**For year ending 31 March 2022**
**Together we can find a home for every child who needs one Home for Good** (a company limited by guarantee). Registered Address: 8 Angel Court, Copthall Avenue, London, EC2R 7HP. Charity Number (England & Wales): 1158707. Charity Number (Scotland): SC046972. Company Registration Number (England & Wales): 9060425
## Trustees Report Foreword from the CEO
**Every 15 minutes a child in the UK enters the care system. Many will have suffered neglect or abuse. All will experience trauma and loss. Each child is brimming with potential, and each child deserves a safe and stable home where they can thrive. This year at Home for Good, our mission has remained the same: to find a home for every child who needs one through inspiring people across the UK to foster, adopt or become supported lodgings hosts.**
Today, too many children are waiting too long for the stability, care and love they need. There are around 50,000 churches in the UK. In every village, town and city in the country there are churches – big, small and in between – filled with people who want to follow the example of Jesus and come alongside the vulnerable and marginalised with welcome, compassion and care. This is why this year has seen us establish a staff member working as a Lead in every region and nation in the UK, reinforcing our commitment to reach the 50,000 churches across the country with the message that everyone has a part to play. Our Regional Leads and Local Coordinators now cover every corner of the country, establishing relationships with churches and local authorities and building bridges between the two through our referral process. They mobilise volunteers and speak at events and conferences, sharing the need and inspiring people all over the country.
We have continued our work to inspire and equip the local Church with excellent resources, including our brand-new Make Room Bible study and a suite of online information sessions. We believe the Church is ideally placed to make a transformational difference in the lives of children in the care system and those who support them, and it’s been a joy to see many more church communities across the country join our movement to offer deep hospitality and welcome.
We have continued to advocate for children in care and those families and individuals who wrap around them. We have significantly engaged with Government and policy reviews in England and Northern Ireland, and our impact is growing.
Our focus on how we can find more homes for older teenagers has sparked significant work in the area of supported lodgings. Building on the work of our Five Star campaign, this year saw us conduct in-depth research to understand the landscape of supported lodgings across England. We published a compelling case for greater use of this provision in November. We look forward to continuing this work in the coming year and beyond as we seek to find a home for every child and young person who needs one.
With over 100,000 children currently in the care system, the work of Home for Good is needed now more than ever. We will continue to relentlessly pursue our mission, in partnership with the Church, to find a home for every child who needs one. Along with our supporters and volunteers, with church communities across the UK and with our growing number of partner commissioners, we look forward to an impactful 2022 and beyond.
**Tarn Bright**
CEO, Home for Good
02 **Home For Good |** Annual Report and Accounts year ending 31 March 2022
“With over 100,000 children currently in the care system, the work of Home for Good is needed now more than ever.”
## Influencing
**Drawing together political advocacy, research, media engagement, fundraising and communications, we seek to influence the Church across the UK, the Government and wider society.**
We raise awareness of the needs of vulnerable children, removing the barriers to finding a home for every child who needs one. Our credible voice, enhanced by on-the-ground insights gathered through our Enquiry Line, feedback from those who care for children and our advisory group of people with lived experience of care is sparking systemic change, inspiring supporters and envisioning churches and individuals across the country.
“This year we have seen even more people spurred into action by the stories we tell. We’ve seen new generous supporters commit to financial giving, deeper engagement with our communications and significant systemic change achieved. We continue to inspire people all over the country with a simple question: What part could you play to help find a home for every child who needs one?” Lucy Colman, Director of Influencing
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**Home For Good |** Annual Report and Accounts year ending 31 March 2022
Influencing
## Advocacy and systemic change
**Our advocacy work continues to grow in momentum. This year has presented many exciting opportunities to influence policy developments at the highest levels across the UK.**
## **The Review of Children’s Social Care in England**
Launched in March 2021, engagement with this “once-in-a-generation” Review has been a core strand of our advocacy work over the past year. Informed by our advisory group and research, we made submissions to all four of the Review’s consultations across the year.
**8 roundtables hosted** , each focusing on a challenge within the system and exploring solutions.
## **60 parliamentarians**
**briefed and worked with** over the past year, through individual meetings, attendance at our roundtables and briefings for debates that we secured in Parliament.
## **Our priorities for the Review have been:**
- Emphasising the importance of relationships for all children and young people in care;
- Tackling racial disparity in the care system;
- The valuable role faith communities can play in meeting the needs of children and families.
## **We published the following reports to directly feed into the Review:**
**The investment of a lifetime:**
Delivering better outcomes for children in care
_Published jointly with PriceWaterhouseCoopers in March 2021_
**Strengthening families:**
Improving stability for adopted children
_Published through the All-Party Parliamentary Group for Adoption and Permanence in September 2021_
**Brimming with potential:** The case for supported lodgings
_Published in November 2021_
## **More than Sundays:**
Realising the potential of local church communities to support children and families
_Published jointly with Safe Families in January 2022_
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Influencing
## Advocacy and systemic change (continued)
We look forward to reporting on the impact achieved through the Care Review, including recommendations around supported lodgings, providing lifelong relationships to young people in care and specific solutions to tackle racial disparity.
“It’s a really important report and offers a lot for me and the review team to think about...the report today offers some ideas for solutions. So, we’ll definitely be taking it on board...I’m a big admirer of Home for Good and the work that you do.”
**Josh MacAlister, Chair of the Review, speaking at the launch of our** _**‘Brimming with potential’**_ **report, November 2021**
## **Advisory Group of adults with care experience**
Prompted by the launch of the Review of Children’s Social Care in England, we established an advisory group made up of adults with experience of the care system.
“Before this, I’d never spoken to any of my friends about being adopted. But I’ve just decided now that I’m going to start speaking about it – even if it’s awkward or weird, that’s the only way people are going to know and learn.”
## **Member of the advisory group**
“There is an undercurrent of understanding here. And if more of us step up into that to celebrate that, honour that and welcome that, I think we could begin to change and raise a generation of young people and find those who are part of a similar cohort to celebrate their stories…these are stories of success and survival.”
## **Member of the advisory group**
06 **Home For Good |** Annual Report and Accounts year ending 31 March 2022
## **Supported lodgings**
We have completed significant research into provision for young people in care who are aged 16 and over. This cohort makes up 1 in 4 children in the care system, and it’s growing. As part of this work, we identified supported lodgings as a crucial option that could change the landscape for young people in care. Work will continue in the coming year to embed this provision as an option for those who want to open their home to a young person.
What is supported lodgings? Supported lodgings is a provision for young people aged 16 or over, whereby they live in the home of a ‘host’ family, individual or couple. Young people have the opportunity to learn life skills in a safe space with the encouragement of a trusted adult.
“I think supported lodgings isn’t really heard of, which is a shame because it’s a good opportunity for young people and it gives them a sense of life. You are allowed to make more decisions, and you’re allowed to be more independent, which is crucial for a young person to develop those skills, and I was lucky enough to find that with my host…I am literally like part of the family…I wouldn’t have this life, if it wasn’t for supported lodgings. I’d probably be stuck in a flat somewhere, worrying about money.”
## **Young person who has lived in supported lodgings**
## **Adoption and Children Bill (2021) Northern Ireland**
This landmark bill in Northern Ireland was passed on 15 March 2022 and seeks to modernise the framework for adoption. We gave oral evidence to the Committee for Health in December 2021 and emphasised to Members of the Legislative Assembly (MLAs) the role that communities such as the Church can play in supporting children and families and the need for ongoing, robust support for families who step up to care for vulnerable children. The Committee’s findings included many of our recommendations.
“I spoke with two adoptive parents who are paying privately for their children to get assessments for their health and educational needs because they do not have the services and support that they need. That is putting financial pressure on that family, but they have to weigh that up against the risk of not having a timely assessment and intervention. If they are waiting for a year, or a year and a half, for example, for an occupational therapist to have input, what impact will that have on their child?” **Judith Dawson, Southern Trust Coordinator, in evidence to the Committee for Health**
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Influencing
## Inspiring generosity
**We take great pride in the discipline of fundraising as we invite individuals, churches, trusts and businesses to play their part, sharing generously of their financial resources.**
Our supporters, affectionately known to us as Friends of Home for Good, are often people who have a personal experience of fostering, adoption and supported lodgings, and who believe that by working together we will see our vision realised.
