer ageing guidance, signposting etc, with the ultimate aim of improving confidence and resilience, better understanding of abuse and self-protection measures.

2021/2022 has been about Increasing our capacity to support more older people – especially those at risk of abuse - by recruiting and training more staff and volunteers, aiming to prevent abuse occurring, and achieve the following outcomes for beneficiaries:

• Ability to access services, and understanding of ways to stay safe.

• Independence and confidence, including their ability to manage their daily needs.

• Resilience and wellbeing in their own life and personal relationships.

• Social connections, and decreasing feelings of loneliness and isolation.

Hourglass has increased its presence into four further regions this year. Community response services are now being delivered in Scotland, Northern Ireland, North of England, South of England (Sussex) and the Home Counties (Wokingham). Our community response model has enabled us to take a “hyper local” approach in responding to elder abuse and in the design of our services.

Work to broaden the charity’s footprint has continued in both Northern Ireland and Scotland with a focus on development of a consistent pipeline of new referrals together with broader awareness raising among communities. Following the easing of Covid restrictions and with funding from Awards for All, pop up clinics offering information and advice have been running in Scotland and England with further events being planned in Wales and Northern Ireland. This has allowed Hourglass to reach into the heart of communities and beyond the virtual methods of working developed during the pandemic.

Our new Independent Domestic Violence Advocate (IDVA) project commenced in 2021, with funding from the Sussex Police and Crime Commissioner. Three newly trained IDVA’s, dedicated to bespoke work with older victims of domestic violence and abuse, have been providing tailored and specialist support to older victims which includes:

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Annual Report 2021 - 2022

• specialist advocacy, taking account of the unique nature and dynamics of domestic abuse and sexual violence in older age.

• case work support for older people, or those supporting an older person, utilising our specialist expertise in support older victims of abuse.

• one-to-one support to support victims of domestic/sexual abuse to recover from their experience, regain independence and build resilience.

• community-based support, including pop-up advice and support clinics, seminars and events, and support groups.

Community Response Cases - 21/22

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England

We have developed links with existing domestic abuse providers such as Worth Services and Victim Support. We are able to complement their services and work with older victims of domestic abuse utilising our expertise.

We have developed the charities first referral pathway with the police in Sussex and are now receiving cases on a weekly basis.

Our network in the South of England and awareness of our services has grown immensely thanks to our local presence.

In March 22 we commenced our first dedicated IDVA service in the Thames Valley. Thanks to funding obtained from Wokingham Council we are now providing domestic abuse recovery services in the area.

Outreach services have been developed with intersectional groups (such as LGBT, disabled and male victims) through localised collaboration with other third sector organisations representing those groups. We have developed relationships with other organisations for onward referrals (such as for befriending).

There has also been a big focus on local authorities and an analysis of their existing safeguarding arrangements. This has been done with a view to understanding the role that Hourglass can play and to complement the existing provision.

Feedback from Service Users

“Thank you for the contact numbers. I also want to thank you for supporting me through this difficult time. It has enabled me to move forward at my own pace. Also knowing the door has been left open leaves me feeling more confident and cared for.

I do so much appreciate the very professional service you provided. You manage to strike a lovely balance between seriousness and humour. I did not at any time feel patronised or invalidated which I am becoming more allergic to the older I get.

So, thank you again.”

“I am very grateful & it’s good to have a laugh & a chat on regular basis. I’m stuck in my flat and been unable to get out for months.” “Hourglass were brilliant when I needed shopping arranged & when my carer was ill.”

Ian 80 (service user – Sussex)

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Northern Ireland

Our efforts to make inroads in Northern Ireland and generate more referrals has continued under the stewardship of our Development Manager.

During the year we have focused on building links into the Health and Social Care sector. Working with key organisations including the Adult Protection Gateway Service, South Eastern Trust and PSNI National Police Forums and ensuring that our voice is heard as we represent our service users.

On a more local level we linked into the Police and Community Safety Partnerships for each of the local policing areas.

We met with the Regulation and Quality Improvement Authority to collaborate on raising awareness within care homes. Hourglass continues to strengthen long standing partnerships with Ulster Bank, AIB and Danske Bank, each of which makes referrals to our Helpline, seeks advice from staff, and disseminates Hourglass information to their staff and customers.

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Scotland

Our Development Manager has successfully worked with many local councils to embed Hourglass within the service landscape, establishing stronger service provision and partner relationships in these areas, and collected data about how development work affects referral numbers. We focussed on areas such as Dundee, Perth and Kinross, Fife, Falkirk, and Edinburgh, building a stronger presence and gaining insight into the communities in these areas.

Over the course of the year we have contacted 423 new individuals or organisations across Scotland as we seek to broaden our footprint in the country. This has resulted in over 130 meetings where our mission and aims have been shared at a hyper local level.

73 clients have been supported with in-depth casework or helped with Safer Ageing support. Utilising our distance travelled tool 100% of clients have shown improvements in areas such as reducing loneliness, accessing services, dealing with the issue and growing independence and confidence.

Our Scottish team have been the most prolific with holding pop ups with 13 held to date across Scotland and more to follow. We have developed a great relationship with Asda who have hosted events. We are looking forward to taking our message to the heart of more communities across Scotland.

Falkirk Popup Event

Govan Popup Event

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Volunteers

The Charity recruited 17 new volunteers who joined our teams across the nations supporting our service users across the helpline, community response and policy.

We built a new volunteer programme, reviewed all policies and introduced a more streamlined recruitment process.

The dedication and support from our volunteers has been invaluable and we would like to thank them all for what they have done too support our many service users.

“I have found it wonderful being a volunteer with Hourglass. The support and contact with the team has always been amazing and everyone was fully supportive. Taking calls and knowing that I have helped someone in difficulty and enabled callers to safeguard their family/friends or neighbours has been invaluable.”

Hayley

“Volunteering on the Helpline has been an absolute joy. Although there are some calls which are really challenging and quite upsetting, when at the end of the call the caller thanks you, it means so much.” John

JULIE

“I first started volunteering for Hourglass during Covid lockdown days. I had always meant to get involved in something like this as I would like to provide some company for an older person feeling isolated or lonely. I joint own a business doing Computer Aided design and 3D Virtual Reality tours so do work full time but my son has left for university now and therefore found that I have more time on my hands to give something back to the community. I have lived in Dunfermline all my life and now also help with the community in other ways too.

Hearing that happy voice at the other end of the phone so grateful for my call and hearing her laugh and imagining her smile is very rewarding and humbling which is why I continue to volunteer. I myself have experienced isolation and loneliness through different experiences in my life as most people have these days, so I understand so well how that can feel. Just a little phone call and to feel you are worth someone’s time can mean a-lot to someone. I currently phone my client once a week when she is free and she always thanks me and says how much she appreciated the call. Volunteering is so rewarding when it puts a smile on someone’s face. It makes my everyday work seem so much more boring now in comparison!"

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ELAINE

"Lockdown really highlighted to me how many people are living with loneliness. By making a telephone call to someone who perhaps does not have any family or friends near them, you can really brighten up their day and reduce their feelings of isolation. It is a small commitment to make but a very big thing for people who are on their own to know that someone will be calling".

MARGARET

“l volunteered to be a phone friend for Hourglass, because during lockdown l got support from the charity, and l wanted initially to give something back, l really enjoy chatting away to people especially older people that are maybe lonely, they have so many interesting stories, I’m pleased l can help”.

MAUREEN

“I’ve been a volunteer with Hourglass for a year and a half. I visit my client for around an hour each week. During my visit we can discuss any worries they may have, any scams or issues they may need to be aware of, and have a chat and a giggle. I'm a mum of 3 and work part time but I can fit in my visits around my commitments. It is very rewarding to know that by spending some time, I've made a difference to their week and the huge smile I get at the door makes it all worthwhile."

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Fundraising

Since 2014/15 the charity has relied heavily on the National Lottery Community Fund to underpin the frontline services of the charity. This has been as much as £500k per year and part of a five-year agreement with (initially) the BIG Lottery Fund.

The rest of the income was generally voluntary fundraising from trusts and foundations and amounted to around £270k on average. This was always unsustainable as the Community Fund commitment to AEA/Hourglass could never be future-proofed.

The financial year 2021/22 was the first time Hourglass bucked that trend and raised in excess of £700k through alternative income streams – and mainly during the final quarter of the year. This, on the face of it, is a success for the charity as the budget restatement in August 2021 re-set the fundraising target to £454k. However, this does not account for two significant drawdowns from the charity’s reserves. These £300k drawdowns enabled the organisation to remain resilient against major fundraising competition in the post-pandemic third sector. However, again, this is not sustainable as the charity’s reserves are far from infinite.

