HOME FOR GOOD LIMITED
(A COMPANY LIMITED BY GUARANTEE)
REPORT AND ACCOUNTS
FOR THE YEAR ENDED 31[st] MARCH 2025
COMPANY NO: 9060425 REGISTERED CHARITY NO: 1158707
HOME FOR GOOD
LEGAL AND ADMINISTRATIVE INFORMATION
Trustees
Luke Bacon Simon Blake (Resigned 18[th] June 2025) Jeremy Cooper Laura Eades (Resigned 24[th] November 2024) Fa�ma Wesson (Resigned 31[st] August 2024) Rachel Westco�
Chief Execu�ve Tania Bright
Registered Charity Number (England and Wales) 1158707
Company Registra�on Number (England and Wales) 9060425
Registered Address
4 Diamond Court Kingston Park Newcastle-upon-Tyne NE3 2EN
Accountant
Finance Box 189 Marsh Wall London E14 9SR
Independent Examiner
Andrew S�ckland Moore Kingston Smith LLP 9 Appold Street London EC2A 2AP
Banks
CAF Bank 25 Kings Hill Avenue West Malling ME19 4JQ
Natwest Bank 40 Whitgi� Centre Croydon CR0 1UQ
P a g e | 1
Trustees’ Report
FOREWARD FROM THE CEO
and young people. However, we have never been more convinced that there isn’t jus�ce for children in our na�on and we look forward to con�nuing to play our part in addressing this.
Social Services and, in par�cular, the care system isn’t a product of conscious design but a bolt-on nonbespoke service that cannot meet the needs of the children nor their birth families, nor their foster/adop�ve families. There are brilliant people working within these systems, but who are o�en exhausted. It’s the system that’s broken, not the people within it, such as outstanding Social Workers, therapists, foster carers, adopters and supported lodgings hosts – we raise our hats to them and prey for them constantly.
Therefore, our work con�nues to be top down and bo�om up. Top down where we speak to Government and stratums of power, seeking to have change made at systemic levels; and bo�om up through the Church. It’s the local church and those within it, that are the incredible vehicle for well-being and support for children and young people. When everyone plays their part something beau�ful happens – a tribe is formed, belonging is felt, and resilience is built. That is what every child deserves.
Mo�vated by this same belief that everyone has a part to play we made the decision to merge with Safe Families for Children, at which point the ac�vity, assets, and liabili�es of Home for Good were transferred to Safe Families for Children.. This took place on 1[st] September 2024. As a newly merged org we have a vision for a society where no family feels alone and where every child has a home where they can flourish. And we believe the church is central to this vision.
Tarn Bright CEO, Home for Good
P a g e | 2
HOME FOR GOOD’S PURPOSE
Every 15 minutes, a child or young person in the UK enters the care system. Each child has intrinsic worth and value. Every child needs the same things to thrive: a stable place to call home, an environment that feels safe, someone they can trust who will offer care and support.
Right now, there’s an urgent need for foster carers across the UK. Nearly a quarter of young people in care are over the age of 16, yet there are limited high-quality op�ons for accommoda�ng these young people in safe, appropriate places. There are children wai�ng more than 18 months for an adop�ve family who can offer them the care they need – this includes children who are male, children who are Black, children with a disability and children in a sibling group.
adop�on, and supported lodgings for teenagers. We believe the Church has a crucial role to play.
There are over 50,000 churches in the UK. In every village, town and city in the country these churches – big, small and in between – are filled with people who want to follow the example of Jesus, seeking jus�ce, showing compassion and prac�cing hospitality. When we read the Bible, it’s impossible to ignore the fact that this is an issue close to God’s own heart. Psalm 68 tells us that God sees the lonely in families.
We inspire and equip individuals, families and churches across the country to play their part to ensure that every child experiences the stability, care and sense of belonging they deserve. Through our resources, content, and training packages, we prac�cally equip individuals and families as they explore fostering, adop�on or supported lodgings for teenagers. We mobilise churches and communi�es to welcome, understand and support families who love and raise care-experienced children.
Home for Good is not a fostering or adop�on agency but works closely with local and district authori�es, adop�on and fostering agencies, and supported lodgings organisa�ons to find resilient and caring homes. We par�cularly focus on finding homes for the children and young people who wait the longest.
Home for Good is a na�onal charity with a local mission – we have team members and volunteers across England, Wales, Northern Ireland and Scotland, working on the ground to inspire the local Church, build partnerships and ul�mately find homes for the thousands of children who are wai�ng.