Our Christmas campaign was a highlight of the year, raising over £34,000 through the generous gifts of individuals and churches, many of whom donated their carol service collections to Home for Good. This appeal asked the question ‘what can you bring?’, echoing the sentiment of the magi as they visited Jesus.
Thank you to everyone who plays their part in caring for vulnerable children through financial support. In the words of one of our enquirers: _**‘You have made, and**_
## _**you will continue to make, a huge difference!’**_
“Towards the end of 2021, we were approved for adoption and we are delighted and honoured to have been matched with two children who will join our family very soon. We’ve been so encouraged by Home for Good, and that is thanks to their generous supporters. We can honestly say we don’t know if we would be in the same position we are now without Home for Good and their supporters.”
**Home for Good enquirers**
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for every £1 o f i nc o m e we SPE ND:
92p 1p 7p
is spent on journeying with in every pound is spent is invested in fundraising
enquirers and raising the on governance generating additional
profile of Home for Good in sustainable income
communities across the UK
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08 **Home For Good |** Annual Report and Accounts year ending 31 March 2022
Marketing and communications
## **Website:**
**307,012**
website hits (pageviews) and 260,203 unique pageviews of the website
## **over 800**
people per day visiting the Home for Good website
**over 3,000** hits for 0ur mother’s day resources
**14,436** hits on our regional pages
## **SOCIAL MEDIA:** (apr 21 - mar 22)
instagram facebook **3,524** followers **11,456** followers instagram facebook twitter reach page reach followers **42,982 372,847 6,656**
**EMAIL:**
Summer 2021 saw the launch of our **new weekly digest email** , which has been brilliantly received. Packed with inspiring stories and ideas for how each one of us can play our part, our open rate is 13.7% higher than the industry campaign average. Our Marketing and communications activities play a signifcant role in spreading the message far and wide that children across the country need safe and stable places to be, and everyone has a part to play
**9,451 36.3% 45.4%** mailing list average weekly open rate across all email subscribers digest open rate (welcome, jobs & others)
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## Programme
**Through our comprehensive programme of resources, training, events and services, we inspire and equip individuals and churches to respond to the needs of vulnerable children.**
We create compelling content and facilitate connection at every stage of the journey from inspiration to welcoming children into our homes and churches.
“Home for Good is committed to journeying with all who connect with us, equipping our network of supporters, enquirers, churches and Champions to play their part for vulnerable children so that we will find a home for every child who needs one and see children’s lives transformed.” Amy Burns, Director of Programme
10 **Home For Good |** Annual Report and Accounts year ending 31 March 2022
programme
## Inspiring churches to make room
In January 2021, we launched our new ‘Make Room’ resource for church small groups. A four session Bible study exploring themes of family, church, justice and hospitality, this resource is designed as a first step on the journey for individuals and churches who have encountered the vision of Home for Good and are considering the question, ‘What part could I play?’ In the first three months of its launch, 112 small groups across the UK signed up to use the Make Room resource.
“I’m really enjoying engaging with the Make Room Bible study, really excellent content!” Church leader
## Bringing information to life
Following the unplanned shift to online connection that the coronavirus pandemic forced, Home for Good had the opportunity to evaluate how we best communicate with enquirers in the early stages of their journey and found that by offering online information sessions we could reach more people more efficiently, without compromising our values of excellence and relationship. More than 700 households signed up to access an online information session this year.
## **F e e d b a c k f r o m o u r I n f o r m at i o n s e s s i o n at t e n d e e s**
“The event was very informative, genuine and loving. We felt that those leading were honest about the process while still being encouraging.”
“Thank you for the format of the call and the information, thank you for the prayer and the encouragement that God can be trusted.”
“Great event, very informative, great real-life stories.”
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PROGRAMME
## Facilitating peer support
Through our network of 42 peer support groups around the UK, Home for Good is able to connect parents and carers together at every stage of their journey, creating safe spaces for personal support and prayer.
“We just wanted to update you that we’re now approved and matched with a little boy joining us at the end of January! Thanks so much for all your help and advice in the early days of the process…and the Home for Good support group is fab, we’ve loved attending the meet ups and connecting with others.” Peer support group member
“Being with people who ‘get it’ and knowing that there are people praying for us means so much.” Peer support group member
## My Home for Good journey:
## **Steph, Home for Good enquirer**
_“Home for Good have been there for me at each step of my journey. I first came across the Home for Good book and it really showed me that welcoming and caring for children can be an act of worship to God. I joined the Summit online in Autumn 2020, and it was so good to hear real-life stories, reflections from the Bible and practical advice and guidance; it really helped me prepare for the assessment process. I made an enquiry soon after and was put in contact with a member of the team._
_It was particularly helpful to have the Home for Good community beside me when it came to discussing my faith with my social worker. She had some misconceptions but knowing that other Christians had been through the same process helped me feel confident. It’s exciting to know that there is already a community of foster carers and adoptive parents who love Jesus just waiting for me to join them!_
_I was approved to adopt in Autumn 2021 and now I’m in the matching process. Home for Good have been a great support through it all.”_
12 **Home For Good |** Annual Report and Accounts year ending 31 March 2022
## **Focus on:**
## Foundations
Delving into key themes, including identity, trauma and support, our six-session Foundations course uses a combination of Bible study and reflection, practical information, real-life stories and opportunities for discussions, questions and prayer. All enquirers are given an opportunity to access an online Foundations course as an integral part of our enquiry journey.
In this year we transitioned Foundations to a webinar style course, using volunteer Champions to facilitate breakout discussion groups and enable connections.
**187 100%**
households signed up to take part in Foundations
of participants who completed feedback would recommend the course to others
**93% 74%**
said they found intended to begin the course very assessment for helpful fostering or adoption within a year
“I’ve enjoyed the Foundations course. It’s been a pleasure to find out more about fostering and adoption and meet people on this journey. I personally feel so much more equipped from taking part in the course.”
## **Foundations participant**
“This has been a brilliant course and the resources that supported it have been incredible. I feel that I’ve learnt so much in a way that is aligned to my faith in such a deep way. It’s been profound.”
**Foundations participant**
“It is such a joy to combine my heart for fostering and adoption with the word and heart of God. I am more in love with Home for Good every time I have the privilege of being a part of things. Thank you for asking me to help with the course, I have loved it.”
**Champion facilitator**
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## Strategic engagement
**Through our** church engagement **across the UK, we inspire individuals, couples, and families from church communities to consider playing their part in our mission.**
Across the UK, we are partnering with churches in a mission to find homes for children and young people in the care system. We journey with churches, resourcing them to become even more welcoming and understanding communities and to facilitate support for adoptive parents, foster carers and supported lodgings hosts. This is what makes up much of our engagement activity.
14 **Home For Good |** Annual Report and Accounts year ending 31 March 2022
“Home for Good is such an incredible charity speaking out for vulnerable children and young people around this nation. You… helped us understand the size of the need, but also that we could play our part in supporting these children and young people in the work that we do in churches and other ministries. As we understand their situation a bit more clearly and talk to their primary care giver about their needs, it then helps us to prepare things that meet their needs and doesn’t isolate them.” Church leader, South West region
## **Within our** commissioner engagement **, Home for Good provides a unique, expert bridge between local adoption, fostering and supported lodges agencies and local church communities.**
Our approach creates better informed, aware, and prepared prospective carers and equips adoption and fostering services with a greater understanding of faith motivations and practices, resulting in higher conversion rates through to approval. This work enables us to find more homes for children and young people in the care system.
“PACT has worked in partnership with Home for Good for many years, working together to find families for children for whom adoption is the plan. Home for Good have provided consistent numbers of high-quality referrals, with many resilient individuals and couples being assessed and ultimately being approved as suitable to adopt by our Agency Decision Maker. A number of the adopters from Home for Good have adopted children with complex needs and/or sibling groups, enabling them to grow up together in their forever families. We are pleased to recommend Home for Good.”
