Registered Charity No. 1186457 Company No. 12124874 ST AUGusllNE'S COMMUNITY CARE TRUST TRADING NAME HOMELINK TRusfEES' REPORT AND FINANCIAL STATEMENTS FOR THE PERIOD ENDED 31 DECEMBER 2022 **ST AUGUSTINE’S COMMUNITY CARE TRUST FOR THE PERIOD ENDED 31 DECEMBER 2022** ## **CHARITY INFORMATION** Permanent Trustees The Ven. Richard Frank Revd Canon John Kafwanka Kaoma Lay Trustees/Directors Ms Lesley Low – Appointed 15[th] March 2023 Mary Mellor- Resigned 18[th] January 2023 Dr Rita Harris – Appointed 18[th] January 2023 Steve Monaghan Alnoor Samji Dr Lesley Seddon (Chair) Michael Horsley Carolyn McCombe John Lord Roubina De Winton Chief Executive Officer Jacqui Parris Charity Number 1186457 Company Number 12124874 Registered address Homelink Day Respite Care Centre Hospital Bridge Road Twickenham Middlesex TW2 6DE Independent Examiner Stephen B McAlpine SBM Associates Limited, trading as SBM & Co 24 Wandsworth Road London SW8 2JW Homelink Trustees. Annual Re ort for the Year Endin 31¢ December 2022 l. Ob ectives and Activities Based in Whitton. Twickenh3m. Homelink was started In 1997 in a church hall. by members of the congregation of St. Augustine's of Canterbury Church. who sawtherewas a need for a day respitefacility offering family carers a mLJch-needed break from their caring duties. Twenty-six years later we now have a purpose-built centre, setving the wider community, where we offer three main services: day respite care and support in the centre, respite support in people's homes, and direct SUPPOrt for carers. Our income in 2022 was £385.220. we employed 4 full time and 21 part time staff and were supported by around 44 volunteers. The charitvs overall objective and defining purpose is to provide support and care to local people with a long-term illness, disability, or mental health issue, thereby giving respite to their carers. 2. Achievements and Performance in 2022 We are proud ofthe waywe supported our clients and carersthroughout Covid and duringthe aftermath, which is still being felt. A summary of our main achievements since 2021 include.. Establishing direct support for carers and raising funding for this,. Receiving consistently excellent feedback from carers and clients; Achieving glowing results in Investors in People accreditation for the fourth time: Da Centre Across the year. 104 clients benefitted from the care and support offered in our day centre, giving carers regular respite. safe in the knowledge that the person they cared for was being looked after in 3 safe, stimulating, and person-centred environment by a team of trained staff and volunteers. The feedback we received demonstrated that the social interaction at the centre led to reduced feelings of isolation and an improvement in the wellbeing of the people we cared for and their carers. Clients recelved a home cooked meal and a varied programme of enjoyable and stimulating artivities which included music therapy, reminiscence exercises, inter-generational work, movement classes, craft sessions, virtual reality, quizzes, gardenin& cookery, musical entertainment. singin& dancin& discussion groups, poetry, and Platinum Jubilee tea parties. We worked with a range of partners to provide activities and entertainment including Otakar Kraus MusicTrust, BrighterTogether, Richmond Music Trust and local schools. 2022 continued to be a challenging year for the centre with client numbers lower than before the pandemic. We also saw a higher level of need amongst new referrals to the service and consequently a higher client turnover than before the pandemic. Carer Su ort Service Homelinws Carer Support Service gave direct help and support to 91 individual carers throughout 2022, thanks in part to funding given bythe Hampton Fund. The seNice offered regular meetings, information. signpostin& one-to-one advice, informal emotional and practical support, to carers of people with dementia. Additionally, we ran several social events and activities for carers, including coffee momings, afternoon teas, and craft sessions, providing opportunities for carer5 to 50cialise whilst receiving peer support. Carers were also able to attend regular music therapy, thanks to our collaboration with Otakar Kraus Music Trust. IX. In December, we were delighted to receive confirmation of funding from the Reaching Communities Lottery Fund, enabling usto expand and continue to offerthis support beyond 2022. Throughout the year, we continued to work in partnership with Richmond Carerfs centre as part of the Richmond Carerfs Hub, to deliver fortnightly support groups to those caring for a partner or a parent with dementia. This ongoing work is part of a 3-yearsub-contract funded by Richmond Council. Homelink at Home Homelink provided respite support at home to 12 clients who were unable to attend the centre. During these visits our clients benefited from an individualised and engaging artivity programme including reminiscence. games. qui22es, arts and crafts. and seasonal. themed attivities as well as emotional support. 