But we don’t just work at the local level – we are commi�ed to sparking systemic change too. We take the stories, experiences and wisdom of care-experienced children and those who care for them, and we build a bridge between those whose voices are too o�en ignored, and those who have the power to enact real change.
P a g e | 3
HOME FOR GOOD’S VALUES AND WORKING PRICNIPLES
All that we do is shaped by, built upon and fuelled through being child-focused and faith-rooted.
Child-Focused
great home for every child who needs one, where they will be loved and nurtured and enabled to thrive. We affirm the infinite value and believe in the poten�al of every child. We will do all we can to advocate on their behalf, championing their needs and celebra�ng their successes, ensuring their voices are heard.
Faith-Rooted
Our Chris�an faith inspires, mo�vates and encourages us to act and to believe that change is possible as we stand firmly on a strong theological founda�on and commit to prayer for every aspect of our work. We will hold on to faith amidst setbacks and challenges and step out in faith to act. We are open about our faith and recognise the poten�al in the Church to make a difference, but we do not expect preferen�al treatment and are keen to work in partnership with those of other faiths and of no faith.
We are also commi�ed to four key working principles.
We are innova�ve
We seek new and crea�ve solu�ons. We see opportuni�es and possibili�es. We are dynamic and responsive. We dream about what could be and then we inten�onally plan, develop and create all that is needed to get there.
We are rela�onal
Within our team, across our organisa�on and throughout our networks, we value rela�onship and believe in the synergy of collabora�on. We dream together, we make decisions together and we work together. We celebrate diversity, respect differences and are generous with our ideas.
We are hopeful
fostering, adop�on and supported lodgings are not easy, and we will be honest about challenges and frustra�ons, but we seek to be a catalyst for change and make a posi�ve difference in every situa�on.
We pursue excellence
We are professional, invest in training and ensure a good level of understanding. We ensure that informa�on we share is accurate and up-to-date, and we are careful and inten�onal in our messaging. We are eager to learn from those with experience and exper�se, and we enable people to play to their strengths.
WORKING IN PARTNERSHIP
P a g e | 4
We also have a commitment to inten�onal collabora�on in large part through the Children and Families Alliance (Transforming Lives for Good (TLG), Kids Ma�er, Safe Families and Home for Good).
from 1[st] September 2024 we merged together as one organisa�on, with shared mission, values and culture. The merger provides the opportunity to combine resources and
THE JOURNEY: Informa�on, Advice and Support
invested in adop�on, fostering and supported lodgings.
steps into the world of care for young people, right through to the crisis point a�er many years of experience. The Enquiry and Family Care team share in the journey of an individual, couple and/or family gently being a sounding board, a sign-poster, or a guide. We have been able to introduce people to the world of the care system; the terminology, the processes, and the func�ons of different types of care so that individuals and couples can make an informed decision of how they would like to play a part to find more stable and appropriate homes for those children and young people who need it.
We have been able to provide bespoke 1:1 support to over 53 families who have already opened their homes to welcome children and young people by listening, signpos�ng and praying with those that find themselves in some�mes difficult and challenging situa�ons. We have also supported many more caring families through our 51 volunteer-run peer support groups which provide much needed local, wraparound support and advice.
We have referred over 25 couples or individuals to Local Authori�es or Agencies across the United Kingdom and have had a further 41+ people journeying and then self-referring. This is directly impac�ng on the 104,808 children and young people currently needing to live away from their homes by finding them the safe, stable and nurturing homes they need.
Our regular online informa�on sessions, Caring for Children and Teenagers , which are for anyone considering fostering, adop�on or supported lodgings in their immediate or long-term future, have been an ever-present event. Throughout the �me together we explore the different types of care and what the applica�on and assessment process can involve. Over the past year we have had over 115 individuals and couples joining us for these events.
P a g e | 5
ADVOCATING FOR SYSTEMS CHANGE
every child who needs one.
We advocate because we recognise there are some challenges to achieving this vision that
can only be unlocked at a poli�cal or systemic level. We seek to take a hopeful, innova�ve and solu�onsfocused approach in our advocacy and influencing work and aim to not only call for change but to also show how that change can be achieved. In all we do, we are commi�ed to amplifying the voices of children and young people with direct experience of the care system, always seeking to place their voices and interests at the heart of our work.