Lorna Hunt, Service Director, PACT
“During this financial year, we have strategically expanded our Engagement team to ensure we have a Home for Good staff member representing each nation of the UK, and each region across England. This enables Home for Good to play its part in efficiently connecting church communities to local agencies, cultivating collaboration, understanding and partnerships to find loving and stable homes for children and young people.’
**Andrew Hornsby, Director of Strategic Engagement**
strategic engagement
## Strategic engagement across the UK
## **England**
## **Wales**
Engaging with our partners in the faith and statutory sectors is core to our mission, and we work with individuals, teams and influential leaders in a relational way. To facilitate these connection points, during 2021-2022 we recruited into our Engagement team to ensure representation in all UK nations and five regions across England.
“I am delighted to be working across Central and East of England to inspire and equip individuals and families to step forward. We are finding more and more homes and our work with local authorities and agencies is growing. The momentum is exciting!”
Alisia O’Sullivan, Central and East of England Lead
## **Northern Ireland**
In September 2021, following consultation with stakeholders across Wales, we were delighted to appoint a Wales Lead to build on the foundational work achieved through our volunteer Champions and deepen connections into churches throughout the nation. Subsequently, early 2022 produced dialogue with prospective commissioners, opportunities to establish new support groups and the strengthening of church relationships. This momentum underpins our work to find Welsh homes for children and young people who need them.
“It’s a privilege to build Home for Good’s work across Wales. There is a great need among children with care experience in this nation, and I believe there are church communities across Wales who are ready to answer the call to open their homes and hearts.”
Neil Davies, Wales Lead
Our work in Northern Ireland continues to grow. Due to the success of our partnership with the Southern Trust, Home for Good secured an agreement to work together with the Regional Health and Social Care Board* in 2021-2022, covering all five Trust areas across Northern Ireland. Through church engagement activity, with the support of the Northern Ireland advisory group and by empowering a fantastic group of volunteer Champions, over the year we have inspired and journeyed with 112 enquirers from across Northern Ireland with an established referral system to their local HSC Trust.
* Now Strategic Planning and Performance Group (SPPG)
## **Scotland**
Home for Good’s church engagement in Scotland continues across all Christian denominations. As a project partner with the Church of Scotland Guild Movement, Home for Good shared about its work to more than 70 Guilds across Scotland, enabling thousands of Guild representatives to consider how they can support its work. The onboarding of a Scotland Lead in January 2022 consolidated and accelerated this type of engagement activity, whilst establishing increased strategic plans to expand our engagement activity into 2022-2023, with the valued support of the Scotland Advisory Group.
16 **Home For Good |** Annual Report and Accounts year ending 31 March 2022
“Lives are being transformed in Bristol. Local churches across the city are responding to the need they see in the care system and we are thrilled to be able
to connect these communities with local authorities and agencies who need more foster carers and adoptive homes.”
## Focus on: South West England
Across the South West of England, we’ve experienced an encouraging response to our engagement activity. We’ve shared our vision with 15,000 people across 254 churches, working directly with 30 churches. Through funding received from the ‘Your Neighbour’ fundraising campaign, Torbay Council and churches in the Torbay area, we recruited a Torbay Local Coordinator, and our partnership with Bristol Council and churches in and around Bristol has enabled us to recruit a Bristol Local Coordinator. These roles are enabling focused outreach and church engagement so individuals of faith can consider what part they can play in helping to find homes for children and young people in Torbay and Bristol.
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strategic engagement
## Strategic engagement across the UK (continued)
## **Enquiries and referrals**
Our strategic engagement work, underpinned by the resources and content produced by the Programme division, has resulted in almost 1,000 enquiries across the UK from people who want to explore how they can open their home to a child who needs one. This in turn led to 249 referrals (a quarter of our enquiries) to those commissioners we have agreements with, as well as self-referrals to other agencies that we signpost to.
UK ENQUIRIES **954**
w h i c h b r e a k s d o w n a s f o l l o w s : adoption fostering adoption/fostering **342** enquiries **236** enquiries **217** enquiries support referrals **159** enquiries **249** both to commissioners and self referrals to other agencies
18 **Home For Good |** Annual Report and Accounts year ending 31 March 2022
## **champions**
Our network of 462 volunteer Champions are the hands and feet of Home for Good. These passionate and committed individuals serve within their own churches and communities to raise awareness of the needs and experiences of children in the care system, connecting with enquirers and speaking on behalf of Home for Good.
“The idea of fostering didn’t feel any less daunting, but with…the offer of some extra support from Home for Good, it felt doable. After praying, we decided to go for it. Our Home for Good staff member connected us to a brilliant local Home for Good Champion who has helped and encouraged us on our journey.”
## Enquirer
## **commissioner engagement and faith literacy training**
Home for Good Faith Literacy Training is offered to our commissioners to encourage better understanding and skills for effective communication between faith communities, local authorities and statutory agencies. Faith Literacy is a half-day training course for assessing social workers, panel members and support staff, covering topics such as understanding faith motivations, church traditions and denominations, making sense of religious terminology and how we facilitate honest and effective dialogue through assessment processes.
“I was reassured by the trainers’ child-focused approach and the language they used to talk about children’s needs and the qualities they are looking at encouraging in fostering applications. I am feeling positive about us going into an honest and open relationship with Home for Good with the aim of securing the best outcomes for our children.”
Fostering Recruitment Team Manager, West Sussex Council
“I found the discussions about different faiths very useful, and suggestions about how to talk to people about church commitments and how this would fit in with fostering. I also found it great to hear such committed people talk positively about their faith and help me understand how integral this is to people’s lives. As a person who does not follow any faith, this was very eye opening. I am beginning an assessment with a family who came through via Home for Good and feel so much more confident in understanding how their faith is part of their lives and how this could positively contribute to fostering. Sometimes I think people assume faith might be a barrier, but I do not feel that now.”
Social worker
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## Reference and administrative details
## **Trustees**
Simon Blake (Board Chair) (from 26 June 2022) Olivia Amartey (from 5 July 2022) Luke Bacon (from 5 July 2022) Alan Charter (until 6 July 2022) Susan Colman (until 5 April 2022) Jeremy Cooper (Vice Chair) Laura Eades Matthew Gregora (from 18 October 2022) Anna Laszlo (Interim Board Chair) (from 2 February 2022 until 5 July 2022) Dominic Llewellyn George Stylianides (until 13 October 2021) Fatima Wesson (from 5 July 2022) Rachel Westcott (from 5 July 2022)
**Chief Executive** Tania Bright **Banks** CAF Bank 25 Kings Hill Ave, West Malling, ME19 4JQ NatWest 40 Whitgift Centre, Croydon, CR0 1UQ Nationwide Nationwide House, Pipers Way, Swindon, SN38 1NW
**Accountants** Finance Box 189 Marsh Wall, London E14 9SR **Solicitor (Charity)** Anthony Collins Solicitors LLP 134 Edmund Street, Birmingham, B3 2ES **Solicitor** Paul Roberts, Keelys LLP(Employment Law) 28 Dam Street, Lichfield, Staffordshire, WS13 6AA **Independent Auditors** Moore Kingston Smith LLP 9 Appold Street, London, EC2A 2AP
**Registered Charity Number England & Wales):** 1158707 **Registered Charity Number (Scotland):** SC046972 **Company Registration Number (England & Wales):** 9060425 **Registered Address:** 8 Angel Court, Copthall Avenue, London, EC2R 7HP
20 **Home For Good |** Annual Report and Accounts year ending 31 March 2022
## Structure, governance and management
## Structure
Home for Good is a registered charity in England & Wales (number 1158707) and Scotland (SC046972) and a company incorporated in England and Wales (28 May 2014) and limited by guarantee (number 9060425). As a charitable company, Home for Good’s governing document, its Memorandum and Articles of Association, provides that the Board of Trustees (who are also Directors for the purposes of company law) are also the members of the Charity and limits their liability to £1.
