**Charity Registration No. 1187498 (England and Wales)**
## **MY HOME LIFE CHARITY**
**TRUSTEE REPORT AND UNAUDITED FINANCIAL STATEMENTS**
**FOR THE PERIOD ENDED 31 July 2021**
## **My Home Life Charity**
## **LEGAL AND ADMINISTRATIVE INFORMATION**
**Trustees** Des Kelly OBE (Appointed 1 August 2019) Julienne Meyer CBE (aka J Davies) (Appointed 1 August 2019) Sylvie Silver MBE (Appointed 1 August 2019) Patricia Margaret Bailey (Appointed 1 July 2020) Susan Grant (Appointed 1 July 2020) Carole Sawyers (Appointed 1 July 2020) Anita Peet MBE (aka A Astle) (Appointed 1 July 2020) **Secretary** Julienne Meyer CBE **Charity number (England and Wales)** 1187498 **Company number** CE020395 **Principal address** Melford House Crown Heights Guildford Surrey GU1 3TX **Bankers** HSBC UK PLC 12A North Street Guildford, Surrey GU1 4AF
## **My Home Life Charity**
## **CONTENTS**
||**Page**|
|---|---|
|Chair's report|1 - 2|
|Trustees' report|3 - 6|
|Statement of financial activities|7|
|Balance sheet|8|
|Notes to the financial statements|9 - 10|
## **My Home Life Charity**
## **CHAIR'S REPORT**
## _**FOR THE PERIOD ENDED 31 July 2021**_
I have had the honour of being Chair of MHL Charity now for 1 year and seven months (registered with the Charity Commission on 01 August 2020) and am delighted to present a report for the year end (31 July 2021). During the last year, we have benefitted from the expertise of our 7 Trustees, who have a wide range of experience and considerable knowledge and understanding of care homes.
The MHL Charity Board has met on a bi-monthly basis occasions and have agreed, in line with our Constitution, the adoption of several policies to be reviewed on an annual basis (October) including a conflict-of-interest policy, code of conduct policy, travel and subsistence policy, and fit and proper person policy. We have also agreed a role description for Trustees and completed and signed our declaration of interests.
We had an additional meeting with MHL Partners across the UK and in Australia and Germany to inform our strategy for the next year and met with them on a further six occasions to co-create a Memorandum of Agreement (MoA), which all MHL Partners have now signed. The MoA helpfully addresses our purpose, values and principles, goals and objectives, roles and responsibilities (for the charity and for member organisations), evaluation, financial contribution, term and termination, authorization, as well as, listing the MHL Partners.
Following Professor Belinda Dewar’s (Lead: MHL Scotland) departure from the University of the West of Scotland UWS), with UWS’ agreement and the support of Scottish Care, MHL Scotland is now hosted at Robert Gordon University (RGU) under the leadership of Professor Catriona Kennedy. Belinda has been awarded an honorary visiting professorship at RGU and will continue to work with the MHL Scotland team there. I would like to thank UWS for the commitment and support that they have previously provided to My Home Life Scotland over many years. We look forward to working with colleagues at RGU, going forward.
We are now in the process of developing a website for MHL Charity (led by Sylvie Silver) and have appointed a lead for fundraising (Susan Grant), together with a subcommittee to support her. We are also working on our future strategy and business case.
Financially, we have been able to cover our costs for the first year. The University of Ulster kindly gave a donation of £1,000 from their work in MHL Northern Ireland and South Adelaide Local Health Network signed a contract for £16,335 for the delivery of The Repatriation Neuro-Behavioural Unit project. This has enabled us to take out cover with Hiscox Insurance Ltd for professional indemnity, public and products liability, and employer’s liability.
In August, a report was shared with The Rayne Foundation describing some of the extraordinary outcomes that had been achieved linked to the COVID-19 Care project. We were delighted when the success of this project led to MHL Charity and those involved in the WhatsApp group being given a 2020 Nursing Times Award (Care of Older People) for supporting social care through the coronavirus pandemic. The Rayne Foundation have kindly agreed that the underspend can be used to explore with care homes how they would like to share their learning with others as they come out of the pandemic (recovery and rehabilitation).