Working Regionally with Local Authori�es, Councils and Key Partners
Our commissioner agreements allow us to provide a bridge between church
agencies. Commissioner funding enables us to engage in specific geographic areas to find homes through the Church for children and young people who need one, par�cularly for those who are wai�ng the longest, and to work alongside commissioners to help them be faith aware and faith friendly. When people are ready to begin their applica�on and assessment,
we can connect them with a commissioner team close by and encourage development of their church and peer support network to give resilience.
We work with all our commissioners on a strategic and digital basis: engaging church communi�es through na�onal, regional and local church fes�vals and events, church leader forums and social media campaigns. This allows us to maximise our geographical reach. Where a commissioner wishes to build more in-depth church community rela�onships in a �ghter geography, they can addi�onally fund ‘outreach’ work.
partnership on marke�ng and people’s journeying. Geographically, we are most
Over the year we have improved the reach of commissioner agreements through revising our related digital marke�ng approaches and priori�sing our ‘outreach’ focus.
P a g e | 6
INSPIRING GENEROSITY
grateful to everyone who has been a part of this year’s journey.
None of what has been achieved, would have happened without the generous, prayerful commitment of our supporters, partners, and friends. Thank you for being a part of God’s abundant blessing.
The work of Home for Good is incredibly blessed by generous dona�ons, large and small, from people who are playing their part in helping more children and young people experience the safety and stability they need to thrive. More than this, we’re working together to see the needs of these children and young people firmly established on the mission and ministry of local churches across the UK and amplified to decision markers, sowing the seeds of change.
STRUCTURE, GOVERNANCE, AND MANAGEMENT
Structure
Home for Good is a registered charity in England & Wales (number 1158707) 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 Ar�cles of Associa�on, 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 Ar�cles of Associa�on set out Home for Good’s charitable objects (or purposes), the trustees’ powers to achieve these objects and ma�ers rela�ng to the running of the Charity’s internal affairs. Under charity law, the trustees have the legal du�es and responsibili�es of charity trustees and, under company law, the legal du�es and responsibili�es of company directors. It is the trustees who are responsible for the governance, management and strategic direc�on of
the charity. The trustees’ main du�es 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 du�es, they are required to review the Charity Commission’s guidance “The Essen�al Trustee” (CC3) and Home for Good’s Ar�cles of Associa�on 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, objec�ves and ac�vi�es regularly and have due regard to the Charity Commission’s guidance on public benefit when reviewing the charity’s aims, objec�ves and ac�vi�es, planning future ac�vi�es and
considering how these ac�vi�es will achieve Home for Good’s charitable purposes to ensure ac�vi�es undertaken further Home for Good’s aims and objec�ves.
The Board of Trustees
The Board of Trustees is made up of independent, unremunerated, non-execu�ve trustees who are appointed by the exis�ng trustees in accordance with the Ar�cles of Associa�on. Prospec�ve trustees are brought to / recommended to the Board, and go through a period of observa�on, robust conversa�ons with the Chair of Trustees, to give prospec�ve trustees and opportunity to get to understand the organisa�on and to pull together CV’s and personal profiles and references. This informa�on is shared with exis�ng trustees and considered carefully and prayerfully.
Whilst the trustees are ul�mately responsible for the governance of the organisa�on, the Board delegates dayto-day responsibility for opera�onal management to the Chief Execu�ve who leads the Execu�ve team (see the “Leadership” sec�on below). The Chief Execu�ve and Execu�ve team are responsible for the development and implementa�on of organisa�onal strategies and plans, policies and procedures, following Board review, advice and approval.
P a g e | 7
knowledge to provide different perspec�ves which inform and enhance Board decision-making. Trustees are appointed for an ini�al 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 induc�on programme is run for new trustees which includes Board development sessions on the role of the trustee, an invita�on to undertake external governance training, a subscrip�on to Civil Society’s governance resources, mee�ngs with the Chief Execu�ve and Board Chair and review of an induc�on pack which includes Charity Commission resources, Home for Good’s Ar�cles of Associa�on and the most recent Trustees’ Annual Report and Accounts.
As part of the Trustees’ commitment to ongoing Board development, all trustees are provided with charity law and best prac�ce updates from the Charity Commission.
The trustees are commi�ed to upholding Home for Good’s vision and values and are required to disclose any conflict (or poten�al conflict) of interest and where any conflict of interest is iden�fied may not par�cipate in Board decision making on related ma�ers in accordance with Home for Good’s Ar�cles of Associa�on and Board policy on Conflict of Interest.