## Governance
The Articles of Association set out Home for Good’s charitable objects (or purposes), the trustees’ powers to achieve these objects and matters relating to the running of the Charity’s internal affairs. Under charity law, the trustees have the legal duties and responsibilities of charity trustees and, under company law, the legal duties and responsibilities of company directors. It is the trustees who are responsible for the governance, management and strategic direction of the Charity.
The trustees’ main duties are to ensure the charity is carrying out its purposes for the public benefit, to comply with the charity’s governing document and the law, to act in the charity’s best interests, to ensure the charity is accountable, to manage the charity’s resources responsibly, and to act with reasonable care and skill. To ensure our trustees understand these duties, they are required to review the Charity Commission’s guidance “The Essential Trustee” (CC3) and Home for Good’s Articles of Association on joining the Board (and then on an annual basis).
As trustees have a duty to develop strategic plans which further the charity’s purposes for the public benefit, the trustees review Home for Good’s charitable aims, objectives and activities regularly and have due regard to the Charity Commission’s guidance on public benefit when reviewing the charity’s aims, objectives and activities, planning future activities and considering how these activities will achieve Home for Good’s charitable purposes to ensure activities undertaken further Home for Good’s aims and objectives.
## The Board of Trustees
The Board of Trustees is made up of independent, unremunerated, non-executive trustees who are appointed by the existing trustees in accordance with the Articles of Association. While the trustees are ultimately responsible for the governance of the organisation, the Board delegates day-to-day responsibility for operational management
to the Chief Executive who leads the Directorate (see the “Leadership” section below). The Chief Executive and Directors are responsible for the development and implementation of organisational strategies and plans, policies and procedures, following Board review, advice and approval.
The trustees understand an effective board brings together a range of skills, experience, backgrounds and knowledge to provide different perspectives which inform and enhance Board decision-making. Accordingly, in 2020-2021, as some trustees were approaching the end of their terms of service, the Board focused on trustee recruitment under the interim leadership of Anna Laszlo, who served on the Board from February - July 2022. Six new trustees were appointed in Spring and Summer 2022, including a new Board Chair, Simon Blake, who joined the Board in June 2022. The trustee recruitment programme was conducted following careful review of Board composition and Home for Good’s strategic aims to identify and address Board skills, experience, gender and diversity needs.
Trustees are appointed for an initial term of three years and may be appointed for a second and third term of three years depending on the needs of the Board and individual performance. The Board Chair and Vice Chair are elected by the trustees.
An induction programme is run for new trustees which includes Board development sessions on the role of the trustee, an invitation to undertake external governance training, a subscription to Civil Society’s governance resources, meetings with the Chief Executive and Board Chair and review of an induction pack which includes Charity Commission resources, Home for Good’s Articles of Association and the most recent Trustees’ Annual Report and Accounts.
As part of the Trustees’ commitment to ongoing Board development, all trustees are encouraged to attend the annual Home for Good Summit and are provided with charity law and best practice updates from the Charity Commission.
The trustees are committed to upholding Home for Good’s vision and values and are required to disclose any conflict (or potential conflict) of interest and where any conflict of interest is identified may not participate in Board decisionmaking on related matters in accordance with Home for Good’s Articles of Association and Board policy on Conflict of Interest.
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Structure, governance and management **(continued)**
## Board expenses
Trustees are not paid fees or remuneration for serving as a trustee. Reasonable expenses incurred while carrying out trustee duties are reimbursed. This will include travel, accommodation and childcare (and other caring costs) related to attendance at trustee meetings, training or induction sessions and Board events.
## Board meetings
Trustees meet regularly throughout the year with four formal board meetings in January, April, July and October, as well as other ad hoc meetings and events.
## Leadership
## Advisory groups
We have Advisory groups in Northern Ireland and Scotland. An Advisory group for our burgeoning work in Wales is being developed and will be informed by best practice in Northern Ireland and Scotland. Their remit is to support and advise the work of Home for Good in these nations, given the variations of devolved government, commissioning mechanisms and nuances across the landscape of the Church.
The governing documents of Home for Good are Memorandum and Articles of Association dated 28th May 2014 and the charity is constituted as a company limited by guarantee.
Tania Bright is the Chief Executive and is supported by the Directorate, four Directors overseeing a Division each. Influencing; Strategic Engagement; Programme; Finance and Infrastructure. The Directorate represent all areas of our work and are responsible for outworking the core mission of ‘finding a home for every child who needs one’.
Renumeration of senior staff is reviewed annually by trustees and CEO using available charity sector information.
22 **Home For Good |** Annual Report and Accounts year ending 31 March 2022
## Risk management
The Board of Trustees and Directorate consider the risks to Home for Good on a regular basis and systems are in place to manage risk, using a risk register as a dashboard. Assessing risk is also built into the development and ongoing monitoring of each programme.
## **The areas of risk outlined in the risk register and our plans to manage them are:**
## **Financial resilience**
As a young charity, we do not have a long history of established income streams. There is, however, a spread of income from different sources, and we are pursuing a detailed fundraising strategy to further strengthen and diversify income. The trustees approved a transfer from designated reserves to unrestricted reserves to maintain these within our target range.
## **Governance and compliance**
Home for Good is committed not only to meet all the requirements of the Charity Commission, Companies House and other relevant regulatory bodies, but to be a model of good practice. We ensure we are aware of the impact of changes to legislation and guidelines, and as our activities develop, we are checking whether that introduces the need for us to comply with additional legislation or guidelines.
## **Information and data security**
We collect, hold and use personal data for our charitable purposes – some of which is considered to be sensitive personal data. We continue to review and amend our policies. We did not have any significant data protection breaches during the year.
## **Failure to deliver on Commissioned Agreements**
Each year we learn more, making it possible to establish increasingly realistic expectations. We only take on new working commissioned agreements if we know we have the capacity and competence to deliver and set success indicators that are in our control alongside indicators we have less control over. We seek to build long-term relationships with commissioners where we are innovating together.
## **Overreaching**
There are a huge number of opportunities where we could make a positive impact in the lives of vulnerable children, foster carers, and adoptive families. Therefore, we have to be careful about what we do and don’t do.
## **External factors**
Our work is impacted by the continually changing fostering and adopting landscape in the UK - as a result of legal precedence, government policy, legislative change and social work practice. We make sure we stay on top of the landscape and are creating an organisation that, while having a clear direction, remains agile so we can effectively respond to changes. Our broad funding base is a vital factor in ensuring our resilience in an ever-changing landscape.
## **Brand and reputation**
We are aware that our brand is a significant asset to us and makes the majority of our work possible, therefore protecting it is a priority. We produce guidelines for staff, partners and volunteers, hold training sessions and continually review activities and communications across the Home for Good network.
## **Losing staff**
Alongside being proactive to make sure that our staff retention is good, we are building in processes to ensure that we can effectively hand over work if staff leave (with warning) and can pick up urgent tasks if staff are suddenly out-of-action.
## **Health, safety and environment**
We have identified four particular areas of risk – home working and working hours and workload, working environment, travel and manual handling. We are seeking to mitigate these risks through policies and guidelines, training, good line management and peer-to-peer accountability.
## **Safeguarding**
We have a safeguarding policy that is approved by thirtyone:eight (formally Churches’ Child Protection Advisory Service), is reviewed regularly, is part of the induction process, and there is annual refresher awareness training. All Local Movements must have appropriate safeguarding policies in place.
23
## Relationship with other organisations
## **Home for Good is committed to working collaboratively to achieve our charitable objectives.**
## Adoption agreements
The aim of our adoption agreements is to find homes for children who wait the longest for adoption and ensure that adoptive families receive the support they need. During the year 2021 - 2022 we held agreements with four agencies.
- Adoption Matters
- Adoption Focus
- Parents and Children Together
- St Francis’ Children’s Society
## Fostering agreements
Our fostering agreements enable us to connect people who are thinking about fostering with a partner local authority or agency in their area. During the year 2021 - 2022 we held agreements with the following agencies.