Therefore, the fundraising context in Hourglass needed to change comprehensively in 2021/22 and not just away from the Community Fund safety net. In Spring 2021, the charity commissioned an independent fundraising review of the income generation approach. This led to a restructure and a new initial six month plan, followed by a more significant three-year strategy. The strategy looked to refocus the charity away from the unpredictable Community Fund income and towards statutory, corporate and individual strands. The ultimate target is to ensure the charity can bring in circa £2m per annum by 2024/25, which is a realistic plan based on the size and uniqueness of the organisation.

However, the strategy also relied on better statistical analysis of Hourglass’ impact and outcomes as well as stronger working relationships with Westminster, the Welsh Senedd, Stormont and Holyrood. There was already a dialogue with the UK Home Office, which had led to a small grant to run elements of the helpline. But 2021/22 saw the first grants and collaborations with the UK Ministry of Justice (MoJ) and England/Wale Police and Crime Commissioners. This led to income from Sussex PCC (via the MoJ) and Wokingham Borough Council. More opportunities are expected in 2022/23 from a roll out of a new IDVA/ISVA Domestic Abuse Fund commissioned by the MoJ. Whilst this underpins some frontline roles, it has not replaced the Community Fund income and hence a conjoint push for significant funding from the Trust and Foundation strand. The charity has no history of income from corporate donors but new partnerships had previously been forged with Hodge Bank, Baillie Gifford and Slater Gordon and these continued into 2021/22, with Baillie Gifford committing to a further year to support the Scottish helpline. Hourglass began work on a new scheme to refocus its corporate appeal and this is set to be launched in autumn 2022 after much in-house development. Likewise, the charity has made its first steps into individual giving via a campaign-based ethos, which takes in Safer Ageing Week and the potential for challenge events.

Hourglass is still in its infancy in developing an ask and this is mainly due to the role of the charity sitting outside a normal ‘elevator’ pitch. It is often a challenging task to sell the notion of supporting older people suffering abuse. This has to be the ongoing focus, to shape the fundraising offer to enable the general public, governments and trusts/foundations to provide income. This diversification strategy will take time but we are confident that the seeds sown in late 2021/22 will begin to deliver predictable income as the charity heads towards its thirtieth year.

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During the year 2021/22 Hourglass (Safer Ageing) received grants and financial support from the following Trusts, Foundations, corporate donors and statutory bodies.

The charity was thankful for the funds donated by the following organisations;

Arnold Clark, Awards for All England, Awards for All Wales, Baillie Gifford, Charlotte Marshall Charitable Trust, Constance Paterson Charitable Trust, Dischma Charitable Trust, Fife Voluntary Action (Scotland), Frognal Trust, Hallmark Foundation, Hodge Bank, Home Office, J & JR Wilson Trust, L & R Gilley Charitable Trust, Persimmon, Slater and Gordon, Sussex Police and Crime Commissioner, Tesco Groundworks, The Chalk Cliff Trust, The Ericson Trust, The Gilbert and Eileen Edgar Foundation, The Homity Trust, The Morris Beneficent Fund, The Thomas Sivewright Cato Charitable Settlement, W M Mann Foundation, Waitrose, Walter Scott and Wokingham Borough Council.

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Policy and External Affairs

This year saw the development of a new ‘Policy and External Affairs Unit’ under the leadership of the Director of Policy and headed up by the Head of External Affairs, and involving the Parliamentary Officer, Policy & Research Officer, and Digital Development Officer.

The team have been working with the Public Affairs consultants, Inflect, to develop and implement a Public Affairs Strategy. Working on policy, lobbying, political engagement, statutory partnerships, supporting the development of the Chatbot, Knowledge Bank, App and other innovations. The team have set objectives and developed a forward plan of activities. Core campaign activities for 2020/21 included:

• Safer Ageing week in November/December 2021 - Launch of the Independent Domestic Violence Advocates (IDVAs) in Sussex, publication of our latest research paper ‘Last in Line’, which highlighted sadly the abuse and neglect of older people is falling last in line, barely visible as an issue in terms of profile, debate and action in government and the public mindset. We also launched our chatbot.

• Blue Monday on the 17th of January 2022 the team published a policy paper on Suicide and SelfHarm among older adults, with an accompanying blog published on the website.

• Helpline 24/7 produced a launch plan for the helpline that engaged all key audiences.

• A Series of Webinars: starting with the launch of the Age Reform Coalition in March 2022.

• Housing and Domestic Abuse, and Predatory Marriage Webinars on the 22 and 24 March 2022.

• • The research and development which will form a new landmark mapping project for 2022.

Building on the success of the 2020 policy papers, the team produced seven new policy papers on key topics including Adult Safeguarding, Economic Abuse, Data Collection, The Reform of Power of Attorney, Suicide Among Older People, Housing Support for Older Victims of Abuse, and Justice Outcomes.

The team broadened its work with a varied group of partners and stakeholders, participating in a number of working groups, focus groups and roundtables. This year, Hourglass has continued to represent the interests of older victims of abuse by sitting on a Home Office and Department of Justice COVID19 taskforce, Silver Command. As part of this group, we have had the opportunity to feedback on major changes relevant to our service users. A member of the team has also been Hourglass’ representative on Wokingham Borough Council’s Domestic Abuse Partnership Group, a forum developed following the Domestic Abuse Act designed to identify and develop safe accommodation needs for victim of domestic abuse, our team has ensured that the needs of older victim-survivors have keenly reflected in the development of Wokingham’s safe accommodation needs assessment and strategy. The team also fed into the APPG for Domestic Violence and Abuse by delivering a presentation on femicide.

In April 2021 we concluded our work on the Domestic Abuse Bill, following the final stages of scrutiny in the House of Commons. This included blogging on our website with updates on the amendments we had campaigned for in the House of Lords, and associated social media activities. One major legislative change we had lobbied for in the Lords Stages of the Bill (Jan/Feb) were powers of entry for Social Workers in England. We have built on the momentum from this activity by looking for spaces to make Hourglass a thought leader on the topic. The policy team has also drafted a corresponding brief to detail the charity’s position on this issue.

We continued to get a strong balance of political parties interested in the charity. In March we attended the Northern Ireland Assembly APG for Ageing and Older People. In April, the charity co-hosted a roundtable on reaching Older Women from Minority Ethnic Communities.

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The policy team created a blog concerning the House of Commons Library post on the Domestic Abuse of Older People. This post was in anticipation of a question session with the Home Office regarding the abuse of older people. We approached Baroness Gale with a relevant policy brief on the data collection practices concerning the abuse of older people. We received the Baroness’ thanks however did not feature in her speech.

Following a number of posts on Hourglass’ social media channels, we were contacted by a coalition of civil rights organisations seeking to understand the charity’s response to the Policing Bill and the impact it may have on older people. This resulted in a meeting between the coalition influencing the Bill, the Office of Baroness Greengross and Hourglass on the 9th of September 2021. Representatives from the policy team highlighted areas within the bill that may have an adverse effect on older people and their rights.

The team met with both the Victims Commissioner (for England and Wales) and the Victims Commissioner for London. These meeting covered a range of issues and the possibility of consultation regarding a series of victims/survivors focus groups in November 2021.

Working with a coalition of civil society stakeholders, Hourglass organised a group briefing with Baroness Greengross, focusing on the implications for domestic violence in the Policing Bill. The team were also invited to participate in the Home Office Advisory Group for the Ask for ANI scheme and the Victims Forum convened by the Victims Commissioner for London.

Following attendance of the APG on Older People (Wales), Hourglass also advised the Safeguarding Adults lead for Age Cymru on data relating to adult safeguarding and abuse. In late November, we fielded a parliamentary question from Baroness Greengross on gambling addiction and the abuse of older people, resulting in a reference to the charity in the House of Lords.

An Oral Question: on the last week of January 2022, we contacted Peers asking them to participate in Baroness Greengross’ Oral Question on Power of Attorney in the House of Lords (Feb 2nd 2022). Of the 19 Peers approached we received a positive response from 8 who were keen to help us.

As part of our stakeholder engagement around domestic abuse, the team met with former Prime Minister Theresa May in February 2022, to seek her support in promoting the issues of older people and domestic abuse.

Hourglass’s research priorities and focuses have been varied and wide ranging. The research team delivered a paper on the prevalence of economic abuse, utilising helpline data and calculating the amount of assets and money stolen or defrauded from older victim-survivors during 2020. In September 2021, the team crafted surveys for dissemination among foodbank users and volunteers to explore links between poverty and the abuse of older people, these were compiled and sent to our contacts in the Independent Food Aid Network. Also, in late September/early October 2021, a Freedom of Information request was sent to all police forces in England and Wales in order to glean information about domestic abuse cases involving victims aged over 65, analysis of the received data is ongoing and will be available soon. The team also worked with independent researcher Amanda Warburton-Wynn to publish her research on sexual violence against older people in hospitals.