Board expenses
Trustees are not paid fees or remunera�on for serving as a trustee. Reasonable expenses incurred while carrying out trustee du�es are reimbursed. This will include travel, accommoda�on and childcare (and other caring costs) related to a�endance at trustee mee�ngs, training or induc�on sessions and Board events.
Board mee�ngs
Trustees meet regularly throughout the year with four formal board mee�ngs in January, April, July and October, as well as other ad hoc mee�ngs and events.
Leadership
Prior to merger Home for Good was led by Tania Bright as Chief Execu�ve. She was supported by the Execu�ve team comprising the Chief Impact Officer and Chief Opera�ng Officer. The Execu�ve team represent all areas of our work and are responsible for outworking the core mission of ‘finding a home for every child who needs one’.
Following merger, the execu�ve team transferred to Safe Families for Children with Tarn becoming co-CEO with Kat Osborn.
informa�on.
Advisory groups
We have ac�ve advisory groups in Northern Ireland & Scotland. Their remit is to support and advise the work of Home for Good in these na�ons, given the varia�ons of devolved government, commissioning mechanisms and nuances across the landscape of the Church.
Risk management
The Board of Trustees and Execu�ve team 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:
P a g e | 8
Financial resilience - As a young charity, we do not have a long history of established income streams. Nevertheless, we have a spread of income from a variety of income streams and are developing our strategy to further solidify and grow our income.
Informa�on and data security - We collect, hold and use personal data for our charitable purposes – some of which is considered to be sensi�ve personal data. We con�nue to review and amend our policies. We did not have any significant data protec�on breaches during the year.
Failure to deliver on commissioned agreements - Each year we learn more, making it possible to establish increasingly realis�c expecta�ons. 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 rela�onships with commissioners where we are innova�ng together.
Overreaching - There are a huge number of opportuni�es where we could make a posi�ve impact in the lives of care-experienced children, foster carers, and adop�ve families. Therefore, we have to be careful about what we do and don’t do.
External factors - Our work is impacted by the con�nually changing fostering and adop�ng landscape in the UK – as a result of legal precedence, government policy, legisla�ve change, social work prac�ce, and the cost-ofliving crisis. We make sure we stay on top of the landscape and are crea�ng an organisa�on that, while having a clear direc�on, remains agile so we can
Governance and compliance - Home for Good is commi�ed 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 prac�ce. We ensure we are aware of the impact of changes to legisla�on and guidelines, and as our ac�vi�es develop, we are checking whether that introduces the need for us to comply with addi�onal legisla�on or guidelines.
Brand and reputa�on -
protec�ng it is a priority. We produce guidelines for staff, partners and volunteers and con�nually review ac�vi�es and communica�ons across the Home for Good network.
staff survey, and we are building in processes to ensure that we can effec�vely hand over work if staff leave (with warning) and can pick up urgent tasks if staff are suddenly out of ac�on.
Health, safety and environment working and working hours and workload, working environment, travel and manual handling. We are seeking to mi�gate these risks through policies and guidelines, training, good line management and peer-to-peer accountability.
Safeguarding - We have a safeguarding policy that is reviewed regularly, is part of the induc�on process, and there is annual refresher awareness training.
FINANCIAL REVIEW
Going Concern
Following the transfer of ac�vi�es assets and liabili�es to Safe Families for Children on 1[st] September 2024 the accounts have been prepared on a basis other than going concern.
Reserves policy
P a g e | 9
demonstrate that the organisa�on is sustainable in the medium term, to ensure that we can manage future unforeseen financial challenges and to ensure that
Following merger, all assets and liabili�es transferred to Safe Families for Children, and therefore Home for Good no longer holds future financial commitments, and no reserves are currently held.
Designated funds
In January 2024 the Board agreed that free reserves above £500,000 at the end of 2023-24 should be designated to fund one-off projects in 2024-25 focussed on the Who Cares? campaign, transforming the organisa�on and deeper collabora�on with key partners.
Following merger, all assets and liabili�es transferred to Safe Families for Children, and therefore Home for Good no longer holds future financial commitments, and no reserves are currently held.
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 dona�ons we receive from individuals, churches, grant-making trusts and businesses. Our fundraising ac�vi�es are primarily conducted by our staff team, from �me-to-�me drawing on the exper�se of advisors.