MHL Charity continues to support the work of MHL Partners to improve quality of life for those living, dying, visiting, and working in care homes.
My Home Life continues to flourish in each of the different countries and we are particularly delighted that the DHSC in Northern Ireland, who funded Professor Assumpta Ryan at University of Ulster (Lead for MHL Northern Ireland) to roll out of the MHL Leadership Support and Community Development programme to over 100 care homes in Northern Ireland, are now looking to expand this programme to include all care homes in Northern Ireland. Under the leadership of Tom Owen at City, University of London, MHL England continues to work in partnership with The Linking Network to deliver the Care Home Friends and Neighbours: Intergenerational Linking project, as part of the #iwill campaign, funded by The Dunhill Medical Trust and National Lottery Community Fund to make participation in social
1
## **My Home Life Charity**
action the norm for young people under 20, especially those from less affluent communities. They have successfully recruited and are now supporting and capturing learning from 11 pilot sites across England. Over the last year Professor Belinda Dewar OBE and colleagues in MHL Scotland have continued to work with MHL Germany on several initiatives, including a project on Human Rights in care homes. Building on learning from her recently completed PhD, Dr Caroline Emmer De Albuquerque Green (Lead for MHL Germany at Josef und Luise-Kraft Foundation) is currently leading the development of a My Home Life funding proposal on human rights in care home, with support from MHL Partners. Victoria Lloyd (Co-Lead MHL Cymru at Age Cymru) spent most of last year productively developing, embedding, and delivering system-wide improvements across health and social care and Professor Fiona Verity (Co-Lead for MHL Cymru at University of Swansea) collaborated with Professor Julienne Meyer CBE (MHL Charity Trustee) on a funding proposal (Enriching Care Home Research Capacity). Although shortlisted but sadly not funded, it demonstrates one way in which MHL Charity can support the work of MHL Partners. On top of COVID-19, 2021 was a particularly challenging year for care homes in Australia, with The Royal Commission into Aged Care Quality and Safety producing its final report with 148 wide-ranging recommendations for the fundamental reform of the aged care system. However, MHL colleagues in Australia feel that this could bring some new opportunities for My Home Life, going forward.
Internationally MHL Charity is currently working in partnership with the SA Innovation Hub to deliver the leadership development and organisational support programme. This work is being led by one of the International Leads for My Home Life Charity (Professor Belinda Dewar) in collaboration with other MHL Facilitators from Scotland (Fiona Cook and Dr Edel Roddy). Work on the Project commenced on 28 January 2021 and is due to end on 31 October 2021. Approaches were made from colleagues in USA (Peter J. Illig, Chief Executive Officer & General Counsel, National Certification Council for Activity Professionals) to the develop My Home Life there and funding is currently being sought by them for this. We were also approached by the Ministry of Long-Term Care in Ontario (Canada) to discuss My Home Life’s 4 underpinning conceptual frameworks to inform their future actions and performance measures to guide oversight and quality improvement in long-term care.
The challenges of COVID-19 in 2020/2021 have meant that support from MHL is now being offered in a variety of different formats, including virtual delivery. We are proud of the way MHL Partners have responded to these challenges and grateful for the continued support they give to taking forward the MHL Vision. This year, MHL Partners hope to publish data on the cross-national impact of My Home Life.
Finally, I would like to thank our dedicated team of Trustees and the MHL Partners who have once again generously given their time and expertise to guide and monitor MHL Charity in our work during the last year. Over the next year, we look forward to seeing how MHL Charity can further develop to enhance the lives of those who live, die, visit and work in care homes for older people.
## **Des Kelly OBE**
## **Chair**
## **20 October 2021**
2
## **My Home Life Charity**
## **TRUSTEES' REPORT**
## _**FOR THE PERIOD ENDED 31 July 2021**_
The trustees present their report and financial statements for the year ended 31 July 2021.
My Home Life Charity was registered as a CIO on 22 January 2020.
During this year, we have been consolidating our key strategic principles, namely:
## **OUR VISION**
We aspire to maximum quality of life for those living, dying, visiting, and working in care homes, and other care settings, for older people.
