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2023-03-31-accounts

Company number: 01653388 Charity number: 512992

Father Hudson’s Society

Report and financial statements For the year ended 31 March 2023

Father Hudson’s Society

Contents

For the year ended 31 March 2023

Reference and administrative information ...................................................................................... 1 Trustees’ annual report .................................................................................................................. 3 Independent auditor’s report ....................................................................................................... 43 Statement of financial activities (incorporating an income and expenditure account) ................... 47 Balance sheet ............................................................................................................................... 48 Statement of cash flows ................................................................................................................ 49 Notes to the financial statements ................................................................................................. 50

Father Hudson’s Society

Reference and administrative information

For the year ended 31 March 2023

Father Hudson’s Care is a working name of Father Hudson’s Society.

Company number 01653388 Country of incorporation United Kingdom Charity number 512992 Country of registration England & Wales Registered office and St George’s House operational address Gerards Way Coleshill BIRMINGHAM B46 3FG President Most Rev. Bernard Longley Trustees Trustees, who are also directors under company law, who served during the year and up to the date of this report were as follows:

Mr Kevin Caffrey MBE Chair 4
Mrs Anne Plummer Vice Chair 3, 4
Mrs Gail Brown 1
Mr Brian Basford 1, 4
Mrs Julia Fitzsimons 2,4
Rev. Michael Gamble 2
Rev. Kevin Kavanagh 3
Mr Peter Deeley 1
Ms Jessica Moore 2
Ms Fionnuala Hegarty 3
Mr Brendan Clifford 2
Mr David Craig 1
Sir Peter Fahy 3
Ms Jane Wilton 3

  1. Member of Finance, Land and Support Services sub-committee

  2. Member of Adult Care sub-committee

  3. Member of Children and Families sub-committee

  4. Member of Monitoring and Review sub-committee

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Father Hudson’s Society

Reference and administrative information

For the year ended 31 March 2023

Key management Mr Andrew Quinn Company Secretary/Chief Executive
personnel Mr Noel Stubbs Financial Controller
Mr Kevin Hateley Fundraising, Communications and Marketing
Manager
Mrs Joanne Walthew Fostering Service Manager
Mrs Hardeep Brayna Human Resources Manager
Mrs Joanne Watters Head of Community Projects
Mr Edward Brown Head of Adult Care
Bankers Lloyds Bank plc
3 Maple Walk
Chelmsley Wood
B37 5TS
Solicitors Gateley Legal
One Eleven Edmund Street
BIRMINGHAM
B3 2HJ
Investment advisors Evelyn Partners
3rdFloor, 9 Colmore Row
BIRMINGHAM
B3 2BJ
Property advisors ehB Reeves
Somerset House
Clarendon Place
Leamington Spa
CV32 5QN
Howkins & Harrison
7 – 11 Albert Street
Rugby
CV21 2RX
Auditor Sayer Vincent LLP
Chartered Accountants and Statutory Auditor
Invicta House
108-114 Golden Lane
LONDON
EC1Y 0TL

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Father Hudson’s Society

Trustees’ annual report

For the year ended 31 March 2023

The Trustees present their report and financial statements for the year ended 31 March 2023. The Reference and Administrative details on pages 1 and 2 form part of this report.

The statements appear in the format required by the Statement of Recommended Practice, Accounting and Reporting by Charities applicable to charities preparing their accounts in accordance with FRS102. The report and statements also comply with the Companies Act 2006 as Father Hudson’s was incorporated by guarantee on 22 July 1982, to continue the work started by Father Hudson at the beginning of the 20th Century. It was established under a memorandum of association which established the objects and powers of the organisation and is governed under its articles of association. The Trustees’ annual report meets the requirements of a directors’ report as required by company law.

Review of planned activities and principal achievements for the year

Objectives and activities

Father Hudson’s main objectives include: the relief of financial hardship and suffering, relief of sickness and preservation of health, and the advancement and the promotion of the support, relief and care of children and young people without families able to care for them, or who are in trouble or at risk, elderly people and their carers, people with disabilities, and individuals, families, communities and groups who are in need.

The Trustees review the aims, objectives and activities of the charity each year. This report looks at what the charity has achieved and the outcomes of its work within the last twelve months. The Trustees report the success of each key activity and the benefits the charity has brought to those groups of people that it is set up to help. The review also helps the Trustees ensure the charity's aims, objectives and activities remained focused on its stated purposes.

Public benefit

The Trustees have referred to the guidance contained in the Charity Commission's general guidance on public benefit when reviewing the charity's aims and objectives and in planning its future activities. In particular, the Trustees consider how planned activities will contribute to the aims and objectives that have been set.

The objects are met through a variety of activities which are summarised below. Each activity, the beneficiaries and the public benefit are discussed in greater detail further in the report.

Adult Care

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Father Hudson’s Society

Trustees’ annual report

For the year ended 31 March 2023

Children and Families

Community Projects

Within Father Hudson’s Care (FHC)

Supporting other Charities & projects

Objectives and Strategies

Father Hudson’s has a three-tier format for setting its objectives and devising the strategies and activities to meet those objectives:

The activities of Father Hudson’s are undertaken by dedicated full and part-time staff supported by volunteers who selflessly give their time as committee members, advisors, "panel members", project support and fundraisers. To all the staff and volunteers, the Trustees express their deep gratitude and acknowledge the importance of such valuable support.

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Father Hudson’s Society

Trustees’ annual report

For the year ended 31 March 2023

Adult Care

The Adult Care work of Father Hudson’s is focussed on three areas of activity: care for people with complex learning and physical disabilities, care for older people including those with dementia, and care for people with moderate learning disabilities. It supports people to lead lives which are fulfilling and meaningful. Last year the Adult Care department had a turnover in excess of £5.8 million. Care is commissioned and funded by local authorities, CCGs or is privately funded in some instances as at St. Joseph’s. The work it does is challenging yet rewarding, the needs it meets diverse.

During the past 12 months the impact of the COVID-19 pandemic has significantly lessened. There has continued to be a period of stability in terms of the operational structure and service delivery. There continues to be a strong leadership structure in place and a continued focus to ensure that there are opportunities for career development within the department. There is a well- established quality framework to ensure high quality care is delivered.

CQC have not yet resumed their usual pattern of inspections but have instead been monitoring services using their monitoring approach, a schedule of themed inspections and inspections based on risk. CQC are introducing a new single assessment framework later in 2023 and have begun to inspect services on a more routine basis.

St Joseph’s Care Home is now rated “Good” by CQC following an inspection by CQC in March 2023. In July 2019 St Joseph’s was inspected by CQC and received a ‘Requires improvement’ rating. However, improvement in the quality of care and leadership of the home were noted. The service has continued to improve over the years but with inspection activity suspended the service was still rated as requires improvement. As part of CQC’s monitoring approach St Joseph’s was reviewed by an inspector virtually in November 2021. The inspector noted a number of areas of good practice and innovation including monitoring audits and strong managerial oversight. A number of improvements were identified by the inspector and these have been actioned. St Joseph’s was finally inspected in person by CQC on 7[th] March 2023. The inspectors recognised the improvements made to the service and that there was evidence that these improvements were now sustained. Therefore, St Joseph’s Care Home now has a “Good” rating overall, with all areas inspected being rated as “Good”

In September 2019 St Catherine’s was inspected by CQC and received a ‘Good’ rating improving on the previous year’s ‘Requires improvement’ rating. In January 2022 the CQC carried out a themed inspection in regard to Infection Control. CQC were assured that the service was protecting people by the prevention and control of infection. This inspection does not affect the services rating. There has been no further direct monitoring activity during 2022/23.

In November 2020, the Domiciliary Care service was inspected by CQC and received an overall ‘Good’ rating. The service was rated Good in all five areas of inspection, another improvement on the previous inspection of 2018. There has been no direct monitoring activity carried out directly with service from CQC during 2022/23.

The Head of Adult Care continues to invest time developing the leadership in the services to ensure positive, person-centred outcomes for those using the services.

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Father Hudson’s Society

Trustees’ annual report

For the year ended 31 March 2023

During 2022/2023 the COVID-19 pandemic has had a less significant impact on adult care services. However, 2022/23 has been marked by a process of rebuilding and adjusting to life in a postpandemic environment. This has included continuing to manage incidents of COVID-19 infection whilst adjusting approaches to align with government guidance and best practice.

Having adapted support throughout the pandemic the day service has been able to continue to provide high quality and safe support to people. The service has been able to welcome back external tutors, ease restrictions by ending the use of bubbles and ease the use of PPE, as per government guidance. All these restrictions were eased on a risk- assessed basis and are in line with government guidance. Packages of support continue to be reviewed and the service continues to receive enquiries and referrals for prospective new clients.

Due to the impact of the COVID-19 pandemic St Joseph’s had operated three out of four wings over the previous year. However, St Joseph’s has been able to fully open again from 4[th] April 2022. During 2022/23 the service has been steadily building up occupancy. A key to this success has been significant use of respite stays. Restrictions have eased thoughout the year. The service is now fully open to relatives and friends of residents, testing is now reduced and the use of PPE has been changed on the basis of risk assessed approach and in line with government guidance, best practice and local advice.

In both residential settings (St Joseph’s and St Catherine’s) during the pandemic the staff teams have faced significant challenges meeting the needs of residents and have prioritised mental wellbeing of residents throughout. Whilst there is still an increased focus on infection control, other measures have reduced. Testing and the use of PPE is now reduced in line with government guidance, best practice and local advice

In Domiciliary Care and Supported Living services with the lifting of restrictions, the service has successfully supported clients to engage in activities and employment opportunities as prepandemic. The mental wellbeing of clients has been and continues to be a focus due to the impact of the pandemic and changes as society emerges from it.

Whilst the challenges posed by the pandemic on the department over the last few years cannot be underestimated the staff have shown remarkable commitment, flexibility and innovation. This means the department has been able to continue to provide high quality, safe and person-centred care and support for all those the department serves as society has emerged from the pandemic. The department has had a year of adjusting and rebuilding well.

St. Joseph’s

St. Joseph’s is a 59 bed care home, caring for older, frail people the majority of whom have varying degrees and types of dementia. The aim of the home is to provide nurturing, stimulating and compassionate care, through a variety of interventions and activities which aim to encourage people to participate in and enjoy fulfilling, worthwhile activities with friends, companions and their families. St. Joseph’s is a home for life and strives to be a place of nurturing, compassion and homeliness.

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The home is regulated and inspected by the Care Quality Commission.

St Catherine’s Bungalows

16 people live in three bungalows. They each have complex care and support requirements demanding a range of specialist interventions. Those living at the bungalows are encouraged and enabled to join in with as many opportunities as possible. Support staff believe strongly, that a person’s disability should not prevent them from living a fulfilling life and the staff team have real commitment to the ethos of supporting residents to live life to its fullest. Ordinarily, all residents enjoy annual holidays, short breaks and active social lives. The work of the bungalows is supported by residents’ families who are encouraged to take part in all aspects of care planning where possible.

The bungalows are regulated and inspected by the Care Quality Commission.

St. Catherine’s Day Service

22 people attend the day service on a daily basis. They travel from Warwickshire, Birmingham and Solihull to take part in activities aimed at maximising their potential to join in with daily living tasks, to make new friends and have fun. Access to the wider community provides opportunities for people to develop their skills for independence and enjoy being out and about.

It is a service that also provides valuable and much needed respite on a day to day basis for the families and carers.

Domiciliary Care/Supported Living

15 tenants are supported by the Society in housing it owns, additionally one client is supported in his own home. The service is commissioned and funded by the Local Authority or CCGs. Care and support are designed to develop the necessary skills to live as independently as possible. Interventions aim to support tenants in their own flats and in accessing community resources. This involves managing significant risks for some individuals in order for them to further their personal ambitions. Independence develops through greater skill levels, risk management and confidence building.

The service is regulated and inspected by the Care Quality Commission.

The work of the department is built on the dedication, compassion and loyalty of its many carers, support staff and managers. The reputation of the Society relies on them and their devotion to the values and vision it holds. Father Hudson’s is grateful to its teams of staff who work conscientiously to support the work it does.

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Departmental Aims for Adult Care in 2022/23

Children and Families Services

The Children and families service provides three services: Origins, New Routes Fostering and the Family Support School’s project.

The Origins Service (including Post Adoption Support) provides care to adults who were cared for by Father Hudson’s in the past (as residents in the children’s homes; as adoptees; as birth family members of residents and adoptees); and, in its capacity as a registered Adoption Support Agency, the Origins Service focuses mainly on providing care to families which have adopted through Father Hudson’s during the years in which it operated an adoption agency.

The Fostering Service provides placements for children and young people aged between 0 -18 years who are unable to live with their birth families due to a variety of reasons and subsequently are referred to this service by Local Authorities for fostering placements.

The Family Support Schools Project provides a holistic service to children, the parents and the school in order to improve the child’s attendance, educational success and emotional wellbeing. At the end of the year the service was being provided to 25 schools across the Archdiocese reaching out to faith schools and non-faith schools.

New Routes Fostering

New Routes Fostering was established in 1992. The fostering service is based in Coleshill and is staffed by a Registered Manager, Deputy Manager, two full-time social workers and two fostering administrators.

The service is registered with and inspected by OFSTED. The last Inspection was undertaken in January 2022 and was awarded Good. It continues to operate under the West Midlands Regional Contract which is overseen by Sandwell Children’s Trust.

New Routes Fostering provides placements for children and young people on a short-term and longterm basis. There is also scope for young people to remain with their carers under ‘stay put’ arrangements.

The children and young people we care for are amongst the most vulnerable in society and will have experienced some level of adversity which impacts on their physical and mental health and emotional well-being.