Where appropriate, we have commercial par�cipator 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 par�cipator.
We are commi�ed to the highest standards in fundraising prac�ce and we are regulated by the Fundraising Regulator (joined 11 December 2017). No fundraising complaints were made within this year.
Expenditure
Up to the date of merger, we spent a total of £956,745. Of this, £858,075 was spent on ac�vi�es related to finding homes for children who need them and £98,670 was spent on raising funds to enable our work. The majority of our expenditure is on our staff, and this amounted to £502,702 this year.
Funding sources
We con�nue 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 commi�ed to finding homes for children in care. We simply could not do what we do without such generosity. Thank you to all those who con�nue to share their resources with us in order to further our mission to a find home for every child who needs one.
This year our income was £582,159 with the following diversity in sources:
| Funding Source | Amount | Propor�on |
|---|---|---|
| Individuals includingGi� Aid and Sponsored Events | £379,485 | 65% |
| Trusts and Founda�ons | £56,575 | 10% |
P a g e | 10
| Businesses ~~Work with Local Authorities and Fostering Agencies~~ |
£66,333 £6,775 ~~a~~ |
11% 1% ~~ee~~ |
|---|---|---|
| Churches | £46,102 | 8% |
| Other | £26,889 | 5% |
STATEMENT OF BOARD’S RESPONSIBILITES
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
expenditure, of the charitable company for that period.
statements comply with the Companies Act 2006.
They are also responsible for safeguarding the assets of the charitable company and hence for taking
The Trustees’ Annual Report is approved by the trustees of the Charity.
By order of the Board of Trustees on 12 March 2026 and signed on its behalf:
Jeremy Cooper. Chair
P a g e | 11
HOME FOR GOOD INDEPENDENT EXAMINER’S REPORT TO THE TRUSTEES
As the Charity’s trustees (and also its directors for the purposes of company law) you are responsible for the
2011 Act.
Independent examiner’s statement
-
the accounts do not accord with those records; or
-
the accounts have not been prepared in accordance with the methods and principles of the Statement of
reached. M
Independent Examiner
For and on behalf of Moore Kingston Smith LLP 6[th] Floor 9 Appold Street London EC2A 2AP
12[th ] March 2026
P a g e | 12
HOME FOR GOOD LIMITED
STATEMENT OF FINANCIAL ACTIVITIES
FOR THE YEAR ENDED 31[ST] MARCH 2025
| Notes Income from: Dona�ons and legacies Charitable ac�vi�es Other trading ac�vi�es Investments Gi�s in Kind Total income Expenditure on: Raising funds 2 Charitable Ac�vi�es 3 Transfer to Safe Families Total expenditure Net (expenditure)/income for the year Total funds brought forward Total funds carried forward |
Unrestricted Funds £ 368,943 58,408 3,878 23,011 - 454,241 98,670 688,327 167,244 954,241 (500,000) |
Designated Funds £ - - - - - - - 157,565 1,137,825 1,295,390 (1,295,390) |
Restricted Funds £ 75,501 52,417 - - - 127,918 - 12,182 180,874 193,056 (65,137) |
2025 Total £ 444,445 110,825 3,878 23,011 - 582,159 98,670 858,075 1,485,943 2,442,687 (1,860,528) |
2024 Total £ 862,866 598,479 1,092 71,796 6,228 |
|---|---|---|---|---|---|
| 1,540,461 | |||||
| 218,482 1,784,263 - |
|||||
| 2,002,745 | |||||
| (462,284) | |||||
| 500,000 - |
1,295,390 - |
65,137 - |
1,860,528 - |
2,322,812 1,860,528 |
The company’s income and expenditure all relate to past opera�ons. The charity has no recognised gains or losses other than shown above. The accompanying notes form an integral part of these financial statements.
P a g e | 13
HOME FOR GOOD LIMITED BALANCE SHEET FOR THE YEAR ENDED 31[ST] MARCH 2025
| Notes FIXED ASSETS Tangible Assets 8 Intangible Assets 9 CURRENT ASSETS Debtors 10 Bank Deposits Cash at Bank and in Hand Creditors: Amounts falling due within one year 11 Net Current Assets Total Assets less Current Liabilities Funds Restricted Funds Unrestricted Funds : Designated Funds General Funds |
2025 £ 4,878 - 913,401 |
2025 £ - - - - - - - - - |
2024 £ 328,703 695,057 1,041,472 |
2024 £ 13,631 - |
|---|---|---|---|---|
| 13,631 1,846,897 |
||||
| 918,279 (918,279) |
2,065,233 (218,336) |
|||
| 1,860,528 | ||||
| 65,137 1,295,391 500,000 1,860,528 |
P a g e | 14
The accompanying notes form an integral part of these financial statements.