In late 2021 and early 2022, the team put into motion the steps towards recruiting two policy and research volunteers, interviewing, and developing a volunteer work plan.

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Consultations

• The team have responded to 3 policy consultations: Stalking, An Adult Safeguarding Bill and Rehabilitation of Offenders (all Northern Ireland).

• Completion of Victim and Witness Strategy and Victim of Crime Commissioner for Northern Ireland Consultations.

• Hourglass response to the Ministry of Justice's consultation: Delivering Justice for Victims: A consultation on improving victims experiences of the justice system.

• Hourglass response to Bristol City Council's consultation on their proposed domestic and sexual abuse strategy.

• Hourglass response to Older Persons Commissioner Call for evidence on male victims.

Following it’s focused Scotland Launch in November 2020, Hourglass completed the development of the UK's first Knowledge Bank focused wholly on the abuse and mistreatment of older people and safer ageing. The policy and research team were key contributors to the success of this project, building copy, compiling documents, and mapping signposting data, as well as continuing to collect and report key analytics data from the already launched Knowledge Bank areas.

Key political figures across the Nations showed their support:

In Scotland we have been working with Jackie Bailie MSP to try and secure meetings with Ministers in the Scottish Government and we now have a commitment for a meeting with Christina McKelvie MSP, Minister for Equalities and Older People.

Motion ref. S6M-03729

Hourglass Scotland Launches 24/7 Elder Abuse Helpline and Urgently Seeks Funding

Submitted by: Alexander Stewart, Mid Scotland and Fife, Scottish Conservative and Unionist Party.

Date lodged: Monday, March 28, 2022

Supported by: Jackie Baillie, Jeremy Balfour, Miles Briggs, Alexander Burnett, Sharon Dowey, Russell Findlay, Murdo Fraser, Meghan Gallacher, Maurice Golden, Pam Gosal, Jamie Greene, Dr. Sandesh Gulhane, Rachael Hamilton, Craig Hoy, Liam Kerr, Stephen Kerr, Bill Kidd, Douglas Lumsden, Edward Mountain, Willie Rennie, Douglas Ross, Paul Sweeney, Sue Webber, Annie Wells, Tess White.

That the Parliament acknowledges that Hourglass Scotland has launched what, it understands, is the first 24/7 helpline dedicated to helping older victims of abuse and the services that support them; notes the calls by Hourglass on care homes, GP surgeries, the police, and other charities who support and care for older people, to promote the helpline and bring the issue out into the open;

understands that Hourglass, which was previously known as Action on Elder Abuse, has nearly 30 years' experience and that it is the only charity in Scotland that is focused on tackling the abuse and neglect of older people; further understands that the charity is launching the first 24/7 helpline in the UK as part of a major push to bring the “hidden epidemic” of abuse experienced by older people out into the open and to get victims the support that they need; believes that the helpline is moving to a 24/7 operation thanks to funding from the UK Home Office; understands, however, that these funds are limited to England, while the Scottish line is covered through the charity’s own small

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reserves; notes that the charity is looking for urgent funds to underpin the service in Scotland, and acknowledges the calls on the Scottish Government for funds to ensure that what it sees as this essential service is sustainable in Scotland; highlights that as many as 2.7 million people are thought to be affected by the abuse of older people in the UK, with upwards of 225,000 victims in Scotland, yet new data from the charity’s helpline shows that only a fraction of those victims (0.2%) are using the helpline to access specialist support from Hourglass; believes that 28% of people who sought help in 2021 did so outside of office hours, which spotlighted the requirement for a 24/7 service; acknowledges reports that the COVID-19 pandemic has increased social isolation, the social care crisis, a stretched criminal justice system, plus a lack of public awareness, all of which, it considers, have contributed to unacceptable levels of abuse being experienced by older people; believes that this very much remains in the shadows even though it affects millions of people, and highlights what it sees as the necessity to bring this abuse out into the open and to support older people who are experiencing abuse to access the help that they desperately need.

EDM 705

Carla Lockhart – Democratic Unionist Party tabled an Early Day Motion on the 29th November 2021 to raise awareness during safer ageing week.

Link: https://edm.parliament.uk/early-day-motion/59192 It was supported by:

1. Jim Shannon – Democratic Unionist Party

2. Jardine Christine - Liberal Democrat

3. Stuart C McDonald - Scottish National Party

4. Charlotte Nichols – Labour

5. Claire Hanna – SDLP

6. Ben Lake - Plaid Cymru

7. Hywel Williams - Plaid Cymru

8. Liz Saville Roberts - Plaid Cymru

9. John McDonnell – Labour

10. Alison Thewliss - Scottish National Party

11. Wera Hobhouse - Liberal Democrat

12. Paul Girvan - Democratic Unionist Party

13. Sir Jeffrey Donaldson - Democratic Unionist Party

14. Rachadel Maskell - Labour

The First Minister (Nicola Sturgeon): Services such as Hourglass are very important. Elder abuse is awful, and the pressures of the pandemic are understood by all of us. I am happy to have the Cabinet Secretary for Health and Social Care meet or talk to Hourglass, to see what the Scottish Government can do to support it.

Mark Isherwood MS, member of the Welsh parliament for North Wales, Conservative party raised the issue and asked Labour to support our 24/7 domestic abuse helpline in the Senedd on the 16th March 2022, which has led to a further meeting. Support was also received from Darren Millar MS, member of the Welsh parliament for Clwyd West.

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Annual Report 2021 - 2022

Media profile

The charity has continued to be successful in publicising its agenda, raising awareness of the abuse of older people and educating on the importance of safer ageing. This has resulted in:

• Over 45 pieces of media coverage across national, local and broadcast outlets.

• Over 133,341,000 estimated digital views / reach of coverage across broadcast and print media.

We have launched a number of new campaigns in the past year to raise awareness of the issue among the public, key stakeholders and policy makers; promoting debate and ensuring that people are aware of our services and the support we can provide to them.

Financial abuse in partnership with Hodge Bank

Hourglass, in partnership with Hodge Bank, conducted a survey of 2,000 adults aged between 45 and 70 to portray the scale of financial abuse happening to their older relatives and friends. The findings revealed the shocking impact of the digital divide, which is leading to thousands of older people becoming victims of economic abuse, every year.

S4C TV Ad Campaign: Recruit Welsh Speaking Volunteers - May/June 2021

This was Hourglass’ first venture into TV advertising. Having been awarded free advertising space on S4C, the Welsh speaking TV channel, we used the opportunity to recruit Welsh speaking volunteers with a Welsh language ad. The broadcast aired between May 22 and June 20th 2021. The 30 second ad ran 40 times, including during ad breaks during the UEFA Cup matches. The TV broadcast was accompanied by a social media campaign that ran across the Welsh social media platforms, in both Welsh and English languages, directing our followers to the Hourglass Cymru.

Volunteering Campaign - May/June 2021

Working with an external agency, Campaign Collective, this campaign objective was to recruit more volunteers in the lead up to Volunteers Week in the first week of June. The campaign generated 143 engagements on Facebook and 16 link clicks.

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Hourglass coverage highlights

AUDIENCE 2.7 MILLION

The terrible story of how his mother was scammed by her own flesh and blood.

AUDIENCE 394 MILLION Elder abuse victim's family welcomes charity's 24/7 helpline move

AUDIENCE 32.9 MILLION Untold suffering of elderly defrauded by their own so-called carers

AUDIENCE 9 MILLION Untold suffering of elderly defrauded by their own so-called carers

AUDIENCE 585,000 The shameful neglect of the elderly in Northern Ireland

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World Elder Abuse Awareness Day (WEAAD) – 15 June 2021

We focused on improving our engagement and reach. A Facebook ad campaign ran to drive traffic through to the website and encourage engagement with our posts and pages. We asked for donations and to raise awareness about abuse. The campaign ran predominantly from 9th – 15th June (the week running up to WEAAD), spanning the whole of June 2021.

To highlight the day, key elder abuse facts and definitions that were easily shareable and prominent in the main hashtag used (#WEAAD2021); a quiz via an external website; a WEAAD webpage shared using trackable UTMs; a purple heart image encouraging people to share it; and case studies with a central fundraiser and donate buttons. The campaign saw the highest impressions since 2017 and second highest for the month of June in the same time period. It also saw the highest engagement since 2017 for WEAAD week, and third highest engagement for 15 June itself since 2017.