## **Active relationships**
- Bath and North East Somerset
- Bristol City Council
- East Lothian Council (Ended 31/08/21)
- Leeds City Council
- Lewisham Council (Ended 30/04/21)
- London Borough of Bexley
## Local Movements
Currently there are five active Local Movements, listed on Home for Good’s website. Each Local Movements aligns to an agreed working arrangement, in partnership with Home for Good. Local Movements actively respond to local needs across the sector, whilst supporting existing carers and inspiring Christians to play their part in finding homes for children. The five Local Movement are as follows:
- **Bath Area:** Operates as part of the charity Genesis Trust: https://genesistrust.org.uk/projects/home-forgood/
- **Suffolk Area:** Operates as the charity Transforming Futures Suffolk: https://www.tfsuffolk.org.uk/
- **Leicester:** Operates as part of the charity The Raft.
- **Worcestershire:** Operates as the charity Worcestershire Churches Supporting Adoption and Fostering.
- **Bolton:** Bolton’s Local Movement forms part of Urban Outreach.
As Home for Good continues to develop and outwork its strategic engagement strategy, Local Movements remain central to its mission, understanding and responding to unique local needs and opportunities.
- Northern Ireland Health & Social Care Board
- Nottinghamshire County Council (Ended 30/04/21)
- Southern Health & Social Care Trust
- Stoke-on-Trent City Council (Ended 31/01/22)
## Alliances and other
We are members of the following groups within related sectors:
- Torbay Council
- West Sussex County Council
- Wiltshire Council
## Corporate and Trusts
As our impact continues to grow, we are proud to work alongside so many inspiring businesses and grant making trusts who share our vision of a home for every child who needs one. Throughout 2021 - 2022 we are particularly grateful to:
- Alliance for Children in Care and Care Leavers
- APPG for Adoption and Permanence (co-secretariat with Adoption UK)
- Kinship Care Alliance
- National Adoption Recruitment Steering Group
- Refugee and Migrant Children’s Consortium
- Supported Lodgings National Network
- Churches Together in England
- Garfield Weston Foundation
- The Jerusalem Trust
- National Lottery Community Fund
- Eden.co.uk
- Corbett Keeling
- The Blueprint
- Jude’s
- Betty Williamson Weddings and Events
24 **Home For Good |** Annual Report and Accounts year ending 31 March 2022
## Financial review
## Reserves policy
Our reserves policy is to ensure that Home for Good has sufficient funds to meet its financial commitments, to demonstrate that the organisation is sustainable in the medium term, to ensure that we can manage future unforeseen financial challenges and to ensure that excessive funds are not held without any identifiable reason or for any unidentifiable purpose.
## Funding sources
We continue to be deeply encouraged at how much incredible support we receive from individuals, churches, businesses and grant-making trusts across the UK, with each one committed to finding homes for vulnerable children. We simply could not do what we do without such generosity. Thank you to all those who continue to share their resources with us in order to find homes for vulnerable children.
The trustees have decided that the target level of free reserves should be three month’s operating costs. By reference to organisational budgets, the current target level is £500K. Free reserves at 31 March 2022 were £494K.
This year, our income was, £1,218,772 with the following diversity in sources.
## **breakdown of Funding Sources:**
## Designated funds
Designated funds are to be used to deepen the impact of our work across the whole of the UK between 2020-24 and potentially beyond. During the year, work continued on strengthening the organisation, as well as projects on supported lodgings and city-wide strategies. We also laid foundations for projects to develop our CRM, develop our presence at festivals and explore housing solutions for teenagers. All of these aspects have been further expanded during 2022-23.
## Fundraising
Our fundraising plans are approved by Trustees and monitored by the leadership team. The majority of our income (see more details below) is generated through charitable donations we receive from individuals, churches, grant making trusts and businesses. Our fundraising activities are primarily conducted by our staff team, from time-to-time drawing on the expertise of advisors.
Where appropriate, we have commercial participator agreements with businesses. To date, all businesses that raise money for us in this way have approached us to do this. All such agreements are signed and monitored by both Home for Good and the commercial participator.
We are committed to the highest standards in fundraising practice and we are regulated by the Fundraising Regulator (joined 11 December 2017). No fundraising complaints were made within this year.
**----- Start of picture text -----**
1%
7%
7%
12% 35%
14%
24%
**----- End of picture text -----**
**Individuals (including Gift Aid & sponsored events) (35%) Trusts and foundations (24%)**
**Grants related to the Pathway to Adoption (14%) Businesses (12%)**
**Churches (7%)**
**Work with local authorities and fostering agencies (7%) Other (including furlough grants) (1%)**
## Expenditure
During the year we spent a total of £1,511,085. Of this £1,383,434 was spent on activities related to finding homes for children who need them, £14,283 was spent on governance, and £113,368 was spent on raising funds to enable our work. The majority of our expenditure is on our staff and this amounted to £1,091,536 this year.
25
## Statement of Board’s responsibilities
**The Board of Trustees (who are also Directors of Home for Good for the purposes of Company Law) are responsible for preparing the Trustees’ Annual Report (including the Strategic Report) and the financial statements in accordance with applicable law and regulations.**
Company law requires the trustees to prepare financial statements for each financial period that give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing those financial statements, the trustees are required to:
- select suitable accounting policies and then apply them consistently;
- observe the methods and principles in the ‘Accounting and Reporting by Charities: Statement of Recommended Practice’ (‘Charities SORP’);
- make judgements and estimates that are reasonable and prudent;
- state whether FRS 102 ‘The Financial Reporting Standard applicable in the UK and Republic of Ireland’ has 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 trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and to enable them to ensure that the financial statements comply with the Companies Act 2006, the Charities and Trustee Investment (Scotland) Act 2005 and the Charities Accounts (Scotland) Regulations 2006 as amended by The Charities Accounts (Scotland) Amendment (No. 2) Regulations 2014.
They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. In so far as the Board of Trustees is aware:
- there is no relevant audit information of which the company’s auditors are unaware; and
- they have taken all the steps that they ought to have taken as trustees to make themselves aware of any relevant audit information and to establish that the company’s auditors are aware of that information.
The Trustees’ Annual Report is approved by the trustees of the Charity. The Strategic Report, which forms part of the Annual Report, is approved by the trustees in their capacity as directors in company law of the Charity.
By order of the Board of Trustees on 9 November 2022 and signed on its behalf:
Simon Blake, Chair
26 **Home For Good |** Annual Report and Accounts year ending 31 March 2022
## Independent Auditor’s Report
## **To the trustees and members of Home for Good**
## Opinion
We have audited the financial statements of Home for Good for the year ended 31 March 2022 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement and notes to the financial statements, including a summary of significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).
In our opinion the financial statements:
- give a true and fair view of the state of the charitable company’s affairs as at 31 March 2022 and of the 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 Companies Act 2006, the Charities and Trustee Investment (Scotland) Act 2005 (as amended), regulations 6 and 8 of the Charities Accounts (Scotland) Regulations 2006 (as amended) and the Charities Act 2011.
## 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’s 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.
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, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon.
In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.
We have nothing to report in this regard.
27
Independent Auditor’s Report **(continued)**
## 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’ annual report for the financial year for which the financial statements are prepared is consistent with the financial statements; and
- the trustees’ annual report have been prepared in accordance with applicable legal requirements.
## Matters on which we are required to report by exception
In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ annual report.
We have nothing to report in respect of the following matters where the Companies Act 2006, the Charities Accounts (Scotland) Regulations 2006 (as amended) and the Charities Act 2011 require us to report to you if, in our opinion:
- the parent charitable company has not kept adequate and sufficient accounting records, or returns adequate for our audit have not been received from branches not visited by us; or
- the parent charitable company’s financial statements are not in agreement with the accounting records and returns; or
- certain disclosures of trustees’ remuneration specified by law are not made; or
- we have not received all the information and explanations we require for our audit; or
## Responsibilities of trustees
As explained more fully in the trustees’ responsibilities statement set out on page 21, the Board of 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’s 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, the Companies Act 2006 and Section 151 of the Charities Act 2011 and report to you 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 aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed in the next section.