For the financial year in question the company was entitled to exemption under section 477 of the Companies Act 2006 relating to small companies.
No directors have required the company to obtain an audit of its accounts for the year in question in accordance with section 476 of the Companies Act 2006.
The directors acknowledge their responsibility for complying with the requirements of the Act with respect to accounting records and preparation of accounts.
These accounts have been prepared in accordance with the provisions applicable to companies subject to small companies’ regime.
The accounts on pages 14 to 27 were approved and authorised for issue by the Board of Trustees on 12 March 2025 and signed on its behalf by:
J COOPER Jeremy Cooper, Chair
Registered Company Number: 9060425
P a g e | 15
HOME FOR GOOD LIMITED STATEMENT OF CASHFLOWS FOR THE YEAR ENDED 31[ST] MARCH 2025
| 2025 2025 £ £ Cash flows from operating activities Net income for the year (1,860,528) Adjustments for: Depreciation charges 3,071 Amortisation charges - Loss on the sale of tangible fixed asset - Intercompany Asset transfer to Safe Families 11,246 Interest (23,011) Decrease/(Increase) in debtors 323,824 (Decrease)/Increase in creditors 699,945 Net cash provided by operating activities (845,453) Cash flows from investing activities Interest 23,011 Proceeds on disposal of tangible fixed assets - Purchase of tangible fixed assets (686) Decrease/(Increase) in bank deposits 695,057 717,382 Change in cash and cash equivalents in the year (128,071) Cash and cash equivalents at the beginning of the year: 1,041,472 913,401 Analysis of changes in net funds: 31 March 2024 £ 1,041,472 |
2024 2024 £ £ (462,284) 5,625 - - (71,796) (79,581) 94,340 (513,696) 71,796 - (9,130) (695,057) (632,391) (1,146,087) 2,187,559 1,041,472 Cashflows £ 31 March 2025 £ (128,072) 913,400 |
|---|---|
P a g e | 16
HOME FOR GOOD LIMITED NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31[ST] MARCH 2025
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
Following the successful completion of a merger with Safe Families for Children in September 2024, all activities, assets, and liabilities of Home for Good were transferred to Safe Families via an asset transfer. As a result, Home for Good ceased operating and became a dormant charity from that date.
The trustees are satisfied that all obligations have been appropriately discharged or transferred as part of the merger process. Accordingly, in view of the merger the accounts are prepared on a basis other than going concern.
The charity will be retained in order to protect the Charity name, receive future legacies, and whilst we await the final legal steps post-merger to be completed. The new merged organisation is currently going through a re-branding exercise and so the charity continues to be registered with Companies House, maintaining a shell for potential re-activation.
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 staff attributable.
P a g e | 17
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 33.3% straight line
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.
1.9 Short term deposits
Short term bank deposits include cash balances that are invested in accounts with a maturity date of between 101 and 365 days.
1.10 Cash and Cash equivalents
Cash at bank and cash in hand includes cash and short term highly liquid investments with a short maturity period of 100 days or less from the date of acquisition or opening of the deposit or similar account.