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Safer Ageing Week 2021

To highlight the shocking findings of the Last in Line research, we ran a series of emotive ads on Facebook and Instagram to highlight the neglect and loneliness of older people, using a sad looking pet dog and older man ‘Billy and Bingo’. We also used the campaign to remind people of the loneliness older people experience after the Christmas festivities. We utilised key statistics around grouse shooting, fox hunting, parking and the two other abuse areas of child/animal abuse. These comparisons provided the most significant leap in social media buy-in. The campaign was a great success, with the Facebook impressions reaching in excess 96,000. The ad had 23,964 engagements (reactions, comments and shares).

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Online Presence

Digital Marketing

This year has been a year of growth across all digital platforms, seeing an increase in visitors to our website, social media platforms and the launch of our Webinars. The charity also ran a series of marketing campaigns to engage with potential volunteers, grow awareness of the charity and the blight of abuse of older people.

Website traffic

Traffic across the top pages of the website saw growth, especially with a large increase of visitors to the Hourglass Services, Type of Abuse and Who We Are. The focus to promote the types of abuse and ensure our audience knew of the different entry points into the charity reflects these figures.

Website Demographics

The age range of our online visitors remained stable year on year, with small changes.We saw a small increase of visitors aged 65+ and an increase in the number of younger visitors (18-24).

Social Media

All Hourglass’s social media platforms have had solid growth over the last 12 months. There has been a focus to grow and engage our LinkedIn platform, which saw a 79% increase in impressions. On Instagram, we have seen engagement double. Every platform, across all nations, has gained more followers over the last 12 months.

The webinars covered the following topics:

• Nightingale’s Armyexplored the issues around how the training of care workers is not fit for purpose and what needs to be put into place to improve this.

• SaySo discussed ways in which care organisations can create safer care home environments by removing the barriers to speaking up and addressing concerns.

• Bettering the Care Home Systems webinar discussed why the government needs to change the law around the lack of transparency of care home ownership.

In March 2022, we hosted two webinars covering the following topics:

• Domestic Abuse and Housing webinar focused on the lack of suitable refuge housing for older people. We discussed the key barriers faced by older victim-survivors in relation to support and housing including Structural, Cultural and Individual barriers.

• What Can We Do To Prevent Predatory Marriage? We were joined by Daphne Franks, whose mother was a victim of predatory marriage, alongside her MP Fabian Hamilton and lawyer Andrew Bishop. The discussion focused on what we can do to ensure predatory marriage is stopped in the UK.

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Highlights Across the Nations

Hourglass Northern Ireland

We continued to attend and develop our existing partnerships within Scamwise NI, Helplines NI and the PSNI domestic abuse committee and local councils. These sessions have proved useful in awareness raising and explaining the work of Hourglass, in particular the support provided through Community Response, and have been covered in the media.

Ongoing work in delivering presentations to community-based age organisations including, Age NI, Mid Ulster Seniors Network and Newry, Mourne and Down Age Network. Developing relationships within the business sector through networking events hosted by Chambers of Business and Commerce.

We continued to strengthen relationships with the financial sector with Danske Bank including Hourglass contact points in regular newsletters to all older customers, (over 21,000 recipients), and Hourglass details now being given out to all older customers who are suspected or confirmed victims of abuse or scams, and World Elder Abuse Awareness Day presentation given to over 100 of their staff. Discussions with Allied Irish Bank about how they can become involved in our community response hub.

Consultation surveys issued to 100 older people and 150 partner organisations to inform the NI Community Fund bid.

We delivered presentations to Nexus staff, South Eastern Trust Wellness representing the impact of abuse/scams on an older people’s wellness programme being piloted by the Trust. A 2-hour workshop to 3 council areas in Sept/Oct/Nov. We have also delivered a presentation to the Department for Communities Adult Safeguarding Forum in October on the abuse of older people, Hourglass objectives and services provided.

Further meetings with NI organisations including the Chief Executive of the Regulation and Quality Improvement Authority, the South Eastern Trust gateway team, and a number of volunteer centres and housing associations.

We attended the Department of Health, Department of Justice and the Executive Office stakeholder focus group to consult on the Domestic and Sexual Abuse Strategy and the Equally Safe – Violence against Women and Girls Strategy.

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Highlights Across the Nations

Hourglass Cymru

Contributed to several meetings of Welsh Government’s review of their Violence Against Women, Domestic Abuse and Sexual Violence strategy.

Delivered a presentation to the Gwent Violence Against Women, Domestic Abuse and Sexual Violence Reaching Out conference in March. Continue to contribute to meetings of Welsh Government’s review of their Violence Against Women, Domestic Abuse and Sexual Violence strategy. This has also involved commenting on the draft consultation document.

Continued involvement with the Older People’s Commissioner for Wales’ Action and Steering group developing priorities for tackling abuse of older people in Wales.

Participated in two Crown Prosecution Service (Wales-Cymru) Local Scrutiny Involvement Panels. Spoke at the Age Alliance Wales ‘manifesto’ launch event.

Worked with Age Cymru, Dewis Choice, the Advocacy project and Live Fear Free (Domestic Abuse Helpline) to look at third party referrals to adult safeguarding.

Panel member at the Older People’s Commissioner for Wales’ WEAAD event 2021 with 200 attendees. Presented at the Gwent Police & Crime Commissioner’s WEAAD event 2021 to an audience of 100.

Produced booklets on the 5 different types of abuse as well as a specific Domestic Abuse version. These have been distributed to the OPCW’s Stopping Abuse Action group, Age Alliance Wales, and all of Age Cymru’s networks amongst others. These booklets are also available for the other nations on the website.

Linked in with Umbrella, a Wales based charity specialising in supporting LGBTQ+ people to look at training delivery.

We have seen an increase in requests for staff to speak at events and for training, including two sessions for Gwent Safeguarding Board each of which involved 19 representatives from Housing Services (Local Authority and Private), Woman's Aid, Adult Safeguarding services, Children's Services, Police, IDVA, Ambulance Service, NHS and Age UK, further requests from the Society of Later Life Advisors, Jewish Care, Hertfordshire Safeguarding Adults Board and the Court of Protection.

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Highlights Across the Nations

Hourglass Scotland

We continued to be key members of the Minister for Older People’s (Christina McKelvie) Strategic Action Forum and the Cross-Party Group on Older People, Age and Ageing.

The development manager met and presented to 27 different organisations across Scotland. These organisations include Adult Protection Committees, Social Work forums, third-sector organisations, and local councillors.

The Scottish team held seven pop-up clinics, four were held in shopping centres in Perth, Edinburgh, Dundee and Falkirk and others held in Fife with a total number of resources given out of 3491.

We also saw significant increase in the number of website visitors from Dundee and Perth was observed following these events.

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Highlights Across the Nations

Hourglass England

We worked closely with our corporate partners, Hodge and Slater and Gordon. With Hodge, we delivered a financial abuse campaign which focused on prevalence and response. We delivered training and worked with them on their vulnerability hub and Power of Attorney. We also worked with them to develop a Staying Safe Online leaflet.

Delivered a presentation at NHS England and NHS Improvement’s Think Family event and training to Plymouth Community Homes.

Linked in with Solace Women’s Aid and set up a roundtable event with their partners, many of whom specifically work with minoritized communities. The event had representatives from 12 domestic abuse organisations working across London, or nationally. As well as making links, and finding out more about their services, the focus was on examining together the needs of certain communities and to better understand how older people from marginalised communities access support so that we can find ways to reach them.

Delivered a webinar to 400 team members from the Alzheimer’s Society in England. This led to them allowing our staff members and volunteers access to their online dementia training which is delivered to their volunteers.

Delivered an hour presentation to NHS staff at Great Western Hospital as part of their conference on Holistic Care and Vulnerable People.

A pop-up clinic was held on 29th November 2021 in Chichester Cathedral to launch our IDVA services in the South of England, this was timed to coincide with Safer Ageing Week 2021.

Met with Essex Police to give feedback on their proposed domestic abuse campaign and how older- victim survivors could be made more visible.

ARC – Age Reform Coalition

Since late 2020 the charity has been working with BCHS (Better Care Home Standards); Nightingale’s Army (rights for those employed in the care home industry) and Say So (Whistleblowing organisation focused on the care home sector) to build a like-minded coalition for all of those in the older care/abuse/professional standards sector.

The overarching mission statement is to call for a UK Safer Ageing Minister and to provide more oversight of inspection reports – especially those that set precedents.

The ARC group launched formally in March 2022.