## **OUR MISSION**
Working with My Home Life Partners for positive change in the care and support of older people.
## **OUR VALUES**
## ▪ _**Developing best practice together**_
My Home Life is informed by an evidence-base for quality of life in care homes (which is equally relevant to other care and support services).
## ▪ _**Focusing on relationships**_
Our central focus is on the importance of positive relationships between people, their families, and staff, and between care services and the wider community.
We recognise that the quality of life of everyone involved in the care experience is crucial to improvements in care practice and emphasise the importance of working together to co-create our desired future.
## ▪ _**Being Appreciative**_
We work appreciatively to focus and build on the positive – ‘what is working well now and why and how can we use that knowledge to inform how we can improve and make things even better?’
## ▪ _**Having caring conversations**_
Developing best practice, enhancing relationships and being appreciative is enabled through having Caring Conversations.
We support people to celebrate what is working well, consider the perspectives of all those involved, connect emotionally, be curious rather than judgmental, be courageous and take positive risks, collaborate to make things happen, and compromise in order to focus on what is possible.
## **OUR GOALS AND OBJECTIVES**
1. To promote quality of life for those living, dying, visiting, and working in care homes, and other care settings, for older people.
2. To seek to ensure that all activity is delivered in line with the values and principles of My Home Life.
3. To ensure that all activity is delivered in a spirit of collaboration and learning between MHL Member organisations.
4. To be evidence-informed and research-active.
5. To support the long-term sustainability of the My Home Life movement acknowledging the origins of its co-created work. _6. To acknowledge the impact that the Covid-19 pandemic has had on care homes and the likely need for ongoing support it necessitates._
3
## **My Home Life Charity**
## **TRUSTEES' REPORT**
## _**FOR THE PERIOD ENDED 31 July 2021**_
## **OUR KEY ACTIVITIES**
The key activities of My Home Life (MHL) include **research, practice development and social impact** as they relate to care home provision.
## **What MHL Charity does:**
MHL Charity delivers UK wide and international good practice communications to the care sector. It raises funds for practical projects, some of which will be delivered on behalf of the Charity by MHL Partners.
MHL Charity currently delivers activity directly or through a range of academic and non- academic partners working in 6 countries. A co-created Memorandum of Agreement holds these member countries to the values and conceptual frameworks of MHL with agreed ‘ways of working’. Intellectual Property is predominantly co-created.
The Charity will hold the shared IP/trademark and act as a supporter to the ‘country-leads’ for MHL Partners.
## **Objects of the Charity (as set out in the Constitution) are:**
- The promotion of civic responsibility and good citizenship for positive change in the care of older people by providing education and training opportunities for people working in long term care and support and carers to learn how to improve quality of life for frail older people living and dying in care homes, or other long-term care settings.
- To advance the education of the public by promoting research, share best practice and by publishing the useful results of such research, including without limitation in relation to:
- a) positive change in the care of older people and
- b) to raise awareness about inequalities for those living, dying, visiting, and working in long term care and support
## **ACHIEVING OUR AIMS**
In order to achieve our aims **MHL Charity** will:
- Grant MHL Partner organisations a royalty-free, non-exclusive licence to use the My Home Life registered trademark and logo for the purposes of delivering the MHL vision and in any external communications, promotional work or funding applications relating to MHL. This will be the primary means of demonstrating that Members are part of MHL network.
- Seek to attract charitable funding to enhance the work of MHL Partners.
- Work to help spread and promote the work of MHL and MHL Partners and facilitate regular communication between Partners organisations.
- Provide networking opportunities for MHL Partners to collaborate and strengthen their research, enterprise and social action activities.
- Ensure the sustainability of My Home Life by providing a safe holding place for MHL initiatives including in the event that a host organisation is no longer able to continue as a Partner.
- Enable other MHL Partners internationally to join the social movement for positive development in care homes.
- Develop an online Knowledge Hub that will serve as the archive for all My Home Life products and resources ensuring history is not lost.
- Mediate between MHL Partners should disputes arise.