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Father Hudson’s Society

Trustees’ annual report

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Foster carers provide a positive experience of family life which aims to provide a secure and stable base enabling children and young people to reach their full potential. New Routes Fostering is committed to providing ongoing training and development and regular support and supervision to carers to achieve this; the children and young people being the ultimate beneficiaries of the service. The matching of the carers’ skills, knowledge and experience balanced with the needs of the child is vital to ensuring stability, thus minimising the potential of disruptions.

Equality Diversity and Inclusion (EDI) remains at the top of the agency’s agenda and the working group continue to meet on a regular basis to explore a wide range of issues at an organisational and departmental level.

The key objectives for the Fostering Service:

Developments of the Fostering service

New Routes Fostering continues to review, amend and implement changes or developments arising as and when and in accordance with the Fostering Service Regulations, National Minimum Standards 2011 and Safeguarding and Child Protection legislation.

New Routes Fostering panel membership is reviewed regularly and we currently have 9 members on the ‘central list’. The breadth of experience and knowledge includes: foster carers, adopters, social worker and teachers with expertise in special education provision. There is a Medical and Legal Advisor.

The Fostering Panel continues to provide invaluable support. The Panel Chair is also involved in a forum which enables good practice to be shared with the agency in order to improve service delivery.

New Routes Fostering remains committed to reviewing and evaluating the service. This includes consulting with the foster carers, staff, children and young people. This takes place in the form of questionnaires, surveys, feedback forms and development days.

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Achievements

Therapeutic Input: The Psychotherapist continues to provide training and individual sessions to foster carers as and when needed, the focus being on providing a therapeutic service/therapeutic parenting. West Midlands Tender: We continue to be part of the West Midlands Framework.

Panel: A hybrid approach has been implemented combining both virtual and face to face panels. Panel continues to work well and a level of continuity has been achieved as the Vice Chair has stepped into the role of Panel Chair.

Training: Carer training is well utilised and attended. Carers have access to the Social Care Training Hub which features an extensive range of courses. Where the need arises, carers will be offered bespoke training to ensure that they are equipped to deal with specific issues.

Children’s Activities: A number of activities have taken place throughout the year e.g. Zip wiring, Forest School and a trip to the theatre etc.

Achievements: Children and young people’s achievements continue to be captured in the quarterly newsletters.

Recruitment: 3 new carer households were approved during the year and it is hoped that we can capitalise on this going forward.

New Website: The new website was launched in February 2023. A number of enquiries have been made. Funding to carers for assisting with recruitment has also been increased and filming is in progress for a new video of New Routes Fostering which feature our very own carers sharing some real success stories.

Plans for the Fostering service for 2023- 2024

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Origins Service

The Origins service provides support after adoption and support after care for those who have been impacted by childhood separation from their family of origin. The separation may have been through adoption or through being in care.

Father Hudson’s Care recognises the lifelong impact of being separated from one’s family of origin, both for the person concerned and for their relatives. It has a long tradition of childcare and preserves over 40,000 records on children going back to 1902. It believes in the value of treasuring personal histories and understands how looking back into one’s past can enhance one’s personal identity. It focuses on assisting adults to understand their childhood experiences, and the decisions made for them, and to gain knowledge of their origins. Reconnecting people separated from their family of origin can bring healing and can help people in moving forward. Although Father Hudson’s no longer provides residential care for children or arranges adoptions, it remains committed to providing quality services for those with a childhood connection to Father Hudson’s.

A fee structure (applicable to some areas of service provision and compliant with regulatory requirements) was implemented with effect from 1 April 2011. This is kept under review. Service users may, in addition, also choose to make a donation.

Origins, in its “support after adoption” services, recognises there can be a lifelong impact for all those connected to an adoption. Adoption laws have changed over the years to reflect the needs of various people connected to adoption. These laws enable them to apply to be put in touch with the relative separated by adoption. After Father Hudson’s ceased involvement in 2009 in arranging adoptions, it registered as an Adoption Support Agency in order to continue to work with adults affected by adoption. Therefore, the quality of the work is regularly inspected by Ofsted, who have consistently judged the quality of the adoption support agency to be “outstanding”, the highest rating. Through Ofsted inspections, the quality of the “Origins” post adoption work is measured against National Standards.

Support to Father Hudson’s adoptive families with adopted children still under 18 is provided under a service level agreement, by another adoption agency that specialises in working with children in adoptive families. This is called Adoption Focus, which formed when Father Hudson’s ceased involvement in new adoptions.

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The following services are provided for adults:

Origins, in its “support after care” services understands the importance of being able to find out information about one’s origins and about the period of time spent in care, so it provides an Origins Service to those who previously stayed in the various Catholic homes it was connected with, including those connected to former child migration schemes. It also recognises the importance of people’s family history and so it can also help with providing family history information from the childcare records when the person formerly in care is deceased.

Sometimes, those formerly in the homes connected with Father Hudson’s wish to visit where their former home was, and so those who would like to arrange a visit to our Coleshill base are welcomed. Assistance can also be given in tracing relatives and reconnecting with family members.

The key objectives for Origins

The key objectives for the service are:

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Achievements

Plans for Origins in 2023-2024

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Schools Family Support Project

The schools’ family support service was established in 2006 to provide early intervention and prevention support to vulnerable children and their families. The service is embedded in Catholic schools in Birmingham, Newcastle-under-Lyme, Stoke and Banbury. The benefits to schools are enormous and the service addresses wide ranging concerns and adversity such as parental neglect and abuse, domestic abuse, poverty, poor housing and poor parental mental health. The impact of these negative factors on children presents in their poor mental health, low self-esteem and confidence, challenging behaviour, poor attendance, self-harm and poor educational achievement. Schools recognise the importance of addressing these harmful factors to improve the life chances for children. Support to children is through child centred interventions that encourage positive growth and build resilience. Parents are supported to address concerns and build positive parenting skills for a healthy and stable home environment. Family support workers are a bridge between home and school and promote parents to better engage with school and their children’s educational attainment.

Safeguarding children is at the heart of the service and close working with schools’ Designated Safeguarding Leads ensures that early signs and risks are identified and addressed. This prevents escalation to more serious concerns. Through the Early Help process family support workers are able to co-ordinate support from a team of professionals around the family to manage complex concerns.

The team consists of a project manager, an assistant team manager, a senior family support worker, a data officer and 4 family support workers. We currently operate in 19 schools securing new contracts in 1 school within this year. The schools involved have expressed a high level of satisfaction regarding the services provided. A number of schools have expressed a wish that Father Hudson’s Care could provide supervision and training for their own pastoral staff.

Intervention and Support Needs April 2022 –March 2023

Services are returning to normal following covid-19 and the easing of lockdowns and restrictions.

Most of the work with children and parents is delivered via drop ins and casework and length of involvement is determined by the level of need and support is provided until objectives are achieved. This flexibility enables workers to build positive relationships that promote longer and sustained change.

Family support workers aim to empower parents to better support their children and become solution focused to resolve issues and concerns. We recognise the importance of building strength in families so that when intervention ceases, families are better able to deal with life challenges.

Direct one to one work with children has included: raising low self-esteem and confidence, reducing anxiety, building resilience factors and raising aspirations so that children can feel happier and safer and have improved life chances.

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Casework figures

Presenting concerns and support needs for children:

Group work

Children

1 transition group with 3 year 6 children to support transition from primary to secondary school. Friendship group – 1 session with up 3 children

Drawing and talking – 3 young people

Parents

Parenting course 1:1 with grandparent – 4 sessions, 1 grandparent attending

Stay and Play – up to 4 parents and children attending sessions

2 SENCo Coffee mornings/meetings to introduce family support – 14 parents attending

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Parents

Routines and behaviour workshops – up to 30 parents attending Family Links parenting course– 2 parents

2 Coffee mornings to introduce family support – up to 20 parents attending

Promote the service and increase school contracts

Discussions on the take up of family support by Catholic MAC’s has been limited. Development of our first family support video which highlights the impact we have had on a KS4 young person.

To continue to offer a professional service to schools.

Improve knowledge, skills and practice for best practice.

Face to face, online courses and webinars were encouraged. This enabled family support workers and admin staff to individually complete a wide range of training listed below.

A training program to pastoral school staff is being developed and it is hoped that this will be ready to be rolled out in the forthcoming months.

Improve data collation to evidence impact and outcomes.

Increase the completion of feedback forms from children and parents.

Key objectives for 2023-2024

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Father Hudson’s Care - Community Projects

Father Hudson’s Care works in collaboration with partners and local communities to reach out and support those in need, some are delivered directly under our charity and others are delivered by smaller charities and groups whom we support. Each partnership community project has its own local focus, identity and governance structure, projects are responsive to local need. We support those in poverty through the provision of food and practical items, those who are experiencing homelessness through accommodation, those who are lonely through social activities and empower people through support, information, advice, learning and skills to improve their lives. We prioritise services for the most vulnerable, specialising in support for refugees, asylum seekers and migrants, individuals experiencing homelessness, vulnerable women, older people and deprived communities. Our Catholic ethos is at the core of this work – ensuring human dignity, helping the poor and standing in solidarity with others.

During 2022/23, six community projects were delivered directly by Father Hudson’s Care (Brushstrokes, Tabor Living, Young at Heart, Sophia House, Fatima House and Ukraine refugees hosting project). With 54 employed staff (at end of March 2023) and 179 active volunteers reaching out and supporting over 3770 individuals in need, including providing direct accommodation to 38 individuals and supporting hosts who have welcomed 47 households. Volunteering and the involvement of local communities and partners continues to be the essential part of all of our projects. This year we have expanded our work through increasing services at Brushstrokes, a large capital renovation for Tabor Living doubling our existing accommodation provision and delivering a new project supporting hosting for Ukraine Refugees working with the Archdiocese.

During 2022/23 we have continued to support local groups including more intense support to three independent local charities (Hope Community, St Chad’s Sanctuary, Maryvale Community Project), providing support with employment, payroll, HR, management, governance, funding, finance and policy support. During 2022/23 two of these charities have provided FHC with some financial contribution towards this support. We have employed 9 members of staff on their behalf over the year. These three charities have supported a further 3458 individuals in need and have 98 volunteers. We also continued to be a key partner for the local charity Anawim, Caritas AOB and Heart of Tamworth. This year we have continued to be lead sponsor for four refugee Community Sponsorship Groups (Rugeley, Derby, Birmingham and Warwick), each group has between 5-20 volunteers.

Supporting Refugees, Asylum Seekers and Migrants in the community

During 2022/23 one of our priority areas has continued to be providing support in the community for refugees, asylum seekers and migrants. The majority of this provision is through Brushstrokes, our largest community project. Two of the charities we support also prioritise this work, St Chads Sanctuary and Hope Community. We promote the ethos of ‘Welcome the Stranger’, helping those in crisis as well as supporting and empowering for the long-term.

Brushstrokes Community Project is delivered by Father Hudson’s Care and is a partnership with the Infant Jesus Sisters, the parish of St Philip Neri and the sisters of Our Lady of Charity of the Good Shepherd. Based in Smethwick and covering Sandwell, West Birmingham and surrounding areas. With

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the ethos of welcome at its core the project provides a holistic service to asylum seekers, refugees and migrants through outreach and advice including specialist welfare benefits, health and housing advice, OISC accredited immigration advice, asylum support; provision of practical resources including food, clothing, household goods, baby equipment and the ‘Brushspokes’ bike project ; education and employment support including accredited ESOL, IELTS and OET and digital skills support; social and wellbeing activities including the community café, welcome Wednesdays, a men’s and women’s group film nights and football ; increasing understanding and access to health services including health screening, pop up vaccination clinics and on site health sessions. The project is funded from a wide range of sources including Sandwell Council, the NHS, Home Office and charitable trusts.

With continued expansion this year, 42 staff and 74 active volunteers (32 new this year), Brushstrokes has provided support to 3398 individuals (5711 overall beneficiaries, 1378 families) from 122 nationalities and 61 languages. 23% of our service users this year were EU nationals linked to the ongoing work on the EU Settlement Scheme Brushstrokes delivers, restricted access to benefits and presentations of homelessness. Those seeking asylum made up 23% of our service users including individuals in hotels and our expanded work in Birmingham. Afghanistan, Iran and India represented the largest groups of service users this year, with Romanians still approaching the service for assistance in large numbers.

Brushstrokes Key achievements in 2022/23 include:

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Brushstrokes Objectives for 2023- 24:

Social support for Older People in the community

Father Hudson’s Care community projects target those who are most vulnerable, marginalised and in need, this includes support for older people. Whilst our direct community projects for this group focuses on the North Staffordshire area, we also support further services for older people through our work with independent local charities including with Hope Community and Maryvale Community Project.

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Young at Heart in North Staffordshire is a project delivered directly by Father Hudson’s Care. It reaches out and supports isolated older people, providing friendship and lunch groups, a music group, telephone befriending and a community gardening project. Through 71 volunteers the project supported 372 older people over the year. Many of these had been increasingly lonely and isolated due to the effects and lasting impact of the pandemic. Through the befriending service, volunteers call older people weekly for a friendly chat as older people's frailty, mobility and mental health has been increasingly impacted. The befriending service has seen an increase in numbers of older people seeking both face to face and telephone befriending support, however we are experiencing a shortage of befriending volunteers and funding for this work, therefore new referrals are currently on hold. Mid-February we successfully recruited a new Community Project Coordinator, however one worker post remained vacant. Young at Heart has further developed partnership work this year by bringing a new partner, The Beth Johnson Foundation, alongside The Methodist Homes Association to deliver these activities through a National Lottery funded project.

Young at Heart 2022/23 achievements:

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Young at Heart 23/24 Objectives

Accommodation and shelter for the vulnerable

Through three community accommodation projects in Birmingham, Tabor Living, Fatima House and Sophia House, we have provided safe shelter to 38 individuals who would have otherwise been homeless during 2022/23.