28 **Home For Good |** Annual Report and Accounts year ending 31 March 2022
## Explanation as to what extent the audit was considered capable of detecting irregularities, including fraud
The objectives of our audit in respect of fraud, are; to identify and assess the risks of material misstatement of the financial statements due to fraud; to obtain sufficient appropriate audit evidence regarding the assessed risks of material misstatement due to fraud, through designing and implementing appropriate responses to those assessed risks; and to respond appropriately to instances of fraud or suspected fraud identified during the audit. However, the primary responsibility for the prevention and detection of fraud rests with both management and those charged with governance of the charitable company.
Our approach was as follows:
- We obtained an understanding of the legal and regulatory requirements applicable to the charitable company and considered that the most significant are [the Companies Act 2006, the Charities and Trustee Investment (Scotland) Act 2005 (as amended), regulations 6 and 8 of the Charities Accounts (Scotland) Regulations 2006 (as amended), the Charities Act 2011, the Charity SORP, and UK financial reporting standards as issued by the Financial Reporting Council]
- We obtained an understanding of how the charitable company complies with these requirements by discussions with management and those charged with governance.
- We assessed the risk of material misstatement of the financial statements, including the risk of material misstatement due to fraud and how it might occur, by holding discussions with management and those charged with governance.
- We inquired of management and those charged with governance as to any known instances of non-compliance or suspected non-compliance with laws and regulations.
- Based on this understanding, we designed specific appropriate audit procedures to identify instances of non-compliance with laws and regulations. This included making enquiries of management and those charged with governance and obtaining additional corroborative evidence as required.
As part of an audit in accordance with ISAs (UK) we exercise professional judgement 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 purposes of expressing an opinion on the effectiveness of the charitable company’s internal control.
- Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the trustees.
- Conclude on the appropriateness of the trustees’ use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the group and parent charitable company’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report. However, future events or conditions may cause the charitable company to cease to continue as a going concern.
- Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.
- Obtain sufficient appropriate audit evidence regarding the financial information of the entity or business activities to express an opinion on the consolidated financial statements. We are responsible for the direction, supervision and performance of the audit. We remain solely responsible for our audit report.
We communicate with those charged 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 identify during our audit.
29
Independent Auditor’s Report **(continued)**
## Use of our report
This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006; and to the charity’s trustees, as a body, in accordance with Section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005, and in respect of the consolidated financial statements, in accordance with Chapter 3 of Part 8 of the Charities Act 2011. Our audit work has been undertaken so that we might state to the charitable company’s members and trustees those matters which we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to any party other than the charitable company, the charitable company’s members, as a body, and the charity’s trustees, as a body for our audit work, for this report, or for the opinion we have formed.
Date: 15 November 2022
**Andrew Stickland (Senior Statutory Auditor)** for and on behalf of Moore Kingston Smith LLP, Statutory Auditor
6th Floor 9 Appold Street London EC2A 2AP
_Moore Kingston Smith LLP is eligible to act as auditor in terms of Section 1212 of the Companies Act 2006._
30 **Home For Good |** Annual Report and Accounts year ending 31 March 2022
## Statement of financial activities
## **(for the year ending 31 March 2022)**
**----- Start of picture text -----**
Unrestricted Designated Restricted 2022 2021
funds funds funds Total Total
Notes £ £ £ £ £
INCOME FROM
-
Donations and legacies 426,209 226,425 652,634 1,002,013
Charitable activities 297,032 - 256,652 553,684 286,049
Other trading activities 93 - - 93 633
Investments 10,995 - - 10,995 8,926
Other income 1,370 - - 1,370
Total income 735,700 - 483,077 1,218,777 1,297,621
EXPENDITURE ON
Raising funds 2 114,515 - - 114,515 111,208
Charitable activities 3 833,837 62,688 500,045 1,396,570 1,277,839
Total expenditure 948,352 62,688 500,045 1,511,085 1,389,047
Net income before
(212,652 (62,688) (16,968) (292,308) (91,426)
transfers
Transfer 435,085 (435,085) - - -
Net expenditure/income for
222,433 (497,773) (16,968) (292,308) (91,426)
the year
Total funds brought forward 277,567 2,901,396 176,968 3,355,931 3,447,357
Total funds carried forward 13/14 500,000 2,403,623 160,000 3,063,623 3,355,931
**----- End of picture text -----**
The company’s income and expenditure all relate to continuing operations. The company has no recognised gains or losses other than shown above. The accompanying notes form an integral part of these financial statements.
31
## Balance sheet
## **(as of 31 March 2022)**
**----- Start of picture text -----**
2022 2022 2021 2021
Notes £ £ £ £
FIXED ASSETS
Tangible assets 8 5,772 5,159
Intangible assets 9 - 5,602
5,772 10,761
CURRENT ASSETS
Debtors 10 302,161 164,367
Cash at bank and in hand 2,859,037 3,288,771
3,161,198 3,453,138
Creditors: Amounts falling
due within one year 11 (103,347) (107,968)
NET CURRENT ASSETS 3,057,851 3,345,170
Total assets less Current Liabilities 3,063,623 3,355,931
FUNDS
Restricted funds 160,000 176,968
Unrestricted funds
Designated funds 2,403,623 2,901,396
General funds 500,000 277,567
13/14 3,063,623 3,355,931
**----- End of picture text -----**
The accompanying notes form an integral part of these financial statements.
The accounts on pages 31 to 43 were approved and authorised for issue by the Board of Trustees on 9 November 2022 and signed on its behalf by:
Simon Blake, Chair
## **Registered Company Number: 9060425**
32 **Home For Good |** Annual Report and Accounts year ending 31 March 2022
## Statement of cash flows
## **(as of 31 March 2022)**
**----- Start of picture text -----**
2022 2022 2021 2021
£ £ £ £
Cash flows from operating
activities
Net income for the year (292,308) (91,426)
Adjustments for:
Depreciation charges 4,292 9,778
Amortisation charges 5,602 5,603
(Profit) / loss on the sale of tangible fixed assets - 211
Interest (10,995) (8,926)
Increase in debtors and accrued income (137,794) (15,328)
Increase (decrease) in creditors (4,621) 53,741
Net cash provided by
operating activities (435,824 (46,795)
Cash flows from investing activities
Interest 10,995 8,926
-
Proceeds on disposal of tangible fixed assets 1,517
Purchase of tangible fixed assets (4,905) (1,211)
6,090 9,232
Change in cash and cash
equivalents in the year (429,734) (37,563)
Cash and cash equivalents at the
3,288,771 3,326,332
beginning of the year
2,859,037 3,288,771
**----- End of picture text -----**
33
## Notes to the financial statements
## **1. ACCOUNTING POLICIES**
## **1.1 Basis of preparation**
These financial statements have been prepared under the historical cost convention and in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102). The charity is a public benefit entity for the purposes of FRS 102 and therefore has also prepared the financial statements in accordance with the Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (The FRS 102 Charities SORP) and the Charities Act 2011.
The financial statements have been prepared to give a ‘true and fair’ view and have departed from the Charities (Accounts and Reports) Regulations 2008 only to the extent required to provide a ‘true and fair view’. This departure has involved following Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) rather than the Accounting and Reporting by Charities: Statement of Recommended Practice effective from 1 April 2005 which has since been withdrawn.
## **1.2 Going concern**
The trustees have assessed whether the use of the going concern basis is appropriate and have considered possible events or conditions that might cast significant doubt on the ability of the charity to continue as a going concern. The trustees have made this assessment for a period of at least one year from the date of approval of the financial statements. Trustees have considered forecasts and projections which reflect the potential impact of the current economic challenges on both income and expenditure and based on the above, and the level of reserves, they have concluded that there is a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. The charity therefore continues to adopt the going concern basis in preparing the financial statements.
## **1.3 Income and expenditure**
Income is included in the Statement of Financial Activities when the charitable company is entitled to the income, receipt is probable and the amount can be measured reliably. Donations are accounted for when they are received. Unrestricted contract and performance related grant income is recognised in proportion to the work completed, receipts in advance are deferred to future accounting periods. Other grants are recognised when any conditions, outside of the control of the charity, have been met.