3. Financial Review Flnancial Statements The financial statements, including the notes. have been prepared in compliance with the Statement of Recommended Practice ISORPI "Accounting and Reporting by Charitie5" 2015 IFRS 1021. The analysis of income and expenditure reflects the classification of activtties. together with costs relating to administration. statement of Financlal Activities The Statement of Financial Artivities is shown on page 12. with a more detailed analysis of income and expenditure within the notes to the financial statements. The total income for the year was £385,22012021: £340,295). Incorne from client fees increased by £83,602, however this was offset by falls in grants of £23.020 ond HMRC Furlough grant of £20,002. Total expenditure for the year increased slightly to £439,313 12021: £434,901). The main itern of expenditure is Staff Costs which were £28S,689, £728 lower than 2021. Homelink has an excellent record of managing and controlling its Costs. and this is of paramount importance as Homelink emerges from Covid with lower client numbers. Principal funding sources The charity is largely dependent upon client fees and grants which made up 87.5% of total income. Thi5 income was supplemented by the small contract with Richmond Carers for carer 5UPPOrt services. and donations from individual donors and companie5. A full list of grants and donations received is set out in notes 2, 3 and 5 to the accounts. 2022 continued to be a challenging year for Homelink, resulting in a net loss of £58,27212021 £86,214). The main driver of this loss was client numbers which did not recover to the pre covid levels. Balance Sheet The above result led to a reduction in net assets of £58.27212021: reduction of £86,214), which produced a combined fund balance of £1,192,26712021.' £1,250.5391 at year end. The analysis of the funds can be found in note 17, with the movements within each fund detailed in note 18. Overview In 2022 the Homelink centre was fully opened with no restrictions, however client attendance numbers of around 82 per week were still well below pre-covid levels of 125 per week. The pandemic resulted in people with dementia and their carers feeling more vulnerable, and this made it difficult for both existing and new clients to rnake the decision to attend Homelink. A financial break-even position for Homelink is around 100 client attendances per week lassuming all other income sources remain constantl. Client numbers are gradually rising and we are hoping to achieve 100 client attendances per week in the latter stages of 2023. The charity has been assessed by the independent examiner as a going concern and we are confident that in 2023 we will be much closer to our objective of breaking-even. Homelink is determined to overcome the challenge of clients, reluctance to leave home and is focused on reaching out through multiple channels to the many vulnerable and socially isolated people in our locale. Our income and its sources Homelink's total income increased by 13.2% to £385,220 in 2022.12021- £340,295}. The main income source supporting Homelink's operations continued to be Client Fees. Hornelink experienced a steady and significant increase in client numbers, and consequently an increase in fees of 52.5% to £242,930 in 2022 (2021= £159,328). Grants income continued to be an extremely important source of income for Homelink, however it fell by nearly 20% to £94,264 in 202212021- £117,284) when Covid emergency grants were no longer available. Grants in 2022 included income from Hampton Fund 1£35,0001, Mercers (£5,000), Richmond Council {£17.1661, Morris Beneficent1£4,OOJI and Garfield Weston1£20,0001. Homelink continued to receive great support from people and organisations that were touched by our mission. Total donations in 2022 were £29.033, a slight reduction of £1,171 compared to 2021. Income from investments increased marginally to £4.02612021: £3,482) Managed cost Total costs had a sm211 Increase of 1% or £4.412 to a total spend of £439.313 comparing to £434,901 in 2021. Overall costs are very well managed with the total spend being consistent over 2021 and 2022. Higher levels of cleanliness due to Covid resulted in cleaning costs rising by 20% to £15,163 in 2022 from £12,567 in 2021. Investment policy The Trust Deed states, "Any part of the capital or income of the Trust Fund which may not for some time be imrnediately required for the purposes aforesaid, may until so required be invested by the Trustees in or upon any investments for the time being authorized by Law." It also states that all property and funds shall be applied to the objerts of the Trust. At the 31st of December 2022 Homelink had a cash balance of £49.264 to fund current expenditure and a cushion to deal with any shortfall. Homelink ha5 a further reserve of £66.940 Iwdlued as at 3111212022} invested in M&G Charifunds. a unit-based fund investing in mainly UK equities designed specificalty for charities. Homelink could sell these funds and receive cash in less than 10 days if needed. The funds invested with