Tabor Living is delivered under Father Hudson’s Care and is a partnership led by a local management committee comprising of Caritas AoB, the local parish, Companions of Malta, business people from the construction and building industry, a signs company and a PR company. With 8 core staff, a team of bank staff and a team of 25 dedicated volunteers, the project provides accommodation and support to those experiencing or at risk of homelessness.

The project specialises in engaging with rough sleepers and uses a strengths-based approach to move people forward with their lives. In the last year, 23 individuals were provided with a safe place to stay and welcome from our staff and volunteers. Support provided included access to a bank account, EU Settled status and appropriate documentation, healthcare, linking with other agencies, securing welfare benefits, housing, employment, training and volunteering opportunities. Guests are also offered the support of a community support volunteer to help with move on and to reconnect with the local community. Outcomes for guests include securing employment and housing, support for repatriation and making family reconnections – over 65% of our guests have had a positive move on. The project has been particularly effective at welcoming EEA migrants with restricted eligibility to public funds.

In November 2022 capital works to renovate the St Catherine of Siena site in central Birmingham began. This has been funded entirely through securing additional grants, trusts, religious order, individual and corporate donations, and through the in-kind support of the contractor who carried out the extensive renovations. The local authority, WMCA and government have been supportive of the developments. Tabor Living will be relocating from their Digbeth base in April 2023 and the new site will increase accommodation from 8 pods at Tabor House and 3 bedrooms at Tabor Cottage, to 9 emergency rooms and 10 next steps ensuite rooms at the new site, with additional community rooms and development of further community areas in the church. Tabor Cottage will continue to be used as a move on facility.

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2022/23 Tabor Living key achievements:

Tabor Living objectives for 2023/24:

Fatima House in central Birmingham operates as part of Father Hudson’s Care and is a collaborative project with the Columban Missionaries, a local parish, Caritas Archdiocese of Birmingham, The St Vincent de Paul Society and the Archdiocese of Birmingham. The Columban Missionaries lead on the day-to-day operations of the project including supporting the women at the house and volunteers. FHC support with governance, building and financial management, policy and fundraising.

The project provides accommodation for up to 9 female asylum seekers who are destitute and in the process of appealing asylum decisions. During 2022/23 Fatima House supported 11 women with a

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Father Hudson’s Society

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For the year ended 31 March 2023

safe place to stay, supported by 8 active volunteers who are present on site during each day. As well as accommodation, residents can access wellbeing activities, reviews of their immigration cases and access to large communal areas and an IT suite. Residents and volunteers have worked together to develop a thriving garden area.

Fatima House objectives for 2023/24:

Sophia House is delivered directly by Father Hudson’s Care and is a partnership with the Sisters of Our Lady of Charity of the Good Shepherd and St Brigid’s Parish. Sophia House provides safe and supportive accommodation in South Birmingham for to up to 3 female refugees or migrants. Over the year the project has housed 3 women and a young baby, with one resulting in a positive move-on to an independent private tenancy.

During 2022/23 we were successful in funding and recruiting a part time Support Worker for Sophia House. The house remains a secure place of safety for the tenants, with support for them to move their lives forward including one woman who is now in her second year at university and working in the care sector and one woman securing part time work in the hospitality sector. One volunteer befriender continues to provide support and all tenants receive regular support sessions from the Support Worker.

Sophia House objectives for 2023/24:

Ukraine refugees hosting project. Over the last year this new project has been created and developed as a direct response to the war in Ukraine and as the response of the Diocese. This has shown excellent partnership working with the Birmingham Catholic Archdiocese, funding through donations collecting in parishes and through their online fundraising. Through the project we have promoted parishioners to take actions to support refugees and welcoming the stranger. The project has also created and strengthened links with the Ukraine community groups in Coventry and Wolverhampton.

FHC registered as one of the first strategic partners with Citizens UK who are registered to deliver the Homes for Ukraine Scheme with the Home Office. We employed a Ukraine Refugee Project Coordinator

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Father Hudson’s Society

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to coordinate matches, provide 1-1 support for hosts and refugees including organising various workshops, ESOL and online meetings, as well as dealing with external enquiries. Achievements 22/23:

During 23/24 the project will continue to support the remaining hosts, all future new referrals will be diverted to the national St John of God Homes for Ukraine scheme, who are members of CSAN (Catholic Social Action network).

Support and capacity building for local charities and volunteer groups

One of the ways Father Hudson’s Care demonstrates the Catholic Social Teaching principle of Subsidiarity is by providing support to other charities and groups in the Diocese. We support three local independent charities, Hope Community, Maryvale Community Project and St Chad’s Sanctuary providing employment, payroll, HR and support/guidance with management, governance, funding, planning, finance, policy and procedures. Two of these charities make financial contributions towards this support.

Hope Community Project , Wolverhampton is a registered charity and a partnership with FHC, the Infant Jesus Sisters and St Patricks' Parish. Running for over 30 years, the project aims to seek out, reach and support the most isolated, vulnerable and disadvantaged people in the community of Heath Town. Based on the estate, Hope Community services include: basic English and ESOL lessons delivered with Adult Education, a women's chatter group, Stay and Play, Community café, the food pantry which has been in very high demand during the cost-of living crisis, IT classes, holiday activities for young people, after school homework club, a munch club for primary aged children to learn to prepare and cook food with their parents, and this year they also distributed £90k support grants to local people on behalf of the local council. The project supported 1500 people during 2022/23, many of which were new to the area. The project secured National Lottery Reaching Communities funding which has enabled the project to grow adding a further 3 staff members we employed on their behalf.

Maryvale Community Project in Kingstanding, Birmingham is a registered charity and a parish partnership project with Father Hudson’s Care. They provide social activities for older people and adults with learning disabilities. FHC have been working with the Maryvale trustees to provide

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Father Hudson’s Society

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For the year ended 31 March 2023

support with management, fundraising and financial procedures. One part time staff member, with the support of 8 dedicated volunteers, have supported 90 people over the last year through a weekly Tuesday lunch club for older people, a weekly evening Sunshine Club and a weekly in and out club - both for adults with learning disabilities. Activities at the groups include celebration events, dancing, exercise, cooking, life skills and singing. For those unable to get to the groups due to frailty or ill health they are supported through the telephone befriending service.

St Chad’s Sanctuary , Birmingham is a registered CIO and a partnership with FHC, the Infant Jesus Sisters, the Salvation Army and the Archdiocese of Birmingham. The charity is a place of welcome for asylum seekers and refugees which aims to relieve poverty and improve their lives. They target support to asylum seekers in temporary asylum accommodation/hotels in Birmingham, the need for this has grown hugely over the last year with a huge increase in the number of hotels across the city and surrounds. They have supported 1878 individuals (who made 4.456 visits) during 2022/23 through provision of practical items such as clothing, toiletries, food and books, English lessons for adults and family learning for children who do not yet have a school place or are at pre-school. They also provide social support, welcoming new asylum seekers, registering families with children for school places and signposting. They have 60 active volunteers and in March 2023 we employed 4 staff on behalf of the charity.

Refugee Community Sponsorship - Father Hudson’s Care are the lead sponsor with the Home Office for Community Sponsorship Refugee Resettlement Schemes in Warwick, Rugeley, Derby and Birmingham. We have supported these four volunteer-led groups to register with the Home Office and to welcome a refugee family into their community. All four groups have now welcomed families who are settling into life in the UK. Since arriving parents have been attending ESOL, one of the refugees has passed their driving test, 10 children are now in school or pre-school and a baby has been born. The groups will be supporting the families for their first 2 years here initially.

Father Hudson’s Care are executive committee members of Caritas Archdiocese of Birmingham and carry out the administration and marketing functions for this network.

Father Hudson’s Care also provides ongoing governance support for the charity Anawim in Birmingham and the charity Heart of Tamworth in Tamworth.

Fundraising, Communications and Marketing

Regular Giving

We are a few months into a review of our regular donors, checking contact details, gift aid declarations and looking at how we best manage their donor journey. This has highlighted several ‘Major Donors’, which will be handled slightly differently. The review has also confirmed again that work needs to be done to introduce a younger demographic to this group of supporters. As at the end of March we had 115 regular monthly donors, 12 Quarterly donors and 26 who give annually.

This area of fundraising raised £23.5k during the year.

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Father Hudson’s Society

Trustees’ annual report

For the year ended 31 March 2023

Corporate

Progress has been made in this area because of a more pro-active approach, something that will become more evident as we move forward. We have been successful in securing long term partnerships particularly in support of Tabor Living and our Disability Day Centre. We have a target list of individual corporates as well as targeted business types.

During the last year we have also grown the number of corporates who have been supporting our various appeals for food, hampers, clothing and toiletries, which has proven to be invaluable as the urgent need for these items have grown over the past year.

During the year we joined our Chamber of Commerce, which can only help the work that needs to be done in this area.

We have begun to attend various business networking events, as we look to raise awareness of our charity across the corporate sector.

Parishes

As a consequence of the successful ‘Being a Welcoming Church’ campaign, we have put a huge effort into reaching out to Parishes, to seek their support in promoting these virtual events. Feedback has been positive, but it has also underlined the need for us to take the lead. The Archdiocese has been hugely supportive of the above campaign, resulting in His Grace Archbishop Bernard, introducing each workshop.

We are in the early stages of planning a follow up event to the four workshops, to be held in Birmingham in the Autumn.

The annual parish collection proved to be very successful with more than £39k being raised.

Schools

Our work with schools is so important. Not only in terms of fundraising but raising awareness generally.

The 2022 Good Shepherd Appeal raised an encouraging £41k, a significant increase on the previous year. Moving forward we have included another significant increase for 2023.

As at the end of March we had delivered 41 primary school assemblies during Lent, mainly in Birmingham and the south of the Archdiocese. This will increase considerably next year as we plan to recruit a School & Parish Engagement Officer to cover the more northern area.

With more schools becoming part of multi academy trusts (MATS) we are focusing on ensuring our database reflects these changes in order that we work collaboratively with these MAT’s.

We have also begun to engage with more senior schools, again with the aim of raising awareness, which in time should produce more regular supporters. We have plans to introduce a targeted fundraising campaign to these senior schools in the Autumn and have also been into 4 local schools delivering presentations, supporting them at careers events and encouraging work experience placements.

This work will involve widening our reach to non-Catholic schools and colleges.

A short film has been produced promoting the work of our Family Support department, whilst we also have plans to organise a virtual event aimed at Headteachers.

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Father Hudson’s Society

Trustees’ annual report

For the year ended 31 March 2023

Trust and Statutory Fundraising

In November we employed a full-time Trusts and Grants fundraising officer. This person has made a positive start and has begun to bring in significant funding.

She works very closely with our Projects, most noticeably with Brushstrokes, with the need to support certain key roles.

There are potential donor pipelines in place. These are reviewed regularly.

In addition to the work with projects, we are supporting our Family Support department in their effort to reach out to more schools.

Communications and Marketing.

This area has seen a lot of change during the year. As a result, we have seen significant progress in not only our social media channels, but the growth in the production of some excellent short films, promoting and supporting different areas of the organisation.

The department works well with our services and projects and regularly runs targeted campaigns, for Fostering, Tabor Living, Recruitment and events.

Our Annual Review will again demonstrate the work of Father Hudson’s Care and demonstrate the excellent collaboration that exists across our organisation.

Financial review

Financial Results for the year are shown in the Statement of Financial Activities (SoFA).

The SOFA shows that a high proportion of the Society’s income is in the form of fees towards the cost of services. Such fees are charged for provision of residential and day care and fostering services. They are paid by local and health authorities and in the case of residential care may be partially or fully paid by private individuals. The fees received for such services do not cover the full cost of provision of the services. The shortfall is met from voluntary income and reserves.

Projects (Origins service and Community based projects) which attract no fee income are supported from the Society’s fundraising efforts and investment income.

Staff costs are by far the biggest item of expenditure for the Society. Father Hudson’s strives to give residents, clients and service users the highest standard of service and care and relies on the hard work and dedication of its staff for that. It operates in a very competitive environment for staff and therefore offers staff competitive rates of pay and fair leave and sickness benefits. Father Hudson’s also offers all staff membership of a pension scheme. All staff undergo a formal induction programme, have regular supervision and staff meetings, and receive staff newsletters.

Inflation is an issue for Father Hudson’s with major costs on gas, electricity, water and food continuing to increase. Local Authorities, which are under financial constraints are not generally offering increases in fees in line with headline inflation, and certainly not in line with the specific inflation incurred with social care projects. Whilst Father Hudson’s has made some considerable progress in reducing operating deficits, the present economic climate makes further progress difficult without impacting quality of service which is not acceptable to Father Hudson’s.

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Father Hudson’s Society

Trustees’ annual report

For the year ended 31 March 2023

Father Hudson’s has centralised administration functions covering accounting and cash and investments, personnel management, fundraising and estates management.

The SOFA shows net expenditure of £11,047 (2022: net expenditure £322,199) before net losses on investments of £417,780 (2022: gain £358,642). The Society's quoted investments are shown at their market value on 31 March 2023 and are held for the long term to generate income to support the mission of the Society and it is not the intention of Father Hudson’s to liquidate them to any significant extent in the short term. Note 18 gives full details of the movements in the assets and liabilities of the Society's pension scheme, in accordance with the disclosure requirements of FRS102. The nature of the assets held by the scheme and the liabilities of the scheme can lead to volatile results. The Scheme closed to future accrual on 31 July 2017. After taking account of actuarial gains of £1,703,000 (2022: actuarial gains £834,000) the SOFA shows a net increase in funds of £1,274,173 (2022: net increase £870,443).