Expenditure is recognised in the period in which it is incurred and includes attributable VAT which cannot be recovered.
Expenditure is allocated to charitable activity where the cost relates directly to that activity. However, the cost of overall direction and administration activity, comprising the salary, governance and other support costs, is apportioned based on an estimate of cost of staff attributable.
## **1.4 Tangible fixed assets and depreciation**
Tangible fixed assets are stated at cost less depreciation. Items over £500 are capitalised. Depreciation is provided at rates calculated to write off the cost less estimated residual value of each asset over its expected useful life, as follows:
Computer Equipment 33.3% straight line Office Equipment 50% straight line
34 **Home For Good |** Annual Report and Accounts year ending 31 March 2022
## **1.5 Intangible fixed assets and amortisation**
Intangible fixed assets are stated at cost less depreciation. Items over £500 are capitalised. Amortisation is provided at rates calculated to write off the cost less estimated residual value of each asset over its expected useful life, as follows:
Website 25% straight line
## **1.6 Operating leases**
Rentals payable under operating leases are charged on a straight-line basis over the term of the lease.
## **1.7 Pension costs**
The charity has a defined contribution auto-enrolment pension scheme for all members of staff. Pension costs charged in the Statement of Financial Activities represent the contributions payable by the charity in the year.
## **1.8 Fund accounting**
Funds held by the charitable company are either:
- **Unrestricted general funds –** these are funds which can be used in accordance with the company’s charitable objects at the discretion of the trustees
- **Designated funds –** comprise funds which have been set aside at the discretion of the trustees for specific purposes.
- **Restricted funds –** these are funds that can only be used for particular restricted purposes within the objects of the charitable company. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.
Further explanation of the nature and purpose of each fund is included in the notes to the financial statements.
**----- Start of picture text -----**
2. EXPENDITURE ON RAISING FUNDS
Total unrestricted Total unrestricted
2022 £ 2021 £
Direct staff costs 67,553 41,413
Other direct costs 9,236 52,457
Support costs (note 4) 37,726 17,338
114,515 111,208
**----- End of picture text -----**
**----- Start of picture text -----**
3. EXPENDITURE ON CHARITABLE ACTIVITIES
Total Total
2022 £ 2021 £
Direct staff costs 773,344 858,963
Other direct costs 191,336 105,002
Support costs (note 4) 431,890 359,604
1,396,570 1,323,569
**----- End of picture text -----**
In 2022 of the total expenditure on charitable activities, £500,045 (2021: £367,053) was to restricted funds, £833,837 (2021:£910,786) was to unrestricted funds and £62,688 (2021: £nil) was to designated funds
35
## Notes to the financial statements **(continued)**
**----- Start of picture text -----**
4. SUPPORT COSTS Raising Charitable Total Total
funds activities 2022 2021
£ £ £ £
Staff costs 14,196 162,517 176,713 185,937
Consultancy and contractors 5,866 67,158 73,024 8,925
Office costs 7,022 80,376 87,398 55,027
Professional fees 4,470 51,170 55,640 25,566
Governance 1,147 13,136 14,283 9,830
Other costs 5,026 57,532 62,558 78,952
37,726 431,890 469,616 376,942
**----- End of picture text -----**
**----- Start of picture text -----**
Prior year Raising Charitable Total
funds activities 2021
£ £ £
Staff costs 8,552 177,385 185,937
Consultancy and contractors 456 8,469 8,925
Office costs 2,531 52,496 55,027
Professional fees 1,176 24,390 25,566
Governance 452 9,378 9,830
Other costs 3,587 75,365 78,952
17,338 359,604 376,942
**----- End of picture text -----**
|**5. STAFF COSTS**
Wages and salaries|**Total**
**2022 £**
881,112|**Total**
**2021 £**
938,428|
|---|---|---|
|Social security costs|75,673|68,765|
|Pension costs|59,394|66,770|
|Redundancy costs|1,431|12,350|
|Other staff costs|73,926|40,624|
||**1,091,536**|**1,126,937**|
|**The average number of employees was:**|||
|Headcount|34|36|
One employee received remuneration between £80,000- £90,000 (2021: nil). Remuneration payable to key management personnel in aggregate was £260,858 (2021: £261,625).
36 **Home For Good |** Annual Report and Accounts year ending 31 March 2022
## **6. NET INCOME**
|**6.**
**NET INCOME**|||
|---|---|---|
|**This is stated after charging:**|**Total**
**2022 £**|**Total**
**2021 £**|
|Independent auditors fees|9,350|8,940|
|Depreciation|4,292|9,778|
|Amortisation|5,602|5,603|
## **7. TAXATION**
The company is a registered charity and no taxation liabilities arise from its charitable activities.
## **8. TANGIBLE FIXED ASSETS - ALL FOR CHARITY USE**
|||
|---|---|
|**COST**
**8. TANGIBLE FIXED ASSETS- ALL FOR CHARITY USE**|**Computer**
**equipment**
**£**
**Total**
**£**|
|At 31 March 2021|35,857
35,857|
|Additions|4,905
4,905|
|Disposals|-
-|
|At 31 March 2022|40,762
40,762|
|**DEPRECIATION**||
|At 31 March 2021|30,698
30,698|
|Charge for the year|4,292
4,292|
|Disposals|-
-|
|At 31 March 2022|34,990
34,990|
|**NET BOOK VALUES**||
|At 31 March 2022|5,772
5,772|
|At 31 March 2021|5,159
5,159|
37
## Notes to the financial statements **(continued)**
**----- Start of picture text -----**
9. INTANGIBLE FIXED ASSETS – ALL FOR CHARITY USE
Website Total
£ £
COST
At 31 March 2021 22,410 22,410
Additions - -
At 31 March 2022 22,410 22,410
DEPRECIATION
At 31 March 2021 16,808 16,808
Charge for the year 5,602 5,602
At 31 March 2022 22,410 22,410
NET BOOK VALUES
At 31 March 2022 - -
At 31 March 2021 5,602 5,602
10. DEBTORS Total Total
2022 2021
£ £
DUE WITHIN ONE YEAR
Trade debtors 104,772 69,800
Accrued income 168,384 67,861
Prepayments and sundry debtors 22,426 26,706
Other debtors 6,579 -
164,367 149,038
**----- End of picture text -----**
38 **Home For Good |** Annual Report and Accounts year ending 31 March 2022
**----- Start of picture text -----**
11. CREDITORS Total Total
2022 2021
£ £
AMOUNTS FALLING DUE WITHIN ONE YEAR
Trade creditors 35,203 19,846
PAYE and social security costs 23,177 21,333
Deferred income 7,500 500
Accruals and sundry creditors 25,909 41,717
Other creditors 11,558 24,572
103,347 107,968
**----- End of picture text -----**
## **11. CREDITORS**
**----- Start of picture text -----**
Total Total
2022 2021
£ £
DEFERRED INCOME
Balance at the beginning of the year 500 500
Amount deferred in the year 7,500 500
Amount released to income in the year (500) (500)
Balance at the end of the year 7,500 500
**----- End of picture text -----**
Deferred income includes grant income invoiced which covers future periods.
## **12. PENSION COMMITMENTS**
The charity contributes to a defined contribution auto enrolment pension plan for its employees. The assets of the plans are held separately from those of the charity in independently administered funds. The pension cost charge represents contributions payable by the charity to these plans and amounted to £59,394 during the year (2021 £66,770).