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Hourglass Annual Report 2021 2022 SofEr ageing Stopp￿9￿)41%£ ALWAYS LAST IN LINE SAFER AGEING Helpline: 0808 808 8141 % www.weorehour9lass.org Page No. 45 VdMM.wÈarÈhourgla8s.org

Annual Report 2021 - 2022

Financial Review

a. Financial Position

Total income for the year amounted to £729,449 (2021: £1,241,751) a decrease of

£512,302 from the previous year. Total expenditure amounted to £1,488, 488 (2021: £1,579,595) which is a decrease of £91,107 on the previous year.

The charity incurred net loss of £758,667 (2021: Net loss £224,547) details of which are shown in the Statement of Financial Activities. This is after a net gain on investments of £ 372 (2021: Net gain of £113,297)

b. Reserves Policy

The revised reserves policy is to hold unrestricted funds to meet all staffing obligations for six months. This is to ensure that the charity could overcome any unexpected loss of income and give time for recovery plans to be effective. Annual staff costs during the year were £967,750 and we therefore require a minimum of £483,875 to meet all staffing obligations over a six - month period. We therefore have this target to maintain against unrestricted funds. At the year end, total reserves amounted to £1,286,229 (2021: £2,044,896), £176,167 of which were restricted (2021: £274,631).

Free reserves (unrestricted funds excluding the net book value of unrestricted fixed assets) stood at £570,472 (2021: £1,187,181), which is sufficient to meet the charity’s revised reserve policy as stated above.

c. Statement of Directors/Trustees’ responsibilities

The Directors/Trustees are responsible for preparing the Annual Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Company law requires the Directors/Trustees to prepare financial statements for each financial year, which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources of the charitable company for that period. In preparing these financial statements, the Directors/Trustees are required to:

• select suitable accounting policies and then apply them consistently

• observe the methods and principles in the Charities SORP

• make judgments and estimates that are reasonable and prudent

• state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements; and

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

The Directors/Trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006 and the Charities Act 2011, the charity (Accounts and Reports) Regulations 2008. They are also responsible for safeguarding the assets of the charitable company and hence for taking

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Annual Report 2021 - 2022

reasonable steps for the prevention and detection of fraud and other irregularities. The Directors/Trustees are responsible for the maintenance and integrity of the charitable company and financial information included on the charitable company’s website.

Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Approved and signed on behalf of the Directors/Trustees by:

Caroline Cox Chair, Hourglass (Safer Ageing) Dated: 10/06/2022

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Annual Report 2021 - 2022

Independent Auditor’s Report to the Trustees and Members of Hourglass (Safer Ageing)

Opinion

We have audited the financial statements of Hourglass (Safer Ageing) for the year ended 31 March 2022 which comprise of the statement of financial activities, the balance sheet, the cashflow statement and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion the financial statements:

• give a true and fair view of the state of the charitable company’s affairs as at 31 March 2022, and of its incoming resources and application of resources, including its income and expenditure, for the year then ended;

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

• have been prepared in accordance with the requirements of the Companies Act 2006, the Charities and Trustee Investment (Scotland) Act 2005 and regulation 8 of the Charities Accounts (Scotland) Regulations 2006.

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the auditor responsibilities for the audit of the financial statements section of our report.

We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

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

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

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Annual Report 2021 - 2022

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

Other information

The other information comprises the information included in the annual report of the Directors/Trustees, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.

Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

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

• the information given in the trustees' report (incorporating the directors’ report for the financial year for which the financial statements are prepared is consistent with the financial statements; and

• the directors’ report has been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

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

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 and the Charities Accounts (Scotland) Regulations 2006 requires us to report to you if, in our opinion:

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

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

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

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

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

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Responsibilities of trustees

As explained more fully in the trustees’ responsibilities statement set out on page 46 to 47, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

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

Auditor responsibilities for the audit of the financial statements

We have been appointed as auditor under section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005 and under the Companies Act 2006 and report in accordance with regulations made under those Acts. Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

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

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

As part of an audit in accordance with ISAs (UK), we exercise professional judgment and maintain professional scepticism throughout the audit. We also:

• Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.

• • Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of the charitable company’s internal control.

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Hourglass Annual Report 2021 - 2022 Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the trustees. Conclude on the appropriateness ol the trustees, use ol the going concern basis ol accoLJnling and, based on the audit evidence obtained, whether a material uncertainly exists related lo events or conditions that may cast significant doubt on the charilable company's ability lo continue as a going concern. 11 we condude that a material uncertainly exists, we are required lo draw attention in our auditor's report to the related disclosures in the financial slalemenls or, il such disclosures are inadequate, to modify our opinion. Our conclLJsions are based on the audit evidence obtained up to the date ol our auditor's report. However, future events or conditions may cause the charitable company to cease lo continue as a going concern. Evaluate the overall presentation, structure and content ol the financial slalemenls, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation lie. gives a true and lair viewl- We communicate with those tharged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identity during our audit. Use ot our report This report is made solely to the charitable company's members. as a body. in accordance with Chapter 3 01 Part 16 ol the Companies Act 2006, and lo the charitable company's trustees, as a body, in accordance with Regulation 10 of the Charrties Accounts IScotland} Regulations 2006. Our audit worf< has been undertaken so that we might state lo the charitable company's members and Iruslees those matters we are required lo slate lo them in an auditor's report and lor no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility lo anyone other than the charitable company, the charitable company's members as a body and the charitable company's trustees as a body, for our audit work, lor this report, or lor the opinions we have formed. Sh3ned.' 2021 Gary David Elson, FCCA (Senior Stalulory Audilorl For and on behalf of Elson Geaves Accounlanls Ltd. Chartered Certified Accounts & Slalulory Auditors 12 Haviland Fload Wimborne Dorsel BH217RG Page No. 51 wwM.wearehourglass.org

Hourglass Annual Report 2021 2022 am￿ aifmnthl Ximilu IlrKorKwaOty an IKome aDd accounii AYth• qnd•d 31 M•r1 851.776 636.712 642.044 937.551 .579.595 (66i$75) WM64) r159.OJ 1540.124) 202,240 1337W) Nlr ylns l ¢IosW51 on invtsimenrs 372 113,297 113,297 f•rth•)w (fjfjWJI C15&11 1426.8271 202.280 1224.54TI Translets fur￿5 (6602031 (98w) r15&Mn 1426.8351 202,286 1224.54 T￿￿1 fund5 brought forward 1.770265 274.631 2W.896 2.197.100 72.343 2.269.443 1.110061 176.167 1346.229 1.770.265 274.631 2.044.896 l olthe u¢dErl￿ Thue other Iownixd or ku5es other those jtathd In fundsart dltltssO In pl0￿ 16toth finah¢thl Page No. 52 VdMM.wÈarÈhourgla8s.org

Hourglass Annual Report 2021 2022 Comparry no. 07290092 2022 2021 Nott Tangible asseis IrhvestsnentS io 469 539.121 21.088 561,996 539,590 $83,084 Debtors lrtvestments Cash at bank and In hand 114M03 43.975 fj52.613 59.908 14.669 1.414.576 810.991 1.499.1 S3 Credjtors.. amount5 falllng due wAthln one ￿ar 64.352 37.341 746.639 1.461.812 Taul Mi l Olthllli 1.286.229 2.044.896 Th• funds of th• thvlir. Restricted Income funds Unre5trlcted Income funds= General funds 16 1Th167 274.631 I.1 Il062 1.770.265 Total ynr¢strtaed funds I.IIQ062 1.770.265 Total thvliy fvndj 1.286.229 2.044,896 Approved tr*f ihe trusiees on 1510612022 and 51qned on thelr behalf ￿ Caroline Cox, Chair - Twstee Page No. 53 VdMM.wÈarÈhourgla8s.org

Hourglass Annual Report 2021 2022 I022 V5&66 20.619 (3n) (10.9111 22&S85 144.4951 27.011 1224.547) 20.619 1113.297) 19.1021 228.515 77.567 169.3821 DepreclathL￿ charge5 (G￿ns)/10S5eS on In￿lIMEnts Dfvidends, Interest and rent from In￿St￿Ents Ilncrease)idecrea5e In cash held In InbYsm¢nis Ilncreaso)idecrease In debtors Incre•5elIdtC￿I5Ql kn crediiof5 ¢53&230) 189.557) ¥idends. interest and rents from inb*stments rchase of fixed a5set5 Net purchase ol invèstmtnts 9.102 Q7.1 1232.275) (16.245) 1224,5831 (554.475) Cash and rash equlvalerbts at the beglnnln9 of th• IN14.57fj 1,728.716 o.ioi 1.414.576 At31 Marth zozi 1022 sh In hknd and at bank fj52.61J 1.414.576 S52.613 1.414.576 Page No. 54 VdMM.wÈarÈhourgla8s.org