F.H.S. Projects Ltd, a wholly owned subsidiary company, formed to undertake building development and trading activities, was dormant throughout the year. It has no employees, and the directors receive no remuneration. Its existence continues to be kept under review.

Reserves and Reserves Policy

The Trustees of Father Hudson’s have established a reserves policy which reflects the long-term nature of much of the work of the Society. Father Hudson’s provides residential care to vulnerable adults, most of whom would expect to stay in the Society’s care for the rest of their lives. Additionally, Father Hudson’s has a long history of residential care to children and young adults, and of adoption services. This history carries with it an obligation, both legal and moral, to assist those who were in our care, or were adopted, their birth families and adopters to explore their past, learn reasons why decisions were made and increasingly bring parted relatives together. Adoption records must now be kept for a minimum of 100 years and there is an obligation on Father Hudson’s to offer a post adoption service to those involved in the adoption process throughout their lives.

The reserves of Father Hudson’s are made up of five types of funds:

The total reserves as at 31 March 2023 were £11,865,824, of which £2,025,309 were restricted and not available for general purposes and £2,324,739 were designated.

Expendable Endowment

Expendable endowment funds comprise the value of lands in Birmingham and Coleshill purchased by Father Hudson for the charitable objects of the Society. When such lands are disposed of, the net proceeds are also held in expendable endowment. Expendable endowment funds are held as capital

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Father Hudson’s Society

Trustees’ annual report

For the year ended 31 March 2023

funds but may be expended at the discretion of the Trustees. The income from the endowments is used to support and develop the activities of the Society.

Restricted Funds

Restricted funds comprise grants or donations made to Father Hudson’s for specific purposes. Such funds usually have to be accounted for in detail to the funder and are not available to be spent on anything other than the donor's intention. Restricted funds include donations towards the capital cost of certain assets purchased by the Society. Such funds are transferred to free funds at the same rate as the depreciation on the associated asset.

Designated Funds

Designated funds are funds set aside by the Trustees for specific purposes, or because such funds are unrealised or not capable of being realised in the short term. The property fund is the capital value of property and fixtures held for charitable use by Father Hudson’s outside of the endowment fund, and as such is not available for general use. The fair value reserve represents the unrealised revaluation gains on the Society’s investments and being unrealised is unavailable for general use.

Free Reserves

Free Reserves are those funds available to meet the day to day needs of the Society’s work. The Trustees have decided that given the long-term commitments in the Society’s work, the fragility of external funding for some of its projects and the uncertainty of voluntary income and legacies, free reserves should be held for not less than 3 and not more than 6 months expenditure. At the balance sheet date free reserves amounted to £611,090, equivalent to 1.0 months unrestricted expenditure. The trustees have adopted a strategic recovery plan to achieve a balanced budget within the period ending 31 March 2024. The focus of the plan is increasing fee income in the St Joseph’s care home following the reopening of the fourth wing and increasing St Catherine’s bungalows income through renegotiation of client fees. However unencumbered reserves, for this purpose defined as the sum of the expendable endowment and free reserves amount to £6,554,948 which equates to 10.0 months unrestricted expenditure.

Pension Reserve

The pension reserve/(deficit) represents the surplus/(shortfall) in funding of the Society’s Pension Scheme as calculated annually by the scheme actuary in line with the requirements of Reporting Standard FRS102. The valuation is a snapshot on a particular day and can vary significantly from year to year and is sensitive to relatively small changes in interest and discount rates.

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Father Hudson’s Society

Trustees’ annual report

For the year ended 31 March 2023

Going Concern

After reviewing the Society’s budgets and projections, the Trustees have a reasonable expectation that Father Hudson’s has adequate resources to continue in operational existence for the foreseeable future. Father Hudson’s therefore continues to adopt the going concern basis in preparing the financial statements.

Investments

Father Hudson’s has an investment portfolio, the income from which is used to support the work and the administration of the Society. The fund is invested in quoted shares, fixed interest gilts and bonds rated A or higher, property funds and cash. The investment objectives are for a secure level of income together with some capital appreciation in order to maintain the real value of the fund. Evelyn Partners Investment Management LLP manage the portfolio on a discretionary basis. The Trustees have developed a social, environmental and ethical policy for the portfolio. Any investments which do not comply with the policy are divested as market conditions allow. The portfolio is held for the long term, and the Trustees believe that the structure of the portfolio is broadly in balance with its objectives for the long term.

The investment managers use the MSCI WMA Balanced Index as a guideline against which to assess the performance of the portfolio although they are not required to rigidly adhere to the Index. During the year ended 31 March 2023 the portfolio total return (loss) was 4.40% and the Index total return (loss) was 3.20%. In line with the continuing volatility in global markets during the year, the portfolio returned realised and unrealised losses of £417,780 of which £126,093 were endowment funds and £291,687 were attributable to general funds.

Objectives 2023/24

Structure, Governance and Management

Constitution & Governing Document

Father Hudson’s is a charitable company limited by guarantee, incorporated on 22 July 1982 and registered as a charity on 15 September 1982, to continue the work started by Father Hudson at the beginning of the 20th Century. It was established under a memorandum of association which established the objects and powers of the organisation and is governed under its articles of association. Members of the charity guarantee to contribute an amount not exceeding £1 to the assets of the charity in the event of winding up. The total number of such guarantees at 31 March 2023 was 15 (2022: 14).

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Father Hudson’s Society

Trustees’ annual report

For the year ended 31 March 2023

The directors at the date of this report are set out on page 1.

Recruitment, Appointment and Training of Trustees

Nominations for Trustees have been made by existing Trustees and other supporters of the Society. Father Hudson’s has also successfully advertised for Trustees to replace retiring Trustees. Appointments are made by the Board with the approval of the President in line with identified skills gaps in the existing Board or through retirement. New Trustees undergo a formal induction, managed by the Chief Executive, into their responsibilities, the varied activities and the ethos of the Society. Professional advice is made available to the Trustees at all times and appropriate trustee training is provided.

Organisational Structure

The Board of Trustees has established sub-committees to examine areas of work in more detail and to advise the executive and report to the full Board. Occasionally the Board delegates specific issues and decisions to sub-committees when deemed appropriate. The Board of Trustees sets the strategic direction of Father Hudson’s and approves annual budgets. Implementation and day to day management is delegated to the Chief Executive and through him to the senior management team. The Board constantly reviews its governance structure to ensure that it complies with best practice and is committed to achieving compliance with the Good Governance Code.

Employee Involvement and Employing People with Disabilities

After two years of consultation it was a great joy to be able to launch, with involvement of staff from the many different services , the new ‘Values’ statement, which is both an expression of the values that are currently practised and a call for all services to embody them in daily action.

The Equality, Diversity and Inclusion group continued to meet every three months, facilitated by the Head of the Children and Families’ department; membership of the group was widely publicised and was not by appointment; one of the Trustee EDI representatives is invited to these meetings. Important areas covered included the International Day against homophobia, transphobia and biphobia , LGBTQ+ challenges for young people in schools, and how to ensure recruitment of a diverse workforce, appealing to all people .This led to inviting an external facilitator for their final session in the year on LGBTQ+ matters. They have been building on the organisation’s EDI statement and strategic EDI action plan which was completed and approved by the Trustees in March 2022. Their work and the work of the HR department continues to influence the review and development of several policies, including this year: the Sickness policy ,Learning and development policy , and the Parental bereavement policy .The Carers’ policy and Employee hardship support policy are currently being reviewed .

Implementation of the EDI strategic action plan has led to greater focus on employee and service user voice, with a requirement for Heads of Department /service managers’ reports to Trustees’ subcommittees to include specific sections on this during 2022/23. Consulting service users has benefited the revision of the Complaints policy as well as service development.

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Father Hudson’s Society

Trustees’ annual report

For the year ended 31 March 2023

The HR team has led on developing a set of surveys that explore why staff choose to work for FHC or any of its associated charities, and why they choose to leave. A great deal of work has also gone into developing a staff engagement survey, the design of which was completed by the beginning of the new financial year, and will now be implemented in 2023/24. The same team has industriously sought to improve our collection of EDI staff data using both electronic and paper means. This has been a challenge, and some staff have taken the decision not to complete some of the data collection that would enable the organisation to analyse staff diversity in its many forms. Their decision has been respected ; the provision of this data is voluntary for existing staff .

This data and its analysis helps the organisation and the HR Department to address EDI issues in connection with recruitment and retention. HR also led on the new staff Wellbeing policy during the year ( completed in May 2023).

The Intranet is available to all staff, and this includes a staff suggestion and recommendation form which is being used; any staff suggestions made have been responded to. However, we are seeking more ways of encouraging greater use of this.

Two of the key support functions are directly accessible to staff and regularly used by staff. Staff know that they can contact HR directly and HR know that they have a mediating role within the organisation. Staff use this option. The new PeopleHR software which has replaced the previous mainly paper-based system has had an immediate benefit for staff for a number of reasons, including booking of annual leave in a timely and effective way and immediate and easy access to all policies. Every staff member in the organisation was provided with a work email address. The appointment of the part-time IT support officer continues to be critical to the success of all these changes.

The Finance team is regularly contacted directly by staff who know that they are approachable, and that the organisation operates with the limited bureaucracy that is necessary. In an organisation that has so many services and is so geographically dispersed the team operates great flexibility in order to be supportive and responsive to staff , whilst at the same time having to follow strict financial procedures .They have taken a lead in introducing more IT-based communication and payroll activities.

The organisation has improved the coordination of training- a challenging task in terms of the very different needs of the many services. The HR manager leads on the Training coordination across the organisation. The most notable achievement in the last year has been the way members of the many different services have started to collate and share their training resources. There is now one database of training sessions arranged, trainers and external training agencies that any service can access. This unlocking of the rich resource that was there but not easily accessible has been a great benefit. Each department has also given greater emphasis to determining what training for staff in each service is essential and what is more optional. This was the year when there was a successful identification and rollout of appropriate and accessible EDI training available to all staff. Ensuring this online training is used has been a challenge, but one that managers have addressed.

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Father Hudson’s Society

Trustees’ annual report

For the year ended 31 March 2023

The quarterly Managers’ meeting has created a greater understanding of each of the services and the small group work in particular has enhanced the sharing of learning and expertise on common issues. These have also contributed to a deeper understanding of the mission of the organisation and governance of the Charity. EDI has featured very strongly in these meetings. As well as a half-year review of the EDI action plan in December, other areas covered in the small group discussions were: communication in the organisation (twice), safeguarding(twice), elements of good supervision, managing difficult conversations, values, and the staff engagement survey.

The decision which was taken at the beginning of the pandemic was renewed and maintained throughout the cycles of lockdown and easing of lockdown in 2021-22 to ensure that no staff member came to work for fear of not being paid and having to rely on statutory sick pay. The contractual obligations were overridden by an organisational determination to ensure that staff, if they suspected or had confirmed COVID, did not feel a financial need to attend work. This practice has been reviewed regularly and continues to be in place for 2022/23 and for the new financial year 2023/24 on a review basis.

The Charity does not discriminate against a person with a disability for a reason that relates to their disability or treat them less favourably than a non-disabled person. The Charity remains committed to conducting individual risk assessments for every employee with a disability in order to identify any reasonable adjustments it needs to make in the workplace, or job, in order for the person to contribute fully to the work of the charity.

Relationships with related parties and other charities

Father Hudson’s owns 100% of the issued share capital of F.H.S. Projects Ltd, a company registered in England and Wales no. 3720516, whose main activity is the development of property for use by the Society. All profits within F.H.S. Projects Ltd are donated to Father Hudson’s under Gift Aid. The company is currently dormant and so consolidated financial statements have not been prepared.

In 2009 the Trustees transferred adoption work to a new independent non-denominational Charity, Family Society – Adoption Focus. This is a completely independent and separate charity. Family Society – Adoption Focus undertakes some adoption support work on behalf of Father Hudson’s Society. Father Hudson’s provides certain administrative support. All such arrangements are undertaken for fees agreed on an arm’s length basis.

Father Hudson’s has employed the services of NFP Wealth Management Ltd (NFP) in the design and implementation of a Group Personal Pension Scheme. One of the directors of NFP is related to a trustee of the Society. Fees to NFP have been agreed on an arm’s length basis and the trustee took no part in the decision to use NFP nor in the fee negotiations. At 31 March 2023 fees amounting to £1,800 had been paid or accrued to NFP.

Father Hudson’s has close relationships with a number of other religious charities with whom it collaborates in the delivery of services in Community based projects. In each case there is a written collaboration agreement.

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Father Hudson’s Society

Trustees’ annual report

For the year ended 31 March 2023

Governance and Internal Controls

The Trustees are responsible for keeping adequate accounting records which disclose with reasonable accuracy at any time the financial position of Father Hudson’s and to enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of Father Hudson’s and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. The systems of internal control are designed to provide reasonable, but not absolute, assurance against material misstatement or loss. They include:

Review of Strategic Management 2022/23

Risk assessment review 2022 – 2023 and Management of risk 2023-2024

Introduction

In 2022/23 the Trustees budgeted for a significant operational loss, using its unrestricted assets, rather than endanger the quality and safety of any service, at a time when key Adult care services were recovering from the impact of the pandemic, when the need to challenge underfunding Local authority fees especially in the area of disability became even more important . The charity has also been driven by the mission of Father Hudson’s to respond to the impact of increasing poverty on older people and children and families, and support for those on the margins particularly those who are homeless and refugees and asylum seekers . Nevertheless, the Trustees demanded careful budgetary control in all areas ,and especially more work regarding the fees at St Joseph’s and LA underfunding of St Catherine’s bungalows disability service .Excellent management by Heads of Department service managers has again resulted in significantly lower operational loss than budgeted for. The Trustees were also determined to respond early rather than later to the very high inflationary impact on the cost of living by offering better staff remuneration.