39
## Notes to the financial statements **(continued)**
**----- Start of picture text -----**
13. FUNDS
Balance at Balance at
31 March 31 March
2021 Income Expenditure Transfer 2022
£ £ £ £ £
Home for Good – Scotland 12,003 28,487 (40,490) - -
Home for Good – Northern Ireland 993 74,281 (75,274) - -
- -
Enquiry Line 7,830 (7,830)
Homecoming project 25,196 225 (25,421) - -
- -
Change His Future 3,190 (3,190)
- -
Care Review England 52,931 18,750 (71,681)
- - -
Enquirer journeying 74,825 (74,825)
- - -
Champion development 22,500 (22,500)
English Adoption Pathways- Cen- - - -
19,250 (19,250)
tral England
- - -
English Adoption Pathways- PACT 44,666 (44,666)
English Adoption Pathways - West - - -
5,500 (5,500)
Midlands
Festival Manchester - 5,000 (5,000) - -
English Adoption Pathways- North - - -
33,000 (33,000)
West & Yorkshire
- - -
Local activities- Torbay 21,767 (21,767)
Local activities- West Sussex - 3,600 (3,600) - -
Milton Keynes - 419 (419) - -
UK Summit - 3,500 (3,500) - -
General engagement and -
180,000 (20,000) 160,000
enquiries
Restricted funds 176,968 483,077 (500,045) - 160,000
Designated funds 2,901,396 (62,688) (435,085) 2,403,623
Unrestricted funds 277,567 735,699 (948,352) 435,085 500,000
Total funds 3,355,931 1,218,777 (1,511,085) - 3,063,623
**----- End of picture text -----**
Actual costs for activities funded by restricted funds are in excess of restricted funds received. Those costs not covered by restricted funds have been charged to unrestricted funds.
40 **Home For Good |** Annual Report and Accounts year ending 31 March 2022
**Restricted funds** (funds that can only be used for particular restricted purposes within the objects of the charitable company. Restrictions arise when specified by the donor or when funds are raised for particular restricted purposes.). We received various funding for our work in specific geographies. Scotland received church movement funding, with Northern Ireland receiving trust/foundation funding. Areas in England such as Torbay, West Sussex, Hampshire and Leeds continue to receive income from commissioners and churches.
**Enquiry Line** funding has allowed us to offer a helpful and responsive service to individuals exploring fostering or adoption.
**Adoption Pathways (England)** is our programme with Adoption Agencies in England to offer digital and church engagement in specific geographic areas to find homes for children who wait the longest for adoption. We continue to creatively work with our strategic partners in ensuring that children who wait the longest for adoption can find a home, through the local Church.
We received a grant to allow us to launch our work on the **Homecoming project** . It has the aim of inspiring and equipping individual Christians and churches across the UK to promote family-based care for children around the world.
**Change His Future** is an awareness-raising and recruitment campaign specifically focused on finding families to explore offering a fostering or adoptive home to Black children, particularly Black boys.
The **Review of Children’s Social Care** began in March 2021 and was concluded in Spring 2022. Home for Good has been actively engaged and sought to shape this review, informed by our advisory group of people with experience of the care system. We made submissions to all four of the Review’s consultations across the year and hosted eight roundtables, each focusing on a challenge within the system and exploring solutions. We have briefed and worked with 60 Parliamentarians over the past year, through individual meetings, attendance at our roundtables and briefings for debates that we secured in Parliament. Our work in this area has been made possible through the generous support of the UBS Optimus Foundation.
Funding towards **Enquirer journeying** has enabled us to further develop the service and support we offer, introducing the delivery of online events and courses to better resource and journey with individuals as they explore fostering or adoption.
**Champion development** is our resourcing and training of volunteers to support local activity in all parts of the UK.
We received funding for our strategic engagement across Greater Manchester, aligned with our partnership and presence at **Festival Manchester** in July 2022. We have received trust funding for our engagement with churches, volunteers and prospective commissioners across Greater Manchester, enabling longer-term, strategic engagement to find homes for children and young people across this region. We continue to diversify income streams for our activity, working with supporters and partners to realise our ambitions.
Funding towards the **UK Summit** went towards the costs of the conference and enabled us to subsidise places for care experienced children and young people who attended
**General engagement and enquiries funds** enable expansion of our UK-wide church and commissioner engagement and associated activities, and enquiry journeying and support. These funds facilitate enquiry team and engagement team activities and responsibilities across the UK
**Designated funds** (funds which have been set aside at the discretion of the Trustees for specific purposes) are to be used to deepen the impact of our work across the whole of the UK between 2020-24 and potentially beyond. During the year, work continued on strengthening the organisation, as well projects on supported lodgings and city-wide strategies. We also laid foundations for projects to develop our CRM, develop our presence at festivals and explore housing solutions for teenagers. All of these aspects have been further expanded during 2022-23.
41
Notes to the financial statements **(continued)**
**----- Start of picture text -----**
13. FUNDS (CONTINUED) Balance at Balance at
31 March 31 March
SUMMARY OF FUNDS
2020 Income Expenditure Transfer 2021
IN THE PRIOR YEAR £ £ £ £ £
Home for Good – Scotland 18,410 63,983 70,390 - 12,003
Home for Good – Northern Ireland 9,612 77,672 86,291 - 993
- -
Families of Refuge 61,079 (45,730) 15,349
-
Enquiry Line 15,210 25,250 32,630 7,830
Home for Good Adoption - - -
73,337 73,337
Pathways (England)
-
Homecoming project 32,046 20,874 27,724 25,196
- -
Regional engagement activities 6,704 2,500 9,204
- -
Change His Future 8,243 5,053 3,190
National church engagement - - -
10,000 10,000
campaigns
- - -
Bristol campaign 22,331 22,331
- -
Care Review England 56,250 3,319 52,931
Enquirer journeying - 75,000 175 - 74,825
- - -
Champion development 6,250 6,250
- - -
Regional activities: South West 5,000 5,000
Restricted funds 151,304 392,717 367,053 - 176,968
- -
Designated funds 3,000,000 98,604 2,901,396
Unrestricted funds 296,053 950,634 969,120 - 277,567
Total funds 3,447,357 1,343,351 1,434,777 - 3,355,931
**----- End of picture text -----**
42 **Home For Good |** Annual Report and Accounts year ending 31 March 2022
## **14. ANALYSIS OF NET ASSETS BETWEEN FUNDS**
**----- Start of picture text -----**
Unrestricted Restricted Designated Total
funds funds funds 2022
£ £ £ £
FUND BALANCES AT 31 MARCH
2022 ARE REPRESENTED BY
- -
Tangible fixed assets 5,772 5,772
- - - -
Intangible fixed assets
Debtors 182,161 - 120,000 302,161
Cash 215,414 2,403,623 40,000 2,859,037
Creditors (103,347) - - (103,347)
Net total net assets 500,000 2,403,623 160,000 3,063,623
**----- End of picture text -----**
**----- Start of picture text -----**
Prior year Unrestricted Restricted Designated Total
Funds Funds Funds 2021
£ £ £ £
FUND BALANCES AT 31 MARCH
2021 ARE REPRESENTED BY
- -
Tangible fixed assets 5,159 5,159
- -
Intangible fixed assets 5,602 5,602
Debtors 164,367 - - 164,367
Cash 210,407 2,901,396 176,968 3,288,771
Creditors (107,968) - - (107,968)
Net total net assets 277,567 2,901,396 176,968 3,355,931
**----- End of picture text -----**
## **15. DIRECTORS REMUNERATION AND RELATED PARTY TRANSACTIONS**
Three trustees were reimbursed travel and related expenses in the year of £2,440 (2021: 1, £686).
The total amount of donations funded by trustees was £3,400 (2021: £8,480).
Home for Good received £1,000 from the Sir Jeremiah Colman Trust of which Sue Colman is a trustee. Sue was not involved in the decision-making process when the donation was made (2021: £5,000).
Following the departure of the Chief Executive in 06/2020, one of the trustees, Alan Charter, fulfilled the role of interim executive chairman from June to November 2020 on an employed basis. He was paid a total of £nil (2021: £13,583) for this role.
Tania Bright is a board member of Essential Christian, the organisation that runs Spring Harvest. Home for Good paid £499 for a stand at Spring Harvest and Home for Good also received £420 in relation to speaker fees from Spring Harvest.
43
## **Together we can find a home for every child who needs one**
**Home for Good** (a company limited by guarantee). Registered Address: 8 Angel Court, Copthall Avenue, London, EC2R 7HP. Charity Number (England & Wales): 1158707. Charity Number (Scotland): SC046972. Company Registration Number (England & Wales): 9060425
44 **Home For Good |** Annual Report and Accounts year ending 31 March 2022