Hourglass Annual Report 2021 2022 Hourylass 15af4rAoelnAI Notes th the flnKlal stst•mwts For the ended l March 2022 l knunllng PDlkleJ ) Compary Inforniadon Hourglass (Safer Ageingl is a charitable tompany limited by guarantee registered in England with reglstration number 0720092. Its re9lStered offlce address Is OffSce 8 Unit 5 Stour Valley BusSness CeThtre, Brundon Lane. Sudlmjry. Suffolk. England. b) knlj of prepArndon The financial statements have been prepared in accordance ￿th Ac(ounting and Reporting by Charities". Staternenr of Recommended Practlce appllcable to chariiie5 preparing their account5 in accordance with rhe Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 1021 (effective I january 20151- (Charitles SORP FRS 1021. the Financlal Reportlng Standard appllcable In the UK and Republlc of Ireland IFRS 1021 and the Companies Art 2006. The attounts are PTesented in GBP roundÈd to £1. whlth is tho funrtional turrÈncy of the tharity. Assets and liabilities are initSally recognised at historlcal cost or transactlon value unless other¥vlse stated the relevant atc¢)untlng polity or note. c) Publk bwfft•ntlty The charStable company meers ihe deflnStSon of a publlc beneflt entity under FRS 102. d) Golng conc•rn The trustees consider that there are no material uncertaintles aboul the charitable comparty's ability ¢0 continue as a going concem and therefore the actounts are prepared on this basis. IKom• Income. including from Governrnent and tsther grants, whether'¢apital' tyr'income,, is re¢¢)9nised when the charity has entitlement to the funds, any performance conditions attached to the income have been met. it Is probable that the incon will be recelved and that the amount can be measured reliably. Income for pro9rammes spannlng two or more accounting periods is allocated over the period to vthSch St rolates in order to more atturately retognisÈ the perftsrmantÈ tonditions kssotiated wth this intome. Income received in advance of dellvery of a specified seThice is deferred untll the crlteria for income recognition 15 met. For legacles, entltlement Is taken a5 the earller of the dale on whlch elther-. the charSty Is aware that probate has bEen gTanted. the estatè has ￿￿n fifialisèd and notifitation has been made by the Èxecutorlsl to the charity that a distribution will be made, or vA)en a distribution is received from the estate. Receipt of a legacy. in whole or in part, 15 only consldered probable when the arnount can be rnea5ured reliably and the charity has been notified of the exetutoi's intention to make a distribution. Where legacies have been notlfled io the chariry, or the charity Is aware of the grantlng of probare, and rhe crlreria for incorne retognition have noi been met. then the legaty is a treated as a contingent assèt and disclosed if mateiial. Intsr•$i ￿￿1¥&ble Interest on fund5 held on deposrt 15 Included when recevable. h) Fund accountlD9 RÈstritted funds are to be used for sp￿lfIC purposes as laid down by the donoi. Expenditute whith meÈts these criterla is charged to the fund. Unrestritted funds are donations and other incoming resources rÈteived or generated for the charitable purposes. Deslgnated funds are unrestritted funds earmarked by the trustees for partlcular purposes. Page No. 55 VdMM.wÈarÈhourgla8s.org

Hourglass Annual Report 2021 2022 Hourdass ISaf•r 4g•lnq) Notss to thi finandal statèmtnis 22 l Accwndrwj polldes (confjwed) D EXperKI￿re ar¥1 Irrecoverthe VAT Expenditure is recognised once there Is a legal or constrnctlve obllgatlon to make a paymet)t io a ihlrd party. It is prtsbable that settlernent will ￿ required and the amount of the obllgation can be measured reliably. Expenditure is classified under the following artivity headings-. Costs of raising funds iÈlate to thÈ tosts intuired try thÈ tharitable tompany in indutlng third partles to make voluntary contributions to it, as well as the cost of any activities with a fundraising purpose. Expenditure on charltable aaivltles includes the cos15 of programme5 and and deliverlng relaled services undertaken to further the pur￿SeS of the tharity and thtir associated SUp￿rt tosts. • other expendlture repre5en15 rh05e irem5 not falllng inro any oiher heading. Irrecoverable VAT 15 charged as a cost agalnst the attivlty for whlch the expendi￿re was Incurred. AIIK•fjon of 5UPP¢)rt ro$ts Re50urce5 expended are allocated to the parti<ular actlvity where the cost relate5 dlrectly to ihat activity- However, the cost of overall dirÈrtion and administration of each attl￿ty (support costs), comprising the salary and overhead cosrs ol rhe central function, 15 apportloned on the followlTh9 ba515 whlch are an estimate, based on staff time, of the amount attributable to eath activity. hÈrÈ suth infoTmation about the aims. objertives and projetts of the chaTity is also provldÈd to potential donors, activity Costs are apportioned between fundralsing and charitable actlvlties on the basis of area of literature occupied by each actlvity. Cost of raising funds Helpline Social policy development Media promotlon and websire Programm*s and projects ii% 34% 8% 35% hÈre information about tho alms. objÈttlves and proletts of thÈ charity Is provldd to potential beneficiaries, the costs associated wth this publicrty are allocated to charitable expenditure. Governance costs, which are considered a category of support costs, are the costs associated with the governance arrangement5 OF rhe charity. These c0515 are associared wlth con5tltutlonal and 51atutory re4uiremÈnts and intlude any costs associated with the strateglt management of the charity's activities. k) Opuatlng lease5 Rental charoes are charged on a 5tralght Ilne basls over the term of the lease. D Twlbll fftX￿ u$•ts Items of equipment ale capitalised where the purchase prite exteeds £500. Depretiation costs are allocated io activltles on the basls of the use of the related assets In those actS¥ltles. A55ets are revlewed for impairment if cirtumstancÈs indlcatÈ their tarrying value may excÈed thelr nÈt realisable vaue and value in use. DÈpretiation is provided at rates caltulated to write down the cost of each asset to its estimated residual value over Its expected usefvl Ilfe. The depreclatlon rate5 Sn use are as follthws.. Equipment 3 years Page No. 56 VdMM.wÈarÈhourgla8s.org

Hourglass Annual Report 2021 2022 Hourg14u (Sthr *4•ln Notes to tho flnllndal Jtatements 22 l AcctyJndTr4 polkl•s (condn￿d> ffi) Ust•d InvatmMtJ Investments are a form of basic financial instrument and are initially ￿OgnISed at their transaction value and 5ub5equently measured at their fair value a5 at rhe balance Sheet date u51ng the closing quoted market price. Any change in fair value will be recognised in the statement of financial aCt￿ltIeS and any exce55 of fair value over the historic cost of the inve5tment5 will be shown as a fair value rÈsefft in the balance sheet. Investment 9ains and losses, whether realised or unrealised. are comblned and shown in the hÈading "Net gainsi(lossesl on investments" in the statement of financial artivities. The tharity does not acqulre put options, derivat1￿5 or other complex flnancial instruments. ) FlnarKlal In$trumeffls The charlry only ha5 flnancial assers and financial Ilabiliiies of a klnd thar quallfy a5 ba51c flnanclal instruments. Basic financial instruments are initially recognisod at transaction value and subsequently measured at their Settlement value. Flnandal usets Trade and other debtor5 are recognlseé ar the 5ettlemenr amount due after any trade d15couni offered. Prepayments are valued at the amount prepaid net of any trade discounts due. Flnandal Llabllltles CTeditor5 and provisions arè rÈtO9nlsed wherÈ the tharity has a present obligation resulting from a past event that will probably result Sn the transfer of funds to a third party and the amount due to settle the obligation tan bÈ measured or estimated reliably. Creditors and ptovisions are normally recognisÈd at their settlement amount after allowing for any trade d55counts due. ol Cash at bank and In hand Cash at bank and cash in hand includes cash and short term highly liquid investments ￿th a short maturlty of three months or lÈss from thÈ datÈ of atquisition or opening of the deposlt or similar atcount. Cash balances exclude any fund5 held on behalf of servlce users. p) Penslon$ The charlty contrlbure5 toward5 the employees. personal pensSon schemes. The cost of the contrlbutlon Is tharged to the statÈment of financial activities on an atcruals basis. p> Slgnlftcart aCt￿NtIng pollclli In thÈ application of the company's atcounting polities, the tharity is required to make judgements, e5tlmaies and assurnptlons abour rhe carrying amounr ol a5seis and Iiabiiirie5 that are nor readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factOTS that are consldered to be relevant. Attsjal results may differ from these estimates. The estimates and underlying assumptions are reviÈwed on an on-going basis. Revisions to attounting e5tlmates are fecognlsed Sn the perlod Sn Whlch the estlmate 55 revlsed, If the rev55500 affects only ihat riod, or in the pefiod of the revision and futuie priods if the revision affects both turrent and future perlods. Thert are no estimates and assutnptions that arÈ considered to have a signifitant risk of Causing a material adjustment to the financial statements In a future perlod. Page No. 57 VdMM.wÈarÈhourgla8s.org