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Father Hudson’s Society

Trustees’ annual report

For the year ended 31 March 2023

Risk Review 2022-2023 Risk at the Risk at the end start of year of year Safeguarding children, young people and vulnerable adults Low/Moderate Low/Moderate The Trustees and SMT Safeguarding Leads monitoring and review group, produced their second annual safeguarding report with an improved structure and recommendations for the summer Board meeting. The links with the Diocesan safeguarding officers remained strong ,though there has been a change of senior personnel at the Diocese. The risk has been left at low /moderate, because FHC runs 18 different services for very vulnerable client groups, provided by a large staff team and volunteer team and therefore has to be constantly alert. This applies to both inspected and non- inspected services. The need to provide ‘safe’ services is greater the more vulnerable the groups supported are. The four Community Sponsorship schemes had excellent support from the children’s safeguarding SMT Lead supporting the safeguarding Lead volunteers in the schemes and the scheme Coordinators. She has also provided training sessions for the hosts and guests for the new Ukraine scheme. This was important due to the unique nature of hosting and refugee families sharing the same accommodation, and the different approaches to safeguarding in the two countries/cultures. The Chair and other members of the C,F & C subcommittee have devoted substantial time to support the Registered manager for New Routes to construct and implement a detailed response to the previous Ofsted inspection’s recommendations. This has been rigorous and successful. Financial management -income generation and expenditure control St Joseph’s -The fourth wing reopened in April 2022 and the Moderate Moderate/High challenge was to recruit sufficient experienced staff for this, /High and to increase the occupancy . A very successful recruitment campaign has meant that very little agency

The risk has been left at low /moderate, because FHC runs 18 different services for very vulnerable client groups, provided by a large staff team and volunteer team and therefore has to be constantly alert. This applies to both inspected and non- inspected services. The need to provide ‘safe’ services is greater the more vulnerable the groups supported are.

The four Community Sponsorship schemes had excellent support from the children’s safeguarding SMT Lead supporting the safeguarding Lead volunteers in the schemes and the scheme Coordinators.

She has also provided training sessions for the hosts and guests for the new Ukraine scheme. This was important due to the unique nature of hosting and refugee families sharing the same accommodation, and the different approaches to safeguarding in the two countries/cultures.

The Chair and other members of the C,F & C subcommittee have devoted substantial time to support the Registered manager for New Routes to construct and implement a detailed response to the previous Ofsted inspection’s recommendations. This has been rigorous and successful.

35

Father Hudson’s Society

Trustees’ annual report

For the year ended 31 March 2023

Risk Review 2022-2023 Risk at the Risk at the end start of year of year staffing has been required. This achievement is remarkable in the light of the well-documented recruitment issues experienced throughout the Adult care sector this year. Increased occupancy from a low of 37 to an average of 52/53 at the end of the year is testimony to the reputation of St Joseph’s in the local area and beyond, the skill of the Manager and Deputy manager, the leadership of their Head of Department, and the effective marketing. However, the risk, whilst improved, remains Moderate/High because the occupancy needs to continue to increase during the spring and summer months of 2023. With the very high inflationary pressures experienced during the year, and continuing, it became necessary to review the fees and increase these significantly. Whilst the fees remain very competitive it is acknowledged that they can be a challenge for families. Certainly, Local authorities appear to be insufficiently funded to cover the actual cost of care. St Joseph’s has had to make it very clear to LAs that it can only accept sustainable fees.

The Adult care subcommittee monitors St Joseph’s carefully. It was hoped that the CQC inspection in March 2023 would result in a better rating. The existing rating was given before COVID and the time gap between that inspection and the latest one has been too great. The CQC report published in April 2023 awarded St Joseph’s ‘Good’ overall and ‘Good’ in all areas inspected. The average occupancy in April and May 2023 continued to increase.

Day service -following on the temporary closures during some of the COVID period and the development of the tailored outreach ,this service has had a remarkable year . Families and Local authorities appear to have become more convinced of the need for such a service and therefore the take up has been good. The expenditure in previous years on improving the quality of the building and its facilities, as well as having a well-managed staff team have borne fruit. Several new young clients have chosen to use this service. The risk has therefore been lowered-at the same time we remain aware that Local Authorities continue to review the model of Day opportunities.

Moderate Low

36

Father Hudson’s Society

Trustees’ annual report

For the year ended 31 March 2023

Risk Review 2022-2023 Risk at the Risk at the end start of year of year St Catherine’s -as noted previously, the Trustees recognized Moderate Moderate the high level of underpaying Local Authorities. The Head of Department has continued to work closely with the legal charity ASC , the Service manager, Finance manager, CEO and others to renegotiate acceptable fees, successfully .Whilst it would be reasonable to therefore lower the risk assessment from moderate to moderate/low it has to be acknowledged that recruitment of staff remains a major challenge in the Disability sector . Therefore, it remains at moderate. New Routes – even though the service has had another Moderate Moderate successful year financially (compared to the budget) the risk remains as moderate. Three new Foster carer households have been recruited, as well as an experienced social worker ( no mean challenge) , an existing social worker returned from maternity leave, and the previous year’s restructuring of the team has created a simpler structure. This has helped with the stability of the team, but more recruitment of new Foster carers is essential. Family Support in Schools’ Service - the service continues to Moderate/High Moderate/high be well valued by the schools who use it. The short-term nature of the contracts with schools makes retaining the excellent staff a real challenge, however with the Team manager’s endeavor and extra funding from Father Hudson’s a strong staff team is in place. The service does require significant FHC subsidy from unrestricted funds, and increasingly so in the next year’s budget, which is a challenge. However, the Trustees continue to value the high number of children, young people and families who are supported across the Archdiocese through the service and the effective impact it has. It has been decided to retain the level of risk as moderate/high. The aim is to achieve better contracting with schools to take into account the very high inflationary pressures and to secure some limited external Trust funding.

37

Father Hudson’s Society

Trustees’ annual report

For the year ended 31 March 2023

or theyear ended 31 March 2023
Risk Review 2022-2023 Risk at the
start ofyear		 Risk at the end of
year
Tabor Living– whilst this has been a remarkable year for
Tabor House , securing nearly half a million pounds of
external funding for the refurbishment of the new site, a
strengthening of the Management committee and some new
partnerships, a strong relationship with the parish of St
Catherine’s and with the Diocese, risk management has been
at the forefront of everything. The ambition to expand the
service in response to need carried substantial risk-not only
the refurbishment and all the planning that went into this
without extra human resources, and the forming of strong
partner relationships, and the transition from one site to
another, and the impact of capital fundraising on revenue
fundraising have all been a challenge for the Head of
Department and Project manager and their team. Identifying
and commissioning a professional and supportive contractor
enabled high quality work and capital expenditure control.
The Head of Department and the Chair of Caritas AOB have
been instrumental in the risk management connected to
fundraising. Any significant growth and the transition to a
new site always carries risk, therefore this has been
heightened to ‘Moderate’. Thanks to generous benefactors,
and the support of FHC, it has not been increased to ‘High’.		 Low /Moderate Moderate
Staff recruitment and retention
The Trustees of Father Hudson’s and associated charities
(where FHC employs the staff) have demonstrated foresight in
anticipating necessary increased remuneration. Whilst this is
unlikely to be equal to the commercial or statutory sector there
is a recognition at governance level that what can be done has
to be done in a timely way, proactively not reactively. Every
effort is made to retain excellent staff. The HR Department in
particular has developed new ways of identifying staff views on
why they choose this employment, why they remain in it and
why on occasion they leave. They have also worked very well
interdepartmentally to develop more ways of recruiting,
including recruitment fairs, and value-based recruitment.		 Moderate/Hig
h		 Moderate

38

Father Hudson’s Society

Trustees’ annual report

For the year ended 31 March 2023

or theyear ended 31 March 2023
Risk Review 2022-2023 Risk at the
start of year		 Risk at the end of
year
Pension Fund liability-movement within the markets has
reduced some of the pressure connected with the liabilities
and the scale of the requirement of FHC to contribute to the
Pension fund. Therefore the risk level has been reduced.		 Moderate Moderate/low
Data security, including cyber attacks
As noted previously, FHC for some years has taken the
decision to invest in data security provided via its IT partner,
TSG.
The risk remains, but the risk level has been reduced to take
account of the absence of any successful cyber attacks or
any data breaches this year.		 Moderate
/High		 Moderate
Health and safety
Staff changes, and an ongoing vacancy, in the Estates team
and a greater reliance on external subcontractors, and the
renewed focus by the Trustees on this area has resulted in the
introduction of this new heading. Whilst there have been no
reportable issues under any of the legislation or guidance, the
Trustees, the Finance director and the CEO concluded that the
recruitment and appointment of a new estates manager
should include a greater emphasis on health and safety. The
Trustees also decided that it was safer for the organisation to
employ a second member of staff in the Estates team,
alongside the involvement of subcontractors. A successful
appointment of the manager was made and even in their first
month clear benefits in terms of risk management procedures
have been evident.



(new heading)		 Moderate

39

Father Hudson’s Society

Trustees’ annual report

For the year ended 31 March 2023

Strategic Risk management 2023/2024

The following management actions are in place:

Safeguarding

The Trustees and SMT Leads’ group, has embedded safeguarding as a separate section in each subcommittee meeting and in all Heads of Department reporting. It has also improved the format and requirements for the third annual report due in the summer of 2023.

St Joseph’s- the spring and summer of 2023 is seen as critical to ensuring the occupancy averages at least 55. The contracts have been rewritten to permit six monthly increasing of fees if necessary. Tight control of expenditure on building maintenance will be in place, after a number of years of necessary high expenditure to ensure the building is maintained to a high standard. Greater analysis of enquiries data is being used to guide targeted marketing.

St Catherine’s - Local Authorities will continue to be challenged with the help of ASC (legal advice support Charity) working with FHC staff and client families to achieve fair fee income. This is the second of two years dedicated to resolving the challenge of staff recruitment - progress must be made this year.

Family Support in Schools’ Service - as noted above, the Family support service will focus on building on those areas where it is strongest, in Birmingham and North Staffordshire in particular, and North Oxfordshire ( more limited ), rather than the manager seeking out commissioning from MACs , which can absorb considerable time with little response. It was agreed that the CEO and the Marketing and Comms manager would assist with contacting MACs and raising the profile of the service, particularly creating and sharing new short films about the service. Better contracting with existing schools to take account of the very high inflation during this last year, and some external trust fundraising will be in place.

Brushstrokes

This community project is now a substantial service with multiple funding streams, a staff team of nearly 40 members and an even larger team of volunteers, with responsibility for a large Centre. Its annual budget, in terms of income and expenditure, places it now between St Catherine’s disability service, and the Dayservice, New Routes fostering and Supported living. The FHC Trustees have increased the governance links to the Management committee . Greater financial accounting and forecasting support is being provided by the Finance team . The newly reformed Fundraising ,Comms and Marketing team will be more involved. A member of the HR team has been specially assigned to Brushstrokes .All of this will be to aid the revenue fundraising needed for the coming financial year and staff stability.

40

Father Hudson’s Society

Trustees’ annual report

For the year ended 31 March 2023

Property Management – the building of the new Community room at St Vincent’s will be completed and continuing fundraising activity, with the use of FHC assets, will enable this. Fundraising - the Fundraising team is complete for the moment and very focused on greater income generation, which has been carefully detailed by the new Fundraising, Comms and Marketing manager. During the year he will replace the existing one-year strategy, which he put in place immediately, with a three year strategy.

Associated charities - It remains the case that the Charities supported by Father Hudson’s, which rely upon external funding themselves, are exposed to risk. Whilst the risk is managed by these Charities, and therefore they do not expose Father Hudson’s to unknown or unlimited liabilities, Father Hudson’s does all it can to support these much-needed charities.

The Archdiocese and Father Hudson’s – there is a commitment in this collaboration to have a much clearer and better resourced relationship. It is expected that by the summer of 2023 both Boards will have agreed a clear arrangement and have made decisions on any necessary resources needed to develop the work.

Key Management Personnel Remuneration

The Trustees consider the Senior Management Team, comprising the Principal Staff listed on page 1, as being the key management personnel of Father Hudson’s in charge of running and operating the charity on a day-to-day basis. All Trustees give of their time freely and no Trustees’ remuneration was paid in the year. Details of Trustees’ reimbursed expenses and related party transactions are disclosed in notes 9 and 11 to the financial statements.

Trustees are required to disclose all relevant interests and register them in accordance with the Society’s policy and highlight them during discussions where a conflict of interest arises.

The pay of the charity’s management team is reviewed annually. The remuneration is benchmarked with other charities of a similar size and activity in the West Midlands area to ensure that the remuneration is fair and not out of line with that paid for similar roles.

Statement of responsibilities of the Trustees

The Trustees (who are also directors of Father Hudson’s for the purposes of company law) are responsible for preparing the report of the Trustees’ and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

41

Father Hudson’s Society

Trustees’ annual report

For the year ended 31 March 2023

Company law requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the Trustees are required to:

The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act. 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 Trustees are aware:

The Trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company's website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

Auditor

Sayer Vincent LLP was re-appointed as the charitable company's auditor during the year and has expressed its willingness to continue in that capacity.

The Trustees’ annual report which includes the strategic report has been approved by the Trustees on 13[th] June 2023 and signed on their behalf by

Fionnuala Hegarty Trustee

42

Independent auditor’s report

To the members of

Father Hudson’s Society

Opinion

We have audited the financial statements of Father Hudson’s Society (the ‘charitable company’) for the year ended 31 March 2023 which comprise the statement of financial activities, balance sheet, statement of cash flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

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 Father Hudson’s Society'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.