M&G Charifunds receive a variable yield dependent on the dividends of the equities within the fund. These investments are market valued at 31st December and any gain or loss is recognised In the Statement of Financial Activities. All deptssit moneys (but not Charifundsl are protected by the FSCS up to the current limit of £85.000 per deposit. Reserves Policy Our policy is to maintain unrestricted reserves of approximately 3 to 6 months of operating costs Wtthin the General Fund. This will allow the Charity to have the option of developing new services or expanding current ones in line wrf(h the changing needs of the community. It will also ensure that delays in receipt of expected income do not interrupt services or cause financial difficulty for the Charity- In addition, it enables the Charity to survive unexpected setbacks and problems arising from internal or external causes such as Covid. The total of £77.766 {2021- £107.6681 equated to approximately 2 months. This position is considered to be low and will be monitored c105ely in 2023. Risk management The trustees have as5e55ed the major risks to which the charity is exposed, in particular those relating to the operation and finance5 of the charity- Systems are in place to minimise exposure to the major risks, with a risk management register in place and reviewed at least annually by the trustees. The charity operates planning and budgeting systems within an annual budget approved by the Trustees. Any significant changes are subject to Trustees, approval. Comparison of artual performance to approved budgets is undertaken on a monthly basis. 4. Governance St. Augustine's Community Care Trust {trading as Homelinkl is a charitsble company limited by guarantee. th The organisation was incorporated and registered as a new charity on 25 July 2019 and remained dormant until l January 2020. Prior to this, St. Augustine's Community Care Trust (Homelink) was trading as unincorporated charity number 1047856. A Memorandum of Association sets out the object5 and powers of the organisation and it is governed under the Articles of Association. The Directors of Homelink are also the Charity Trustees in accordance with charity law. The Board consists of a minimum of 3 and a maximum of 12 members, comprised as follows: 2 x Ex-officio Trustees: The Vicar of the church of St. Augustine's of Canterbury. situated in Whitton, Middlesex. o The Archdeacon of Middlesex in the Diocese of London {Kensington Episcopal Areal. Up to I person nominated by the PCC and appointed by re501ution of the Board. Up to 9 other people appointed by resolLrtion of the Board. Vacancies are advertised locally, and candidates are interviewed by a panel of 2-3 Trustees and the CEO. Trustees come from a range of backgrounds including adult social care. finar¢ce, law and commerce, and many have lived experience as unpaid carers. We conduct regular surveys and consult clients and carers daily. Our person-centred activity programme is designed in accordance with the individual needs and interests of our clients and carers. All trustees are required to attend training on the role of the trustee and have had regard to the Charity Commission's guidance on public benefit. There were no changes to trustee membership during the period. The Board is required to meet a minimum of 6 times per year and the quorum for a board meeting is 6 trustees. During 2022. the board met 10 times. 5. Mana ement and Staffin Structure Day to day running of the charity is delegated to the Chief Executive Officer who leads a Management Tearn representing the key functions of the organisation. Following the departure of the Care Lead in April 2022. the management structure was revised to rneet the changing needs of the service, in particular the urgent priority to increase client numbers, the coordination and management of volunteers, activity plannin& and leadership of the day-to-day sessions within the centre itself. The previous structu￿. detailed in Figure I was created in response to the pandemic when we had a significantly redU￿d number of volunteers. no entertainers and were introducing the Homelink at Home service. The new structure, detailed in Figure 2, better inte8rates our service offer, glving responsibility for the management of both the centre and the carer support services to one Care and Support Manager. The introduttion of a Centre Coordinator role provides leadership on the centre floor. thereby improving coordination of the day. and ensuring that the activity programme better reflects individual client needs. The introdurtion of a Client Engagement and Volunteer Manager enables us to improve upon the recruitment. management and coordination of volunteers. urel- revious Structu Cdre Lead. Office nager. Respite Mana8er- Inante MHnagÈr 5upwrt Cwrdinator Staff Nurses Health CèrE Stants Chefxl ome volunteer5 Js Es¢orts areT WO￿ ure 2- cunent strurture Ca* and Support Mènager andVoluntÈer Man4er Coordinator Manaier Cer)tre Coordinètor lealth Care A$￿stants Chfersupport Worker qome Respiti Worke