Hourglass Annual Report 2021 2022 Hourylus ISafer*4elnq Nate5 to the fin￿cId 5tatefflents Z Income from donatlms and legades 2021 2021 Total Unrestricted Resirlcted Totyl Legacies Indiwdual and corporate donations and grft aid Trusts and Foundations Covernment Funds Local Authority Funds Community Fund HMRC JRS Grant 126.050 13,230 40,000 126.050 117.751 1,264 77,622 381,576 236,592 104,521 73.811 211,779 114.840 29.697 211.779 114.840 29.697 530.387 5,208 179.280 534.648 713.928 1,232,649 3 from rh￿13b1e xlMtk5 2022 2021 Toral Unresirlcted Restrlcted Training Incoffle from sale of DVD5 and other products 1,010 3,600 4.610 5,680 2,831 Total income from charitablt actiwties 3.600 4.fj10 Page No. 58 VdMM.wÈarÈhourgla8s.org

Hourglass Annual Report 2021 2022 4 d•xp•r4wr• All￿al￿Tr of Suprort Costs 33th3 11.7 8.41% 35.OPA 1.00 Fu I￿10M￿• Supwrt and Pro9iarnrnes Cwernance cosis 1022 Totsl C05t 011￿$1￿9 sor1￿ p￿4[¥ promMI 4lÈlopmtm kndb5itE Stafl C￿15 INote 81 afl ReCru￿me￿ and tralTrlThy siaff travel volunteere¥pen5es Printin9 and prornotion CRM. webstte. rr and Interner P￿sLI 51alionry Phonts and Suhdty TruSiQQ mtttitys and •Mports•s oiiect projxt cos Audrt fe Regulatory C05rs Consultanrv Rent and Insur•nce 3￿739 2.143 374 81Q 43,43fj 2.459 72.127 77.734 874 46 6B.031 322.033 49.575 7.410 896 7.7SO 31.9JO 3.785 123.3 103.gZ5 10.390 8035 5.276 Z.305 5.700 35.983 4.675 35.036 3,046 249 2.105 13,749 649 1.429 6.180 3.130 Z6.893 16.483 20.619 ieo 3,130 59,201 IZ,Z93 2.520 8,481 37 1.319 21.549 20.619 2C.833 414.￿• 131.043 IS3.603 415.433 136.667 108WB ppNt GO¥ern￿￿ ￿51 alknation 15.146 45.955 16.061 11.570 47.933 1136.667> 490.•64 147.105 463J16 Olthi xwwiwr. £151.77fjw 12Q21." £fj42.QM)•fJ £fjJ6.712 w•$ I•$￿¢[4 12921". £937.551k s￿9P)rt arAI Social pdlC¥ piomoiion Pro9iammos Go¥ornan£• Ile1￿l￿e and wetssiie and wojects osts Cost of raisin9 funds 2021 Tot Stthcosts (Noto 11 stsff ReiruitmEm and tr￿￿1￿4 stsFf and Yolunteei expEnses and piornrtlt CRM. wobsito. IT and Intormt Posiagé and stsiion•ry Phwt5 and 5un&ry Trustee mee￿￿95 eXpe￿Ie> Olrtrt project cost Audlt fee Cohftrtrrt tosts Con5ultary Rtni and In5uTrnce Oepro<latlon CKrtlalmed Input VAT t•p•hl 103.502 235.139 2,225 93 93.323 138.747 130.156 8.901 274.813 447 1.474 13.902 25.802 7.364 32.225 1.075,690 11.5rJ 1.567 14633 57.774 7.364 6¢651 (12• 9•.612 7.$20 10.479 3.640 9MI J4.426 78.379 7.774 13.459 7.610 1,54 34.075 16.427 20.619 IN191 1¢427 20.619 116.769 362.285 97.419 3C.293 262.177 434.652 i.S79.S95 allrKathin 56.173 127.616 50.649 75.302 124.912 1434.652) Totsi xpondltur 2021 IT2.Y2 48901 311.595 387.089 1.57*595 Page No. 59 VdMM.wÈarÈhourgla8s.org

Hourglass Annual Report 2021 2022 Houryla55 (Safer Agelng) Notes ts> th¢ flnarK1￿ st4teThnlS S Net Incomlng resources forthe year This is 5taied after charging I crediting.. 2022 2021 Deprecl&tion Audltors, remuneratlon Ilncludlng VAT).. Audit Previous year under accrued audit fee 20,619 20,619 6.180 5,820 1.800 The charltable company Is exempt from corporatloTh tax a5 all Its Income Is charitable and Is applled for charitable purposes. Anatysls of staff costs, tru5ttt remuneratlon and expEn5es, and the cost of ky managenmt pEr50nnel Staff c05rs were as follow5.. 2022 2021 Salarles and wages Social securlty Costs Employer's contribution to defined coniribution pension schemes Agency staff Orher 854.774 79.482 18.907 14.587 873,323 77,982 19.476 95,798 967.750 1,075,690 The following number of employees received employee benefits lexcluding employer pension costs) during the year in bandings of costs greaier than £60.000.. 2022 2021 No. £70.000 - £79.999 £80.000 - £89.999 The roial employee benef115 including pension contributions of the key management pErsonnel, made up of the Chlef Executive Officer, Deputy Chief Executlv* Officer, Dlrector of Operations. Director of Performance & Partherships. Director of Programmes and Director of Fundraising, were £242,49512021'. £270,585). I stsff numbe The average weekly number of ernployees Ifull-time equivalentl during ihe poriod was as follows". 2022 2021 No. of employees 34.IXI Page No. 60 VdMM.wÈarÈhourgla8s.org

Hourglass Annual Report 2021 2022 Hourglass 15•ferAgelng) Notes ty the flnwdal Jr4temEnts 9 Relthd p•rty t[￿5•(tIonS The charity irustees were not paid or received any other benefiis from employment wrh the charity in ihe year (2021." £nill. No charity trusiee received payment for professional or other services supplied to the charity 12021.. £nill. There are no other related party transaction5 to disclose for 2022 12021.. nonel. Trustees. expenses include the payment or reimbursement of travel and subsistence costs totalling nll (2021.. £Nil) incurred by 0 12021.. 01 member relating to attendarsce at meetings of the trustees. There are no donatlons from relaied partles whlch are outside the normal course of buslness. 10 Tanglble Ilxed assets Computer & Office equlpment Cost At the start of the year Additions in year 74,891 74.891 At the end of the year 74,891 74,891 D•prKlaiion At the start of the year Charge for the year 53,802 20,619 53.802 20.619 At rhe end of the year Nrf book￿1￿¢ Attheend ofthe> 74,421 74N21 469 469 At the start of the year All of the above assets are used for charitable purp05e5. 21,088 21,088 I I LL4t¢d In*stments 2022 2021 Fair value ai the 51an of the year Additions at cost Disposal proceeds Net gain I Iloss) on change in fair value 561.996 27.156 150.4031 3n 216.424 232,275 113.297 Fair value ai the end of the year 539,121 561.996 Historic £05t at ihe end of the year 519.937 488.159 Investment5 comprise.. 2022 2021 Bonds and Shares listed on the London Stock Exthange Cash 539,121 43.975 561,996 14,669 583.096 576,665 Page No. 61 VdMM.wÈarÈhourgla8s.org

Hourglass Annual Report 2021 2022 Hourglass tsaferAgelng> Now w the st•ftmeMs For the 12 D• ended 31 March 2022 202Z 2021 Trade debtors Other debtors Prepayrnen Accrued income 31.575 2.092 80.736 1.200 10,014 1,400 57,294 114.403 69.908 13 Crediiors: amounts falllrw due MlthlTh one y 2022 2021 Trade Ireditor5 Taxatlon and socSal securlty Other credltors Accruals 48.110 244 12.960 24.137 430 15.812 64.J52 37,341 14 Flnanclal Inmrurnents 202Z 2021 C•rrylng m¢unt of fln•ndAI us• Debt instrument5 measured at amort15ed c05t 33.667 C•nylng amwni of flh•ndal IIthIIU•s Measured ai amorrised cost 64.352 37,097 15 An1￿515 of net assets bet*en funds General unrestricted DosignatÈd Totsl funds 2021 Restricted Tangible fixed assets Investments Net current assets 469 539.121 570.472 469 539.121 746.659 176.167 Net Ass￿ atthe end olthe year 1,1 10.062 17fj.1fj7 1.28fj.229 General unrestricted Deslgnated Total fund5 2021 Restrlcted Tangible fixtd asstts Net current a55ets 21,088 21,088 1,461,812 274,631 Net assets at the start of the year 1,208.269 274,631 1,482,900 Page No. 62 VdMM.wÈarÈhourgla8s.org