43

Independent auditor’s report

To the members of

Father Hudson’s Society

Other Information

The other information comprises the information included in the trustees’ annual report, including the strategic report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

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

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 including the strategic report. We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 requires us to report to you if, in our opinion:

Responsibilities of trustees

As explained more fully in the statement of trustees’ responsibilities set out in the trustees’ annual report, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being

44

Independent auditor’s report

To the members of

Father Hudson’s Society

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

Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an auditor’s report that includes our opinion. Reasonable assurance is a high level of assurance but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud are set out below.

Capability of the audit in detecting irregularities

In identifying and assessing risks of material misstatement in respect of irregularities, including fraud and non-compliance with laws and regulations, our procedures included the following:

45

Independent auditor’s report

To the members of

Father Hudson’s Society

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

A further description of our responsibilities is available on the Financial Reporting Council’s website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our auditor’s report.

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. Our audit work has been undertaken so that we might state to the charitable company's members those matters 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 anyone other than the charitable company and the charitable company's members as a body, for our audit work, for this report, or for the opinions we have formed.

Fleur Holden (Senior statutory auditor)

16 June 2023

for and on behalf of Sayer Vincent LLP, Statutory Auditor Invicta House, 108-114 Golden Lane, LONDON, EC1Y 0TL

46

Father Hudson's Society

Statement of financial activities (incorporating an income and expenditure account)

For the year ended 31 March 2023

For theyear ended31 March 2023
Note
Income from:
2
3
3
3
4
5
6
6
6
6
14
15
8
21a
18
Reconciliation of funds:
Charitable activities
Total income
Raising funds
Expenditure on:
Adult Care
Charitable activities
Community projects
Adult Care
Family Placement
Investments
Other activities
Donations and legacies
Net income/(expenditure) for the year
Family Placement
Net gains/(losses) on investments
Community Projects
Total expenditure
Net gains on investment properties
Net income /(expenditure) before net
gains/(losses) on investments
Transfers between funds
Net income/(expenditure) before other
recognised gains and losses
Actuarial gains (losses) on defined
benefit pension schemes
Net movement in funds
Total funds brought forward
Total funds carried forward		 Endowment
£
-
-
-
-
-
69,148		 Restricted
£
398,141
6,591
-
1,710,112
-		 Unrestricted
£
356,953
5,808,416
805,813
199,485
14,306
205,004		 2023
Total
£
755,094
5,815,007
805,813
1,909,597
14,306
274,152		 Endowment
£
-
-
-
-
-
61,838		 Restricted
£
299,549
-
-
929,452
-
-		 Unrestricted
£
231,180
5,021,385
740,599
189,316
39,704
186,665		 2022
Total
£
530,729
5,021,385
740,599
1,118,768
39,704
248,503
69,148 2,114,844 7,389,977 9,573,969 61,838 1,229,001 6,408,849 7,699,688
-
-
-
-		 -
69,750
457
1,622,188		 214,378
6,179,722
979,866
518,655		 214,378
6,249,472
980,323
2,140,843		 -
-
-
-		 -
61,488
210
1,258,779		 228,765
5,053,279
942,095
477,271		 228,765
5,114,767
942,305
1,736,050
- 1,692,395 7,892,621 9,585,016 - 1,320,477 6,701,410 8,021,887
69,148
-
(126,093)		 422,449
-
-		 (502,644)
-
(291,687)		 (11,047)
-
(417,780)		 61,838
-
214,022		 (91,476)
-
-		 (292,561)
-
144,620		 (322,199)
-
358,642
(56,945)
(69,148)		 422,449
-		 (794,331)
69,148		 (428,827)
-		 275,860
(61,838)		 (91,476)
-		 (147,941)
61,838		 36,443
-
(126,093)
-		 422,449
-		 (725,183)
1,703,000		 (428,827)
1,703,000		 214,022
-		 (91,476)
-		 (86,103)
834,000		 36,443
834,000
(126,093)
6,069,951		 422,449
1,602,860		 977,817
2,918,840		 1,274,173
10,591,651		 214,022
5,855,929		 (91,476)
1,694,336		 747,897
2,170,943		 870,443
9,721,208
5,943,858 2,025,309 3,896,657 11,865,824 6,069,951 1,602,860 2,918,840 10,591,651

There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in Note 21 to the financial statements.

47

Father Hudson's Society

Balance sheet

Balance sheet
As at 31 March 2023 Company no. 01653388
Note
Fixed assets:
13
14
15
Current assets:
16
Liabilities:
17
18
21
Total unrestricted funds
Revaluation reserve
General funds
Fair value reserve
Pension reserve
Total charity funds
Designated funds
Net current assets
Net assets excluding pension liability
Total net assets
The funds of the charity:
Expendable Endowment
Creditors: amounts falling due within one year
Defined benefit pension scheme liability
Restricted funds
Unrestricted income funds:
Investment properties
Cash at bank and in hand
Debtors
Investments
Tangible assets		 £
716,249
797,287		 2023
£
4,978,738
779,000
5,288,955		 £
728,552
1,022,183		 2022
£
4,767,986
779,000
5,728,097
11,046,693
875,631		 11,275,083
1,100,568
1,513,536
(637,905)		 1,750,735
(650,167)
2,324,739
321,552
695,776
611,090
(56,500)		 2,538,890
629,428
695,776
838,746
(1,784,000)
11,922,324
(56,500)		 12,375,651
(1,784,000)
11,865,824 10,591,651
5,943,858
2,025,309
3,896,657		 6,069,951
1,602,860
2,918,840
11,865,824 10,591,651

Approved by the trustees on 13th June 2023 and signed on their behalf by

Fionnuala Hegarty Trustee

48

Father Hudson's Society

Statement of cash flows

For the year ended 31 March 2023

Reconciliation of net income / (expenditure) to net cash flow from operating activities

Net income for the reporting period
(as per the statement of financial activities)
Dividends, interest and rent from investments
Depreciation charges
Losses/(Gains) on investments
(Profit) on the disposal of fixed assets
FRS102 Pension adjustments (non cash)
Actuarial (gains)/losses on investments
Pension scheme deficit payments
Decrease/(Increase) in debtors
(Decrease)/Increase in creditors
Net cash used in operating activities
Note
£
322,152
-
(581,135)
329,822
(497,367)
188,907
(48,000)
At 1 April
2022
£
Cash at bank and in hand
1,022,183
Total cash and cash equivalents
1,022,183
Proceeds from the sale of fixed assets
Cash flows from investing activities:
Cash flows from operating activities
Dividends, interest and rents from investments
Net cash used in operating activities
Analysis of cash and cash equivalents
Purchase of investments
Purchase of fixed assets
Cash and cash equivalents at the end of the year
Change in cash and cash equivalents in the year
Cash and cash equivalents at the beginning of the
year
Net cash provided by investing activities
Net return on pension scheme
Proceeds from sale of investments
Decrease/(increase) in cash held in listed
investments portfolio		 Net income for the reporting period
(as per the statement of financial activities)
Dividends, interest and rent from investments
Depreciation charges
Losses/(Gains) on investments
(Profit) on the disposal of fixed assets
FRS102 Pension adjustments (non cash)
Actuarial (gains)/losses on investments
Pension scheme deficit payments
Decrease/(Increase) in debtors
(Decrease)/Increase in creditors
Net cash used in operating activities
Note
£
322,152
-
(581,135)
329,822
(497,367)
188,907
(48,000)
At 1 April
2022
£
Cash at bank and in hand
1,022,183
Total cash and cash equivalents
1,022,183
Proceeds from the sale of fixed assets
Cash flows from investing activities:
Cash flows from operating activities
Dividends, interest and rents from investments
Net cash used in operating activities
Analysis of cash and cash equivalents
Purchase of investments
Purchase of fixed assets
Cash and cash equivalents at the end of the year
Change in cash and cash equivalents in the year
Cash and cash equivalents at the beginning of the
year
Net cash provided by investing activities
Net return on pension scheme
Proceeds from sale of investments
Decrease/(increase) in cash held in listed
investments portfolio		 2023
£
60,725
(285,621)		 2023
£
1,274,173
(274,152)
370,383
417,780
-
48,000
(1,703,000)
(72,500)
12,303
(12,262)		 2022
£
870,443
(248,503)
359,352
(358,642)
(50)
54,000
(834,000)
(145,000)
(136,928)
181,474
60,725 (257,854)
£
302,503
50
(190,048)
652,082
(450,512)
(186,371)
(54,000)		 2022
£
(257,854)
73,704
At 1 April
2022
£
1,022,183		 Other
changes
£
-
(224,896)
1,022,183		 (184,150)
1,206,333
797,287 1,022,183
Cash flows
£
(224,896)		 At 31 March
2023
£
797,287
1,022,183 (224,896) - 797,287

49

Father Hudson's Society

Notes to the financial statements

For the year ended 31 March 2023

Father Hudson's Society is a charitable company limited by guarantee and is incorporated in the United Kingdom.

The registered office address and principal place of business is St George's House, Gerards Way, Coleshill, Birmingham B46 3FG.

The financial statements have been prepared in accordance with 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) (Charities SORP FRS 102), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Companies Act 2006.

Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy or note.

In applying the financial reporting framework, the trustees have made a number of subjective judgements, for example in respect of significant accounting estimates. Estimates and judgements are continually evaluated and are based on historical experience and other factors, including expectations of future events that are believed to be reasonable under the circumstances. The nature of the estimation means the actual outcomes could differ from those estimates. Any significant estimates and judgements affecting these financial statements are detailed within the relevant accounting policy below.

The charitable company meets the definition of a public benefit entity under FRS 102.

d) Going concern

The trustees consider that there are no material uncertainties about the charitable company's ability to continue as a going concern.

The trustees do not consider that there are any sources of estimation uncertainty at the reporting date that have a significant risk of causing a material adjustment to the carrying amounts of assets and liabilities within the next reporting period.

e) Income

Income is recognised when the charity has entitlement to the funds, any performance conditions attached to the income have been met, it is probable that the income will be received and that the amount can be measured reliably.

Income from government and other grants, whether ‘capital’ grants or ‘revenue’ grants, is recognised when the charity has entitlement to the funds, any performance conditions attached to the grants have been met, it is probable that the income will be received and the amount can be measured reliably and is not deferred.

For legacies, entitlement is taken as the earlier of the date on which either: the charity is aware that probate has been granted, the estate has been finalised and notification has been made by the executor(s) to the charity that a distribution will be made, or when a distribution is received from the estate. Receipt of a legacy, in whole or in part, is only considered probable when the amount can be measured reliably and the charity has been notified of the executor’s intention to make a distribution. Where legacies have been notified to the charity, or the charity is aware of the granting of probate, and the criteria for income recognition have not been met, then the legacy is treated as a contingent asset and disclosed if material.

Income received in advance of the provision of a specified service is deferred until the criteria for income recognition are met.

50

Father Hudson's Society

Notes to the financial statements

For the year ended 31 March 2023

On receipt, donated gifts, professional services and donated facilities are recognised on the basis of the value of the gift to the charity which is the amount the charity would have been willing to pay to obtain services or facilities of equivalent economic benefit on the open market; a corresponding amount is then recognised in expenditure in the period of receipt.

g) Interest receivable

h) Fund accounting

Expendable endowment funds are funds realised from the disposal of assets purchased for the Society by its founder Mgr George Hudson from funds raised by public subscription.

Restricted funds are to be used for specific purposes as laid down by the donor. Expenditure which meets these criteria is charged to the fund.

Unrestricted funds are donations and other incoming resources received or generated for the charitable purposes.

Designated funds are unrestricted funds earmarked by the trustees for particular purposes.

i) Expenditure and irrecoverable VAT

Expenditure is recognised once there is a legal or constructive obligation to make a payment to a third party, it is probable that settlement will be required and the amount of the obligation can be measured reliably. Expenditure is classified under the following activity headings:

Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

51

Father Hudson's Society

Notes to the financial statements

For the year ended 31 March 2023

1 Accounting Policies (continued)

j) Allocation of support costs

Resources expended are allocated to the particular activity where the cost relates directly to that activity. However, the cost of overall direction and administration of each activity, comprising the salary and overhead costs of the central function, is apportioned on the following basis which are an estimate, based on staff time, of the amount attributable to each activity.

Support and governance costs are re-allocated to each of the activities on the following basis which is an estimate, based on staff time, of the amount attributable to each activity

Adult Care 55%
Family Placement 16%
Community Projects 16%
Costs of generating voluntary income 4%

Governance costs are the costs associated with the governance arrangements of the charity. These costs are associated with constitutional and statutory requirements and include any costs associated with the strategic management of the charity’s activities.

k) Grants payable

Grants payable are made to third parties in furtherance of the charity's objects. Single or multi-year grants are accounted for when either the recipient has a reasonable expectation that they will receive a grant and the trustees have agreed to pay the grant without condition, or the recipient has a reasonable expectation that they will receive a grant and that any condition attaching to the grant is outside of the control of the charity.

Provisions for grants are made when the intention to make a grant has been communicated to the recipient but there is uncertainty about either the timing of the grant or the amount of grant payable.

l) Operating leases

Rental charges are charged on a straight line basis over the term of the lease.

m) Tangible fixed assets

Items of equipment are capitalised where the purchase price exceeds £1,000. Depreciation costs are allocated to activities on the basis of the use of the related assets in those activities. Assets are reviewed for impairment if circumstances indicate their carrying value may exceed their net realisable value and value in use. Major components are treated as a separate asset where they have significantly different patterns of consumption of economic benefits and are depreciated separately over its useful life.