P a g e | 18
2. EXPENDITURE ON RAISING FUNDS
| 2. EXPENDITURE ON RAISING FUNDS | ||
|---|---|---|
| Direct Staff Costs Other Direct Costs Support Costs (Note 4) |
Total Unrestricted 2025 £ 63,957 463 34,250 98,670 |
Total Unrestricted 2024 £ 147,784 1,785 68,912 |
| 218,482 |
3. EXPENDITURE ON CHARITABLE ACTIVITIES
| Direct Staff Costs Other Direct Costs Support Costs (Note 4) |
Total 2025 £ 76,095 300,698 481,281 858,075 |
Total 2024 £ 878,841 401,809 503,613 |
|---|---|---|
| 1,784,263 |
4. SUPPORT COSTS
| Staff Costs Consultancy and contractors Office costs Professional fees Governance IT Costs Marketing Staff Training Subscriptions Other Costs |
Raising Funds £ 11,409 10,073 3,685 3,818 972 737 - 840 1,159 1,557 34,250 |
Charitable Activities £ 351,242 57,344 20,981 21,739 5,532 4,193 - 4,784 6,601 8,865 481,281 |
Total 2025 £ 362,651 67,417 24,667 25,557 6,504 4,930 - 5,625 7,760 10,422 515,533 |
Total 2024 £ 229,569 124,584 59,544 58,391 15,950 19,230 - 12,373 21,550 31,333 572,525 |
|---|---|---|---|---|
P a g e | 19
4. SUPPORT COSTS (continued)
| Prior Year Staff Costs Consultancy and contractors Office costs Professional fees Governance IT Costs Marketing Staff Training Subscriptions Other Costs |
Raising Funds £ 33,047 13,029 6,227 6,106 1,668 2,011 - 1,294 2,254 3,276 68,912 |
Charitable Activities £ 196,522 111,555 53,317 52,285 14,282 17,219 - 11,079 19,297 28,057 503,613 |
Total 2024 £ 229,569 124,584 59,544 58,391 15,950 19,230 - 12,373 21,551 31,333 572,525 |
|---|---|---|---|
5. STAFF COSTS
| Wages and Salaries Social Security Costs Pension Costs Redundancy Costs Other Staff Costs The average number of employees was Headcount |
Total 2025 £ 433,308 43,683 25,212 - 500 502,703 14 |
Total 2024 £ 1,079,974 105,704 59,416 9,900 1,200 |
|---|---|---|
| 1,256,194 | ||
| 39 |
None of the employees received greater than £60,000 (2024: one person received remuneration between £80,000 - £90,000). Remuneration payable to key management personnel in aggregate was £126,378 (2024: £319,893).
P a g e | 20
6. NET INCOME
This is stated after charging:
| This is stated after charging: | ||
|---|---|---|
| Total | Total | |
| 2025 | 2024 | |
| £ | £ | |
| Independent examiners’ fees | 6,887 | - |
| Independent auditors’ fees | - | 14,494 |
| Depreciation | 3,071 | 5,625 |
| Amortisation | - | - |
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 At 1st April 2024 Additions Transfer to Safe Families At 31st March 2025 Depreciation At 1st April 2024 Charge for the year Transfer to Safe Families At 31st March 2025 Net Book Values At 31st March 2025 At 1st April 2024 |
Office Equipment £ 365 - (365) - 212 51 (263) - - 153 |
Computer Equipment £ 57,192 686 (57,878) - 43,714 3,021 (46,734) - - 13,479 |
Total £ 57,557 686 (58,243) |
|---|---|---|---|
| - | |||
| 43,926 3,071 (46,997) |
|||
| - | |||
| - 13,632 |
P a g e | 21
9. INTANGIBLE FIXED ASSETS – ALL FOR CHARITY USE
| Cost At 1stApril 2024 Transfer to Safe Families At 31stMarch 2025 Depreciation At 1stApril 2024 Transfer to Safe Families At 31stMarch 2025 Net Book Values At 31stMarch 2025 At 1stApril 2024 10. DEBTORS Due Within One Year Trade Debtors Accrued income Prepayments and sundry debtors Other debtors |
Website £ 22,410 (22,410) - 22,410 (22,410) - - - Total 2025 £ - - - 4,878 4,878 |
Total £ 22,410 (22,410) - 22,410 (22,410) - - - Total 2024 £ 118,894 55,780 151,250 2,780 328,704 |
|---|---|---|
P a g e | 22
11. CREDITORS: Amounts falling due within one year
| Trade Creditors PAYE and Socials Security costs Deferred income Accruals and sundry creditors Amount due to Safe Families Other Creditors Deferred income: Balance at the beginning of the year Amount deferred in the year Amount released to income in the year Balance at the end of the year |
Total 2025 £ - - - - 904,101 14,178 918,279 Total 2025 £ 8,125 - (8,125) - |
Total 2024 £ 49,024 21,531 8,125 54,011 - 85,644 |
|---|---|---|
| 218,335 | ||
| Total 2024 £ 10,625 8,125 (10,625) |
||
| 8,125 |
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 £25,212 during the year (2024 £59,416).