4
## **My Home Life Charity**
## **TRUSTEES' REPORT**
## _**FOR THE PERIOD ENDED 31 July 2021**_
## **PLANS FOR THE FUTURE**
In the next year, MHL Charity would like to develop a 3 year strategic plan, which will
- Develop a strong business model
- Ensure financial stability
- Support MHL Partners to strengthen their offer (research, enterprise, social action)
- Share best practice in care homes for the benefit of residents, relatives and staff
- Succession planning
## **Impact of Coronavirus pandemic on planning**
Going forward, these plans may (or may not) be impacted by the Coronavirus pandemic, depending on what happens next. The impact on the care sector has been substantial and priorities and finances will change markedly, meaning, as a support charity, My Home Life will have to be flexible and continue to rethink how best to support quality of life in care homes, probably for many months and years to come.
## **Structure, governance and management**
The charity is a Charitable Incorporated Organisation, whose only voting members are its charity trustees. Trustees confirm that they have referred to the Charity Commission's guidance on public benefit.
The trustees who served during the period and up to the date of signature of the financial statements were:
Des Kelly OBE (Appointed 1 August 2019) Julienne Meyer CBE (aka J Davies) (Appointed 1 August 2019) Sylvie Silver MBE (Appointed 1 August 2019) Patricia Margaret Bailey (Appointed 1 July 2020) Susan Grant (Appointed 1 July 2020) Carole Sawyers (Appointed 1 July 2020) Anita Peet MBE (aka A Astle) (Appointed 1 July 2020)
5
## **My Home Life Charity**
## **TRUSTEES' REPORT**
## _**FOR THE PERIOD ENDED 31 July 2021**_
The trustees set the policies of the charity and exercise overall control. There are currently no day-to-day employees. All work done on behalf of MHL Charity is done by independent consultants, specially selected for the knowledge and expertise on care homes and alignment with the visions and values of My Home Life.
Trustees are appointed by invitation and drawn from our network of contacts across the care sector. We aim to have a cross-section of skills (confirmed by a skills audit) and geographic representation. Potential Trustees are invited to attend and observe a Meeting prior to being formally appointed. All new Trustees are sent an information pack based on materials generated by the Charity Commission.
MHL Charity does not work directly with care setting residents or tenants but by supporting MHL Partners to take forward quality improvement in care homes. Our aim is to ensure quality of life for all those living, dying, visiting and working in care homes.
## **Statement of trustees' responsibilities**
The trustees are responsible for preparing the Trustees' Report and the financial statements in accordance with applicable law and In preparing this report and financial statements the Trustees have followed the requirements with regard to Accounting and Reporting by charities as set out in the Statement of Recommended Practice (SORP).
The trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the CIO and enable them to prepare the financial statements. 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.
The trustees' report was approved by the Board of Trustees.
**D Kelly** Trustee
6
## **My Home Life Charity**
## **STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT**
## _**FOR THE YEAR ENDED 31 JULY 2021**_
|**Notes**
**Income from:**
Donations
Charitable Activities
**Total Income**
1.4
**Expenditure on:**
1.5
Charitable activities
Governance
**Net income for the period/**
**Net movement in funds**
Fund balances at 31 July 2020
**Fund balances at 31 July 2021**|**Year ended 31 July 2021**
**Period ended 31 July 2020**
**Unrestricted**
**funds**
**Restricted**
**funds**
**Total**
**Unrestricted**
**funds**
**Restricted**
**funds**
**Total**
**£**
**£**
**£**
5,000
20,000
25,000
11,000-
-
11,000-
-
-
-|
|---|---|
||**11,000**
**11,000**
**5,000**
**20,000**
**25,000**
1,050
1,050
1,079
1,079|
||**9,921**
**9,921**
**5,000**
**18,950**
**23,950**
5,000-
18,950
23,950
-
-
-|
||**14,921**
**18,950**
**33,871**
**5,000**
**18,950**
**23,950**|
The statement of financial activities includes all gains and losses recognised in the year ended 31 July 2021. The previous period covers all gains and losses recognised from 21 January 2020 (date of incorporation as CIO) to 31 July 2020.