Depreciation is provided at rates calculated to write down the cost of each asset to its estimated residual value over its expected useful life. The depreciation rates in use are as follows:

 Land (no depreciation)

 Buildings 3%

 Leasehold improvements 6.67%  Motor Vehicles 12.5 - 25%  Computers 20%

 Fixtures, Fittings and Equipment 10 - 25%

n) Investment properties

Investment properties are measured initially at cost and subsequently included in the balance sheet at fair value. Investment properties are not depreciated. Any change in fair value is recognised in the statement of financial activities and any excess of fair value over the historic cost of the investments will be shown as a revaluation reserve in the balance sheet. The valuation method used to determine fair value will be stated in the notes to the accounts.

52

Father Hudson's Society

Notes to the financial statements

For the year ended 31 March 2023

Investments are a form of basic financial instrument and are initially recognised at their transaction value and subsequently measured at their fair value as at the balance sheet date using the closing quoted market price. Any change in fair value will be recognised in the statement of financial activities and any excess of fair value over the historic cost of the investments will be shown as a fair value reserve in the balance sheet. Investment gains and losses, whether realised or unrealised, are combined and shown in the heading 'Net gains/(losses) on investments' in the statement of financial activities. The charity does not acquire put options, derivatives or other complex financial instruments.

p) Investments in subsidiaries

Investments in subsidiaries are at cost. FHS Projects Limited, a wholly owned subsidiary was dormant for the year and so consolidated accounts were not needed.

q) Debtors

Trade and other debtors are recognised at the settlement amount due. Prepayments are valued at the amount prepaid.

Cash at bank and cash in hand includes cash. Cash balances exclude any funds held on behalf of service users.

t) Financial instruments

With the exception of the defined benefit pension liability, the charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value. Non-basic financial instruments are measured at fair value with any gain or loss going to the statement of financial activities. Full details of the non-basic financial instruments are given in the financial instruments note.

u) Pensions

The society operates a defined benefit pension scheme. The cost of providing pension and related benefits is charged to the SOFA over the employees' service lives on the basis of a constant percentage of earnings which is an estimate of the regular cost. Variations from regular cost, arising from periodic actuarial valuations are allocated over the expected remaining service lives of current employees on the basis of a constant percentage of current and estimated future earnings. Any difference between the charge to the SOFA and the contributions payable to the scheme is shown as an asset or liability in the balance sheet.

Contributions payable on behalf of employees to money purchase pension schemes are charged to the Statement of Financial Activities as they become payable.

53

Father Hudson's Society

Notes to the financial statements

For the year ended 31 March 2023

For the year ended 31 March 2023
2
3
4
5
Legacies
Restricted donations
Income from donations and legacies
Sub-total for Adult Care
Private
Other Donations
Coronavirus Job Retention Scheme
Adult Social Care Workforce Capacity
Fund Grant
Schools
Administration Charges
Other Charities
Grants
Parishes
Tax Recoverable
Local Authority
Income from charitable activities
Income from investments
Profit on Disposal of Fixed Assets
Local Authority
Total income from charitable activities
Sub-total for Family Placement
Total income from other activities
Schools
Sub-total for Community Based Projects
Income from other activities
Total income from investments
Interest receivable
Income from UK listed Investments
Rental Income
Net return on pension scheme		 Restricted
£
392,451
-
-
-
-
-
5,690		 £
-
43,818
42,755
39,573
218,895
-
11,912
Unrestricted		 2023
Total
£
392,451
43,818
42,755
39,573
218,895
-
17,602		 Restricted
£
274,549
25,000
-
-
-
-
-		 £
-
22,000
29,079
23,392
144,623
-
12,086
Unrestricted		 2022
Total
£
274,549
47,000
29,079
23,392
144,623
-
12,086
398,141 356,953 755,094 299,549 231,180 530,729
Restricted
£
-
-
6,591		 £
3,972,745
-
1,835,671
Unrestricted		 2023
Total
£
3,972,745
-
1,842,262		 Restricted
£
-
-
-		 £
3,414,424
188,892
1,418,069
Unrestricted		 2022
Total
£
3,414,424
188,892
1,418,069
6,591
-		 5,808,416
805,813		 5,815,007
805,813		 -
-		 5,021,385
740,599		 5,021,385
740,599
-
188,868
1,521,244
-		 805,813
25,000
174,485		 805,813
213,868
1,521,244
174,485		 -
226,386
703,066
-		 740,599
-
-
189,316		 740,599
226,386
703,066
189,316
1,710,112 199,485 1,909,597 929,452 189,316 1,118,768
1,716,703 6,813,714 8,530,417 929,452 5,951,300 6,880,752
Restricted
£
-
-		 £
14,306
-
Unrestricted		 2023
Total
£
14,306
-		 Restricted
£
-
-		 £
39,654
50
Unrestricted		 2022
Total
£
39,654
50
- 14,306 14,306 - 39,704 39,704
Endowment
£
69,148
-
-
-		 £
122,003
2,216
(48,000)
128,785
Unrestricted		 2023
Total
£
191,151
2,216
(48,000)
128,785		 Endowment
£
61,838
-
-
-		 £
111,593
112
(54,000)
128,960
Unrestricted		 2022
Total
£
173,431
112
(54,000)
128,960
69,148 205,004 274,152 61,838 186,665 248,503

54

Father Hudson's Society

Notes to the financial statements

For the year ended 31 March 2023

6a Analysis of expenditure (current year)

Charitable activities

Staff costs (Note 9)
Client Costs
Property Costs
Publicity Costs
Agency Costs
Travel Costs
Professional Fees
Other Direct Costs
Depreciation
Audit Fee
Support costs
Governance costs
Total expenditure 2023
Total expenditure 2022		 Cost of
raising funds
£
103,582
142
27,428
13,435
-
2,281
30
13,556
-
-		 Adult Care
£
3,715,040
281,205
669,350
3,454
437,772
43,534
33,437
164,960
319,019
-		 Family
Placement
£
260,535
439,463
33,026
299
11,202
9,660
5,426
32,478
4,894
-		 Community
Based
Projects
£
1,428,797
146,237
175,629
250
4,175
20,211
72,697
100,793
-
-		 Support
Costs
£
560,659
3,468
167,289
-
1,911
9,399
62,550
116,556
46,469
-		 Governance
Costs
£
-
-
-
-
-
-
21,433
6,785
-
14,500		 2023
Total
£
6,068,613
870,515
1,072,722
17,438
455,060
85,085
195,573
435,128
370,382
14,500		 2022
Total
£
5,225,837
724,646
854,964
14,853
279,470
66,922
138,110
345,058
359,352
12,675
160,454
46,479
7,445		 5,667,771
512,231
69,470		 796,983
159,770
23,570		 1,948,789
168,484
23,570		 968,301
(968,301)
-		 42,718
81,337
(124,055)		 9,585,016
-
-		 8,021,887
-
-
214,378 6,249,472 980,323 2,140,843 - - 9,585,016 -
228,765 5,114,767 942,305 1,736,050 - - 8,021,887

55

Father Hudson's Society

Notes to the financial statements

For the year ended 31 March 2023

6b Analysis of expenditure (prior year)

Staff costs (Note 9)
Client Costs
Property Costs
Publicity Costs
Agency Costs
Travel Costs
Professional Fees
Other Direct Costs
Depreciation
Audit Fee
Support costs
Governance costs
Total expenditure 2022		 Cost of
raising funds
£
130,298
-
24,831
10,304
-
766
50
10,521
-
-		 Charitable activities Charitable activities Charitable activities Support
Costs
£
526,546
4,599
133,751
-
3,011
7,959
59,276
99,238
102,228		 Governance
Costs
£
-
-
-
-
-
-
19,154
6,785
-
12,675		 2022
Total
£
5,225,837
724,646
854,964
14,853
279,470
66,922
138,110
345,058
359,352
12,675
Adult Care
£
3,130,203
206,420
474,835
4,475
274,727
34,254
39,685
135,194
253,827
-		 Family
Placement
£
274,899
410,980
30,015
-
1,732
10,344
3,095
31,118
3,297
-		 Community
Based
Projects
£
1,163,891
102,647
191,532
74
-
13,599
16,850
62,202
-
-
176,770
44,957
7,038		 4,553,620
495,466
65,681		 765,480
154,540
22,285		 1,550,795
162,970
22,285		 936,608
(936,608)
-		 38,614
78,675
(117,289)		 8,021,887
-
-
228,765 5,114,767 942,305 1,736,050 - - 8,021,887

Father Hudson's Society

Notes to the financial statements

For the year ended 31 March 2023

e year ended 31 March 2023
Grant making and support for other charities (current year)
Maryvale
Cost
Sanctuary
Hope Community Project
Total gift in kind in the year		 Support
costs
£
27,594
15,954
17,997		 2023
£
27,594
15,954
17,997
61,545 61,545

£nil cash grants were made in the year (2022: £nil). The gift in kind comprises allocated support costs.

Grant making and support for other charities (prior year)
Total gift in kind in the year
Maryvale
Hope Community Project
Cost
Sanctuary		 Support
costs
£
29,772
36,258
16,585		 2022
£
29,772
36,258
16,585
82,615 82,615

8 Net income / (expenditure) for the year This is stated after charging / (crediting):

This is stated after charging / (crediting):
2023 2022
£ £
Depreciation 370,383 359,352
Profit on disposal of fixed assets - (50)
Operating lease rentals:

Property		 46,666 38,333

Other		 96,380 56,879
Auditor's remuneration (excluding VAT):

Audit		 14,500 12,675

57

Father Hudson's Society

Notes to the financial statements

For the year ended 31 March 2023

Staff costs were as follows:

Staff costs were as follows:
Redundancy and termination costs
Salaries and wages
Social security costs
Employer’s contribution to defined contribution pension scheme		 2023
£
5,404,173
-
407,009
257,431		 2022
£
4,637,209
16,035
338,708
233,885
6,068,613 5,225,837

No redundancy and termination costs were paid and settled in the year. The redundancy and termination costs accrued at the balance sheet date were £nil (2022: £nil).

The following number of employees received employee benefits (excluding employer's national insurance and employer pension costs) during the year between:

2023 2022
No. No.
£70,000 - £79,999 1 1

The total employee benefits including employer's national insurance and pension contributions of the key management personnel were £431,595 (2022: £402,432).

The charity trustees were not paid nor received any other benefits from employment with the charity in the year (2022: £nil). No charity trustee received payment for professional or other services supplied to the charity (2022: £nil).

Trustees' expenses represents the payment or reimbursement of travel and subsistence costs totalling £nil (2022: £nil).

10 Staff numbers

The average number of employees (head count based on number of staff employed) during the year was as follows: follows:


follows:
Support
Raising funds
Adult Care
Governance
Community projects including schools
Family Placement		 2023
No.
4
209
7
70
17
2		 2022
No.
6
233
9
72
15
2
309 337

58

Father Hudson's Society

Notes to the financial statements

For the year ended 31 March 2023

11 Related party transactions

There are related party transactions to disclose for 2022/23 as detailed below.

Aggregate donations from related parties were £70,429 all of which was received from Birmingham Diocesan Trust (2022: £25,000). The Trust also gave a capital grant of £50,000 in support of the Tabor Living 2 project.

The Society has employed the services of NFP Wealth Management Ltd (NFP) in the design and implementation of a Group Personal Pension Scheme. One of the directors of NFP is related to a trustee of the Society. Fees to NFP have been agreed on an arms length basis and the trustee took no part in the decision to use NFP nor in the fee negotiations. At 31 March 2023 fees amounting to £1,800 (2022: £1,800) had been paid to NFP.

The President of the Society, the Most Rev. Bernard Longley, is a trustee of Birmingham Diocesan Trust (registered charity number 234216). During the year, the Trust paid for residential care for sick and retired priests in St Joseph’s Care Home amounting to £110,660 (2022: £59,853). The balance at the year end was £nil (2022: £nil) due to the Society.

Mrs Jo Watters, Head of Community Projects, is a trustee of Hope Community Project (registered charity number 1139362). During the year the Society made a donation of £nil (2022: £nil) to the Project and provided support services in kind to the value of £29,594 (2022: £29,772) for which payment of £2,000 was received (2022: £5,000). The balance at the year end was £8,726 (2022: £nil).

The Society is a corporate trustee of Maryvale Community Project (registered charity number 1147691). During the year the Society provided support services in kind to the Project to the value of £17,997 (2022: £16,572). The balance at the year end was £nil (2022: £nil).

12 Taxation

The charitable company is exempt from corporation tax as all its income is charitable and is applied for charitable purposes.

13 Tangible fixed assets

Tangible fixed assets
Cost
At the start of the year
Additions in year
Disposals in year
At the end of the year
At the end of the year
Net book value
At the end of the year
At the start of the year
Depreciation
At the start of the year
Charge for the year
Eliminated on disposal		 Freehold
property
£
7,066,464
-
-		 Leasehold
property
£
151,716
-
-		 Leasehold
improvements
£
-
487,366
-		 Fixtures and
Fittings
£
1,064,330
24,629
(12,468)		 Computer
equipment
£
118,077
(6,300)		 Motor
vehicles
£
232,370
69,140
(7,250)		 Total
£
8,632,957
581,135
(26,018)
7,066,464 151,716 487,366 1,076,491 111,777 294,260 9,188,074
3,220,448
209,264
-		 11,000
4,552
-		 -
-
-		 455,943
105,340
(12,468)		 54,716
22,308
(6,300)		 122,864
28,919
(7,250)		 3,864,971
370,383
(26,018)
3,429,712 15,552 - 548,815 70,724 144,533 4,209,336
3,636,752 136,164 487,366 527,676 41,053 149,727 4,978,738
3,846,016 140,716 - 608,387 63,361 109,506 4,767,986

Land with a value of £31,000 (2022: £31,000) is included within freehold property and not depreciated.

All of the above assets are used for charitable purposes.