P a g e | 23
13. FUNDS
| Bath & North East Somerset (R) Benefact – Volunteer and Church Resources Bristol (R) English Adoption Pathways - North West & Yorkshire English Adoption Pathways - PACT Enquiry Line Homecoming Jerusalem Trust (R) Local Activities - West Sussex Northern Ireland (R) Scotland (R) Supported Lodgings (D) Wales (R) Restricted funds Designated Funds Unrestricted funds Total funds |
Balance at 31st March 2024 £ - - - - - - 15,177 29,961 - - - 20,000 - - - - 65,137 1,295,390 500,000 1,860,527 |
Income £ 4,167 30,000 6,250 2,083 10,625 2,000 15,110 - 7,292 14,483 30,742 1,000 4,167 - - - 127,918 - 454,241 582,159 |
Expenditure £ (508) - (189) - - (205) (6,956) - - (1,769) (1,137) (146) (1,273) - - - (12,182) (157,565) (786,997) (956,745) |
Transfer £ (3,659) (30,000) (6,061) (2,083) (10,625) (1,795) (23,331) (29,961) (7,292) (12,714) (29,604) (20,854) (2,894) - - - (180,874) (1,137,825) (167,243) (1,485,942) |
Balance at 31st March 2025 £ - - - - - - - - - - - - - - - - |
|---|---|---|---|---|---|
| - - - - |
In many cases, the 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.
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, Birmingham and Bristol continue to receive income from commissioners and churches.
All of these restricted funds were transferred to Safe Families for Children on the date of merger, and will remain restricted by Safe Families for Children for the use that they were given.
P a g e | 24
13. FUNDS (continued)
SUMMARY OF FUNDS IN THE PRIOR YEAR
| Bath & North East Somerset (R) Bristol (R) English Adoption Pathways - Central England English Adoption Pathways - North West & Yorkshire English Adoption Pathways - PACT Enquirer Journeying & Line General Engagement and Enquires Homecoming Jerusalem Trust (R) Local Activities - Torbay Local Activities - West Sussex Northern Ireland (R) Scotland (R) Supported Lodgings (D) Wales (R) Restricted funds Designated Funds Unrestricted funds Total funds |
Balance at 31st March 2023 £ - - - - - - 100,000 - - - - 23,187 - - - 123,187 1,699,625 500,000 2,322,812 |
Income £ 10,000 15,050 1,250 25,417 31,875 6,500 - 47,708 150,000 - 23,900 86,485 62,231 23,600 10,180 494,195 - 1,046,266 1,540,461 |
Expenditure £ (10,000) (15,050) (1,250) (25,417) (31,875) (6,500) (100,000) (32,531) (120,039) - (23,900) (109,672) (62,231) (3,600) (10,180) (552,244) (133,745) (1,316,755) (2,002,745) |
Transfer £ - - - - - - - - - - - - - - - - (270,489) 270,489 - |
Balance at 31st March 2024 £ - - - - - - - 15,176 29,961 - - - - 20,000 - |
|---|---|---|---|---|---|
| 65,137 1,295,391 500,000 1,860,528 |
P a g e | 25
14. ANALYSIS OF NET ASSETS BETWEEN FUNDS
| Fund balances at 31st March 2025 represented by Tangible Fixed Assets Intangible Fixed Assets Debtors Bank Deposits Cash Creditors Net Total Net Assets Fund balances at 31st March 2024 represented by Tangible Fixed Assets Intangible Fixed Assets Debtors Bank Deposits Cash Creditors Net Total Net Assets |
Unrestricted Funds £ are - - 4,878 - 913,401 (918,279) - Unrestricted Funds £ are 13,631 - 328,704 695,057 (319,056) (218,336) 500,000 |
Designated Funds £ - - - - - - - Designated Funds £ - - - - 1,295,391 - 1,295,391 |
Restricted Funds £ - - - - - - - Restricted Funds £ - - - - 65,137 - 65,137 |
Total £ - - 4,878 - 913,401 (918,279) |
|---|---|---|---|---|
| - | ||||
| Total £ 13,631 - 328,704 695,057 1,041,472 (218,336) 1,860,528 |
15. DIRECTORS REMUNERATION AND RELATED PARTY TRANSACTIONS
Three trustees were reimbursed travel and related expenses in the year of £147 (2024: £1,286).
The total amount of donations funded by trustees was £2,818 (2024: £6,864).
Tania Bright is a board member of Essential Christian, the organisation that runs Spring Harvest. Home for Good paid £287 for a stand at Spring Harvest (2024: £23,051). During the year, Home for Good paid £98,319 in 2024 in advance towards exhibiting and sponsoring the 2024/25 Spring Harvest event.
P a g e | 26