7
## **My Home Life Charity**
## **BALANCE SHEET**
## _**AS AT 31 JULY 2021**_
|**Notes**
**Fixed Assets**
Tangible assets
**Current Assets**
Debtors
Cash at bank and in hand
**Creditors: amounts falling due**
**within one year**
Net Current assets
**Total assets less current**
**liabilities**
**Creditors: amounts falling due**
**after more than one year**
**Net assets**
**Income funds**
Restricted funds
Unrestricted funds
**3**|**2021**
**£**
**£**
-
96
33,775
33,871
-
-
**33,871**
18,950
14,921
**33,871**|**2021**
**£**
**£**
-
96
33,775
33,871
-
-
**33,871**
18,950
14,921
**33,871**|**2020**
**£**
**£**
-
23,950
23,950
-
23,950
23,950
-
**23,950**
18,950
5,000
**23,950**|**2020**
**£**
**£**
-
23,950
23,950
-
23,950
23,950
-
**23,950**
18,950
5,000
**23,950**|
|---|---|---|---|---|
|||**33,871**||**23,950**|
|||18,950
14,921||18,950
5,000|
|||**33,871**||**23,950**|
The financial statements were approved by the Trustees on 20 October 2021
D Kelly C Sawyers **Trustee Trustee**
8
## **My Home Life Charity**
## **NOTES TO THE FINANCIAL STATEMENTS**
## _**FOR THE YEAR ENDED 31 JULY 2021**_
## **1 Accounting policies**
## **Charity information**
My Home Life Charity is a CIO. The registered office can be found on the legal and administrative page.
## **1.1 Accounting convention**
The financial statements have been prepared in accordance with the CIO's governing document and “Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued on 16 July 2014 (as updated through Update Bulletins for periods commencing 1 January 2019).
The financial statements are prepared in sterling, which is the functional currency of the CIO. Monetary amounts in these financial statements are rounded to the nearest £.
The financial statements have been prepared under the historical cost convention, modified to include the revaluation of freehold properties and to include investment properties and certain financial instruments at fair value. The principal accounting policies adopted are set out below.
## **1.2 Going concern**
At the time of approving the financial statements, the trustees have a reasonable expectation that the CIO has adequate resources to continue in operational existence for the foreseeable future. Thus the trustees continue to adopt the going concern basis of accounting in preparing the financial statements.
## **1.3 Charitable funds**
Unrestricted funds are available for use at the discretion of the trustees in furtherance of their charitable objectives.
Restricted funds are subject to specific conditions by donors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements.
## **1.4 Income**
Income is recognised when the charitable company is legally entitled to it after any performance conditions have been met, the amounts can be measured reliably, and it is probable that income will be received.
Cash donations are recognised on receipt. Other donations are recognised once the charitable company has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.
Legacies are recognised on receipt or otherwise if the charitable company has been notified of an impending distribution, the amount is known, and receipt is expected. If the amount is not known, the legacy is treated as a contingent asset.
## **1.5 Expenditure**
Expenditure is recognised on accruals basis as a liability is incurred. Expenditure includes any VAT which cannot be fully recovered and is reported as part of the expenditure to which it relates.
9
## **My Home Life Charity**
## **NOTES TO THE FINANCIAL STATEMENTS**
## _**FOR THE YEAR ENDED 31 JULY 2021**_
## **1 Accounting policies**
## **(Continued)**
## **1.6 Cash and cash equivalents**
Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.
## **1.7 Taxation**
The CIO is a registered charity within the definitions of section 506(1) Income and Corporation Taxes Act 1988 and therefore it is not assessable to corporation tax on any surplus charitable funds.
## **2 Trustees**
None of the trustees (or any persons connected with them) received any remuneration or benefits from the CIO.
## **3 Restricted funds**
The income funds of the charity include restricted funds comprising the following unexpended balances of donations and grants held on trust for specific purposes:
Donation by The Rayne Foundation to support care staff throughout the COVID 19 pandemic:
Unexpended balance at 31 July 2020 and 31 July 2021 £18,950
The Trustees have agreed a workforce support project, with the full support of the Rayne Foundation, which will be undertaken in the next year.
10