59

Father Hudson's Society

Notes to the financial statements

For the year ended 31 March 2023

14 Investment properties

e year ended 31 March 2023
Investment properties
Fair value at the start of the year
Revaluation during the year
Fair value at the end of the year		 2023
£
779,000
-		 2022
£
779,000
-
779,000 779,000

The investment properties were last valued on an open market (assuming vacant possession) or investment basis by ehBReeves Chartered Surveyors as at 31 March 2021. The trustees have reviewed the ehBReeves valuation and are of the opinion that this represents fair value as at 31 March 2023.

15 Listed investments

Listed investments
Shares in group undertaking
Cost at 1 April 2022 and 31 March 2023
UK Collective Funds
Fair value at the end of the year
Property Funds
Overseas equities
Net gain / (loss) on change in fair value
Fair value at the start of the year
Additions at cost
Cash
Disposal proceeds
Cash held by investment broker pending reinvestment
Investments comprise:
Fixed Interest
Shares listed on the London Stock Exchange		 2023
£
5,407,403
497,367
(329,822)
(417,780)		 2022
£
5,250,331
450,512
(652,082)
358,642
5,157,168
131,785		 5,407,403
320,692
5,288,953 5,728,095
2023
£
1,624,227
2,366,230
407,259
216,252
543,200
131,785		 2022
£
1,920,731
2,472,001
463,451
251,395
299,825
320,692
5,288,953 5,728,095
2023
£
2		 2022
£
2

The Society owns 100% of the issued share capital of F.H.S. Projects Limited. The company was dormant during the current and previous financial years.

Debtors
Trade debtors
Accrued income
Prepayments		 2023
£
370,924
228,936
116,389		 2022
£
409,351
300,206
18,995
716,249 728,552

60

Father Hudson's Society

Notes to the financial statements

For the year ended 31 March 2023

e year ended 31 March 2023
Creditors: amounts falling due within one year
Accruals
Trade creditors
Taxation and social security		 2023
£
212,330
97,208
328,367		 2022
£
324,716
88,396
237,055
637,905 650,167

18 Pension Scheme

The charity operates a defined benefit scheme in the UK which closed to future accrual on 31st July 2017. The assets are held separately from those of the group, being invested in managed funds with insurance companies. Contributions to the scheme are charged to the statement of financial activities so as to spread the cost of pensions over employees' working lives with the company. The contributions are determined by a qualified Actuary on the basis of triennial valuations using the projected unit method.

The most recent full actuarial valuation was carried out at 1 August 2022 by a qualified independent actuary. The actuarial value (using the Statutory Funding Objective) amounted to £6,227,000 at that date. Scheme assets were 90% of that figure. The Scheme trustees and the Society have agreed a Recovery Plan which targets the funding shortfall at its date of signing, 25 May 2023. At this date the Scheme's funding position had improved and the deficit had reduced to £69,000. The Recovery Plan aims to clear the deficit with a single payment of £69,000 by 30 June 2023.

Until 31st July 2017 contributions were paid at 13.4% of pensionable pay and employee members contributed 8% of pensionable pay. The charity continues to pay all costs of running the Scheme.

The assumptions which have the most significant effect on the results of the valuation are those relating to the rate of return on investments and the rate of increase in salaries and pensions. It was assumed that:

The employer's contribution for the period was £117,545 (including deficit contributions of £72,500 (2022: £194,605 including deficit contributions £145,000).

The employee benefit obligations recognised in the balance sheet are as follows:

e employee benefit obligations recognised in the balance sheet are as follows:
2023 2022
£'000 £'000
Present value of funded obligations (5,252) (7,658)
Fair value of plan assets 5,195 5,874
(57) (1,784)

61

Father Hudson's Society

Notes to the financial statements

For the year ended 31 March 2023

18 Pension Scheme (continued)

Amounts in the balance sheet

Amounts in the balance sheet
2023
£'000
(5,252)
5,195
(57)
2023
£'000
-
(209)
161
(48)
(607)
2023
£'000
7,658
209
(2,471)
(144)
5,252
2023
£'000
5,874
161
(768)
72
(144)
5,195
2023
%
51
44
4
1
Liabilities
Assets
Changes in the fair value of plan assets are as follows:
Expected return on plan assets
Amounts recognised in net income(expenditure) are as follows:
Actuarial gains
Total
Interest on obligation
Net Liability
Current service cost
Expected return
Cash
Property
Benefits paid
Actuarial gains
Equities
Bonds
Interest cost
Opening fair value of plan assets
Closing defined benefit obligation
Opening defined benefit obligation
Actual return on plan assets
Changes in the present value of the defined benefit obligation are as follows:
Employer contributions
Benefits paid
The major categories of plan assets as a percentage of total plan assets are as follows:		 2023
£'000
(5,252)
5,195		 2022
£'000
(7,658)
5,874
(57) (1,784)
2023
£'000
-
(209)
161		 2022
£'000
-
(166)
112
(48) (54)
(607) 420
2023
£'000
7,658
209
(2,471)
(144)		 2022
£'000
8,212
166
(526)
(194)
5,252 7,658
2023
£'000
5,874
161
(768)
72
(144)		 2022
£'000
5,503
112
308
145
(194)
5,195 5,874
2022
%
63
21
12
4

62

Father Hudson's Society

Notes to the financial statements

For the year ended 31 March 2023

18 Pension Scheme (continued)

Principal actuarial assumptions at the balance sheet date (expressed as weighted averages):

2023
2022
£'000
£'000
(5,252)
(7,658)
5,195
5,874
(57)
(1,784)
210
(69)
(768)
308
Expected return on plan assets at the end of the year
Financial liabilities measured at fair value through profit or loss
Investments
Future pension increases
Discount rate at the end of the year
Future salary increases
Financial assets measured at fair value through profit and loss
assets
Deficit
Defined benefit obligation
liabilities
Plan assets
Experience adjustments on plan
Experience adjustments on plan
Financial instruments
Defined pension scheme liability
Amounts for the current and previous four periods are as follows:		 2022
£'000
(7,658)
5,874
(1,784)
(69)
308
re as follows:		 2021
£'000
(8,212)
5,503
(2,709)
39
899		 2023
4.75%
4.90%
0.00%
3.35%		 2022
2.75%
4.90%
0.00%
3.75%
2020
£'000
(6,872)
4,573
-
33
(682)		 2019
£'000
(7,284)
5,192
-
(3)
76
2023
£
5,157,168		 2022
£
5,407,403
56,500 1,784,000

19 Financial instruments

63

Father Hudson's Society

Notes to the financial statements

For the year ended 31 March 2023

For the year ended 31 March 2023
20a
Analysis of net assets between funds (current year)
20b
Investment properties
Net current assets
Net assets at 31 March 2022
Investments
Tangible fixed assets
Investments
Net current assets
Defined benefit pension liability
Defined benefit pension liability
Analysis of net assets between funds (prior year)
Investment properties
Net assets at 31 March 2023
Tangible fixed assets		 Endowment
funds
£
3,621,665
-
2,322,193
-
-		 Restricted
funds
£
1,175,742
-
-
849,567
-		 Unrestricted
funds
£
181,331
779,000
2,966,762
26,064
(56,500)		 Total funds
£
4,978,738
779,000
5,288,955
875,631
(56,500)
5,943,858 2,025,309 3,896,657 11,865,824
Endowment
funds
£
3,621,900
-
2,448,051
-
-		 Restricted
funds
£
745,700
-
857,160
-		 Unrestricted
funds
£
400,386
779,000
3,280,046
243,408
(1,784,000)		 Total funds
£
4,767,986
779,000
5,728,097
1,100,568
(1,784,000)
6,069,951 1,602,860 2,918,840 10,591,651

64

Father Hudson's Society

Notes to the financial statements

For the year ended 31 March 2023

21a Movements in funds (current year)

At the start of
the year
£
6,069,951		 Income and
gains
£
69,148		 Expenditure
and losses
£
(126,093)		 Transfers
£
(69,148)		 At the end of
the year
£
5,943,858
745,700
-
-
-
487,741
56,899
17,988
48,009
57,991
79,811
9,661
-
-
99,060		 -
487,366
-
85,735
945,546
124,806
-
18,877
192,575
101,037
41,343
92,272
18,276
7,011		 (57,324)
-
-
(85,735)
(925,041)
(124,821)
(3,150)
(39,871)
(230,526)
(65,373)
(25,581)
(92,272)
(18,276)
(24,425)		 -
-
-
-
-
-
-
-
-
-
-
-
-
-		 688,376
487,366
-
508,246
56,884
14,838
27,015
20,040
115,475
25,423
-
-
81,646
1,602,860 2,114,845 (1,692,395) - 2,025,309
2,386,283
152,607		 -
-		 -
(50,423)		 (163,728)
-		 2,222,555
102,184
2,538,890 - (50,423) (163,728) 2,324,739
629,428
695,776
838,746		 -
-
7,389,977		 -
-
(8,085,885)		 (307,876)
-
468,252		 321,552
695,776
611,090
4,702,840 7,389,977 (8,136,308) 160,376 3,953,157
(1,784,000) 1,703,000 (48,000) 72,500 (56,500)
10,591,651
11,276,970
(10,002,797)
-
11,865,824

Transfers

Expendable Endowment

The transfer of £69,148 (2022: £61,838) to general funds comprises income arising on Expendable Endowment listed investments.

Property Fund

The transfer (out of) into the fund is the amount required so that the balance equals the net book value of adult care freehold and leasehold buildings and fixtures and fittings less the St Joseph's Care home capital fund.

Fair Value Reserve

The transfer (out of)/ into the fund is the amount required so that the balance at the end of the year equals the value of unrealised gains in the portfolio of listed investments.

Pension Reserve

The transfer of £72,500 (2022: £145,000) represents deficit payments made in the year.

65

Father Hudson's Society

Notes to the financial statements

For the year ended 31 March 2023

At the start of
the year
£
5,855,929		 Income & gains
£
275,860		 Expenditure &
losses
£
-		 Transfers
£
(61,838)		 At the end of
the year
£
6,069,951
803,024
-
509,200
9,836
-
21,518
65,795
122,664
91,492
70,807		 -
91,668
618,507
120,636
-
-
256
141,043
77,461
179,430		 (57,324)
(91,668)
(639,966)
(73,573)
-
(3,150)
(18,042)
(205,716)
(89,142)
(141,896)		 -
-
-
-
-
-
-
-
-
-		 745,700
-
487,741
56,899
-
18,368
48,009
57,991
79,811
108,341
1,694,336 1,229,001 (1,320,477) - 1,602,860
2,197,015
264,609
13,001
190,155		 -
-
-
-		 -
-
(19,008)
(31,541)		 189,268
(264,609)
6,007
(6,007)		 2,386,283
-
-
152,607
2,664,780 - (50,549) (75,341) 2,538,890
565,411
695,776
953,976		 -
-
6,607,469		 -
-
(6,650,861)		 64,017
-
(71,838)		 629,428
695,776
838,746
4,879,943 6,607,469 (6,701,410) 61,838 4,702,840
(2,709,000) 780,000 - 145,000 (1,784,000)

Purposes of expendable endowment

Expendable endowment funds comprise the value of land in Birmingham and Coleshill purchased by Father Hudson for the charitable objects of the Society. When such lands are disposed of, the net proceeds are also held in expendable endowment. The funds are held as capital funds but may be expended at the discretion of the trustees. The income from the fund is used to support and develop the activities of the Society.

66

Father Hudson's Society

Notes to the financial statements

For the year ended 31 March 2023

21b Movements in funds (continued)

Purposes of restricted funds

Capital Funds

Capital funds comprise grants/donations towards the costs of fixed assets to be used by the Society for its charitable purposes. Such income may not be treated as a deduction from the capital cost, therefore the depreciation on the underlying asset is treated as restricted expenditure.

St Josephs Care Home

This fund represents grants and donations towards the building of St Joseph's Care Home for older people and people with dementia. At 31 March 2023 costs of £3,318,826 (2022: £3,318,826) have been incurred and capitalised.

IShelter / Tabor 2

This fund represents grants and donations towards the costs of converting St Catherine's of Sienna Church for the Tabor Living 2 project. At 31 March 2023 costs of £487,366 (2022: £nil) have been incurred and capitalised.

Income Funds

These funds are in receipt of grants to assist in the development of these projects.

Purposes of designated funds

Capital Funds

The Property Fund represents the book value of land, buildings and fixtures (less any associated restricted funds) currently held or in construction for charity use. The funds are therefore unavailable for other use.

Revaluation Reserve The unrealised revaluation gains on investment properties represent the difference in valuation and book cost and being unrealised are not available for use.

Fair Value Reserve The

unrealised gains on investments fund represent the gains in value of investments over book cost, which being unrealised are not available for use.

Income Funds

Helena Woolley Fund - this fund is used to support service development and business sustainability initiatives.

The pension reserve represents the deficit as calculated under FRS102.

22 Operating lease commitments

The charity's total future minimum lease payments under non-cancellable operating leases is as follows for each of the following periods:


following periods:
Less than one year
One to six years		 2023
2022
£
£
46,667
36,666
41,667
88,334
Property		 2023
2022
£
£
98,683
45,435
98,683
86,252
Equipment
88,334 125,000 197,366 131,687

The charity has signed Heads of Terms for the lease of premises for a term of 15 years from 01 January 2023 at a rent of £12,000 per annum. The Terms include a rent review every 5 years based on increase in the Retail Price Index.

23 Capital commitments

At 31 March 2023, approved and contracted capital commitments amounted to £100,000 (2022: £nil) which will be funded from a combination of restricted and general funds

24 Legal status of the charity

The charity is a company limited by guarantee and has no share capital. The liability of each member in the event of winding up is limited to £1.

67