Hourglass Annual Report 2021 2022 Hourglass ISaftrAgelng) Notes to the fIn￿￿11 For the r end￿ 31 March 2022 16 Mryernw In f￿d3 Incoming Outgoing At l April res0￿rCeS & resources & 2021 gain5 losse5 At31 Transfers 2022 Restritted fvnds: Lloyds TSB Foundation (North of Enoland Hub) Home Office (core costs) Robertson Trust (Fifo EARS and 34.215 134,2151 8.288 17,471 211,779 1220,067) 117,4711 HeadlÈy Trusi IHelplinel Hodge Bank (Wales Helpllne and England 9enerall Awards For All (Scotland, Nl and Walsl Award5 For All (England) Awards For All INI) Masonic Charitable Trust Chalk Cliff Trust (Sussex EARS) Dowager Countess Trust IHOD North) Walter Scott (Community fund Fife. Julia and Hans Rausing Trust (Salaries and Core costsl Independeni age (Covid helpline. H Helpline & Knowledge bank) Dulverton Trust (England Helpline) Horne Office (Second Wave COVID Helpline. Volunteers. SA App) Baillie Gifford & Co (Stoiland Hub) Sussex (Safe Place) fife Voluntary Aciion Hallmark Care Homes Foundatlon Slater & Gordon IUKI Ltd Wokingham Borough Councll Small grants Ivariousl 15,000 28.476 115,0001 (80.181) 51,705 1,387 9,899 11,38n 9.899 9,899 9,899 9.899 9.899 TO.486 3,630 12.255 110.4861 18,6301 5,000 14,951 26,000 122,396) 1&555 8,866 18,8661 25.800 io,000 125.800) 110,0001 25,000 25,000 84.765 9,900 17,500 18,750 30,075 28,077 125,0001 (50,317) 25.lJOO 34rt48 9.900 17.500 118,7501 30.075 10.992 58,806 175,8911 T¢tsl Trstrithd fvnd$ 274.631 538.248 1636.7121 176.167 lthrestrFttd lunds: GenvA fvrrfls 1.770.265 191,573 1851,7761 1.110.062 T*)tsl unr•%Mctsd funds 1.770,265 191,573 1851,7761 1.110.062 Toral funds 2.044.896 729,821 11.488.488) 1.286.229 Page No. 63 VdMM.wÈarÈhourgla8s.org

Hourglass Annual Report 2021 2022 Houry1•55 ISaf•r Agolng) Nffj•S ty ih• finlndal srtht•m•n •r ended 31 Much 2022 16 Mowm•nts In fvnds Icontlnu•&i Incoming t￿lt901ng At l Aprll resources & resources & 2020 gain5 1055e5 At31 Tran5fer5 2021 Resirfcted funds: Community Fund - BLF (toward core costs) Lloyds TSB Foundation (North of Enqland Hubl Home Office Iiore c05t51 Robertson Trust IFlfe EARS and S30,387 IS30,395) 34,799 15841 34.215 8,288 17h71 15,000 28rt76 59,952 1 S.500 151,6641 11,5991 3.570 Headley Trust (Helpline) Hedge Bank Iwales Helpline and Enoland oenerall Awards For All (Scoiland, Nl and Wales) Masonic Charitable Trust Chalk Cliff Trust (Sussex FARSI Dewager Countess Trust (HOD Northl Scoitish Government (Helpllnel Horne Office IKn¢)wledge Bank) Welsh Government (Knowledge Bank) Communlty Foundatlon INI Helpllt)el 14,673 I 5.000 17.225 114,6731 13,870) 10,685 2,516 8.258 16851 10,000 10rt86 3.630 12.255 8.¢)00 14,6281 7,500 7.500 26.324 66,664 12,7451 (26,324) 166,6641 45.486 145,4861 lo.(￿0 110,0001 Walter Scott Icommunlty fund Fifel Julia and Hans Rausing Trust Isalaries and Core costs) Independent age Icovid helpline, OOH Heloline & Knowledoe bank) Dulverton Trust IEngland Helpline) 15.000 102.492 1491 1102,492) 14,951 15.000 16,134) 8,866 30.000 14,2001 25.800 Heme Office Ikcond Wave COVID Helpline, volunteers, SA Appl Balllle Glfford & Co (Scotland Hub) Small grants Ivariou51 37.618 25,000 77,884 136,2311 1.367 25.000 58.806 i 0.000 129,0781 Total r•strfct•d fund% 72.343 1937.551) 274.631 Unrnstrtcted fvnds: General fund$ 2,197.100 21S,217 1642,044) 181 1.770.265 Tot41 unr•stdrt•d fvnds 2.197,100 215,217 1642,0441 181 1.770.265 Total funds 2.269,443 1,355,048 11.579,5951 2.044.896 Transfers represent over allocated costs to restricteil grants transferred to general funds Purposes and programrnes supported by restricted fund5 and granis are disclosed above and can be found in more detail in the trustees report. Page No. 64 VdMM.wÈarÈhourgla8s.org

Hourglass Annual Report 2021 2022 Hourglass tsafer Aqelng) Not•s to th• flnandal stat•m•nts 17 Operadng loa5e commltments The charity's total fuiure minimum lease payments under non-cancellable operating leases Is as follows for eath of the foll(A¥ing periods Property and Equipment 2022 2021 Less than one year One to five years 5,163 18.919 8,292 24.082 8.292 18 L•pl sta￿$ of th• charlty The charity is a company limited by guarantee and has no Share capital. The liability of each member in the event of wlndlng up Is Ilmlted to £1. Page No. 65 VdMM.wÈarÈhourgla8s.org

Hourglass Annual Report 2021 2022 Page No. 66 VdMM.wÈarÈhourgla8s.org

Hourglass Annual Report 2021 2022 Page No. 67 VdMM.wÈarÈhourgla8s.org

Hourglass Safer ageing.Stopping abuse You can contact US in many ways- 24n Helpline: 0808 808 8141 L2ndline or mobile. and ihe number will not appear on your phone bill Text message: 07860 052906 Tg%ls Iiotn outside Ihg UK will bg choiggd al their standard Inlgrnat￿￿aI rate wh￿h will differ depanding on location and Service charges ol your phone provider Th8 number will appear on YOUT bill arbd In your phong bul Will noi b8 Id$ntilied 0$ H¢urglo$$ INSTANT MESSAGING Service: www.wearehourgla88.org Get Informatlon from our CHATBOT - www.wearehourgla88.org Get Informatlon from our KNOWLEDGE BANK - knowledgebank.wearehourgla88.org Email: [e-mail] Hourglass England Hourglass Cymru Othce 8, Unit 5, Stour Valley Business Cenire. BTundon Lane. Sudbury. Suffolk, C010 7G8. Clo- Oftice 8, Unrt 5, Stour V￿leY Business Centre. Brundon Lane. Sudbury. Suffolk, C010 7GB. T= A410120 8835 9280 enquiri&s@W8arehourglass.c*g w%wi weareknurglass org T= [phone] [e-mail] www.wearehourglass.cymru @wearehourgla55 facebwk.Wmlweare￿UrgL9ss @FK>urglassCYMRU lacebLY)k.cornfftourglasscyrnru Hourglass Scotland Hourgla55 Northern Ireland PO Box 29244. Dunlermline, KY12 2EG. PO Box 216. Newry, BT35 5DH. T: A41012Q 8835 9280 [e-mail] W= www.wearemurglass.sc T= [phone] [e-mail] W.. www.w8ar8hourglass.or￿nI @HourgL8ssScoi facabwk.comHourglassScodand @HourglassNI faceb￿k.￿)M￿oUrglasSNl 88 COMMUNITY FUND uurg1lltststhEuKPTk￿YThtt￿e0f HDuryi(B515aferAgEuLglochurityTEgL5tered￿Ert9￿nda￿dWU￿S1TC4. 114Q5431.ttrtdtsbts ￿SL￿tiOndIT￿g. rtts.'SC046gl81. HÈuryln551SufErAyEinyI reg￿tere￿O$0￿mPany￿E￿9l￿￿aQTr￿wa￿SUQ￿PT￿nbPr¢￿90092