Master reference drawn 07.05.08

2

“

”

We craved the attention of the institution staff. We loved them. But it was a job to them and they would retire, or leave or be transferred and our hearts were broken.

The only options for me were an institution or a family that couldn’t look after me. What kind of choice is that? What I needed was a system that would help families in crisis so they didn’t have to give their children up, but also make sure there are families for children who can’t grow up with their own.

Ghita spent his childhood in Romanian institutions.

3

Children are always at the heart of our work.

Last year we asked more than 1,800 children and their carers how they wanted Hope and Homes for Children to help transform their lives, and how they thought that we could transform the lives of many more children.

The result is our new strategy, which is built around our vision of a world in which no child will ever suffer institutional care. Based on our expertise, our contribution to delivering this vision will be to act as a catalyst for the eradication of institutional care of children. We are resolute in our position - children are entitled to the love and care of a family. Institutional care is loveless, neglectful and can destroy a child’s life, and is not acceptable. Ever.

Our new strategy maps out how we can replace institutional care with the care, protection and love of a family and how, in partnership with governments, NGOs and you, our supporters, we can achieve this globally, in our lifetime.

This Annual Review and Plan presents a number of examples of how our work transforms the lives of children and illustrates how we are able to scale up this impact.

Mark Waddington Chief Executive

“”

The best thing that happened to me is coming to this family. Someone is taking care of me and I am on the right path.Ibro, institutionalised until age 9, now in a foster family in Bosnia and Herzegovina.

4

Until recently, Honorine was living at the Noel Nyundo Institution in Rwanda. She is now living with her extended family.

5

Reporting back

6

We are facing a unique window of opportunity to eradicate institutional care. The world is beginning to wake up to the fact that institutional care is wrong and that an alternative is preferable and possible. A clear body of evidence now exists that proves the destructive effects of institutional care on children; Deinstitutionalisation (DI) is being carried out successfully in a wide range of circumstances and geographies. Funding is increasingly being made available to support governments with the transition costs from institutional care; consequently national governments across all continents are making clear political commitments to transition from institutional care to family and family-based alternative care.

Our vision is a world in which children no longer suffer institutional care.

Our mission is to be the catalyst for the global eradication of institutional care of children.

An estimated eight million children globally are wasting away in institutions. The effects on these children are devastating, long-lasting and have a profound impact on families and communities. Institutional care is unacceptable and demands action.

Last year we undertook a comprehensive strategic review across the organisation. As part of this review we spoke to more than 1,800 children and carers, to find out how we can apply our experience and expertise to drive lasting change for those in or at risk of entering institutional care.

As a result we have developed a strategy that will see us catalyse a global movement to end institutional care for good, in our lifetime.

In last year's Annual Review and Plan we set ourselves seven key objectives for 2012. Here we demonstrate some of the ways we met them. “

”

I wish children wouldn't go to institutions and that there was assistance for families where the parents can't care for children.Enes, aged 14, Bosnia and Herzegovina.

1. Undertake a strategic review of

the organisation and develop the

2013-2017 Organisational Strategy

7

We will seize this opportunity, working in strategic partnerships with governments and like-minded organisations to deliver our four point plan:

1. Continue to build national flagships to demonstrate how an entire country can reform its childcare system. In Rwanda and Romania we are on the cusp of achieving this.

2. Harness each flagship country to drive regional impact, sharing expertise beyond country borders, influencing change in neighbouring countries and creating a domino effect of reform.

You can read more about how we plan to achieve our vision on our website: www.hopeandhomes.org

3. By continuing our work to shape regional and international policy and practice we will create a global movement to end institutional care for children.

4. We do not need to grow dozens of times over to catalyse global reform. By working smartly in strategic partnerships, influencing the reallocation of existing childcare funding and shaping policies and legislation we can push the global movement to tipping point.

With the launch of our new strategy we are now singularly focused on being the catalyst for the eradication of institutional care of children, which has meant reviewing how and where we work. As a result, last year we concluded our work in Sierra Leone handing over responsibility for our developmental aid work to our local partner ARC (formerly HANCi). Similarly in South Africa we have handed over our work to local organisations and will now conduct assessments to see if there is appetite for childcare reform at Government level.

We would like to thank our local partners and all our supporters who have demonstrated commitment to children in these countries over the years.

Our ten year strategic aimUsing this approach, by December 2022 we want to have put in place the mechanisms to benefit a quarter of a million children every year who are at risk or already confined within institutional care by ensuring that they can enjoy quality care with their families or quality care within a suitable family-based care alternative. Our vision is ambitious and it will take courage and commitment to accomplish it. But we wholeheartedly believe it is achievable in our lifetime.

Enes, aged 14, Bosnia and Herzegovina.

2. Continue our sustained offensive against the institutionalisation

of babies and young children through pilot projects targeting

13 institutions across Belarus, Moldova, Bulgaria and Sudan

8

No child should suffer institutional care, but the institutionalisation of babies is particularly damaging. Institutions for babies represent a major entry point into the institutional system and, without adequate care and attention, children are most vulnerable to the lasting damage that institutions cause in the first three years of their lives.

We secured funding from the Department for International Development (DFID) and the Australian Agency for International Development (AusAID) to establish family-based care services for abandoned babies and young children in Sudan.

Working in partnership with the Sudanese Government we have begun to set up services in nine states to prevent child abandonment and where possible we will replace institutional care with emergency and long-term family-based care, reuniting babies with their mothers and recruiting foster carers and potential adoptive parents. By providing social workers and police with better solutions for vulnerable children and

removing the reliance on institutions, we aim to have a lasting influence on childcare across Sudan and neighbouring countries.

In Moldova our work to close two institutions for babies continued to advance alongside the establishment of services to prevent families breaking down and babies being institutionalised. Despite resistance from institution staff we continued our work to close the Tiraspol Institution for Babies in Transnistria with support from local authorities.

We continued to make progress in closing the Gomel Institution for children under five and set up alternative care services in Belarus’ second largest city.

In Bulgaria we began work with the Government to close eight baby institutions over the next two years and develop family-based alternatives to institutions and services to support families to stay together. The closure of these eight institutions will rescue nearly 400 children, stem the flow of children into the childcare system and pave the way for wider reform in Bulgaria and across the region.

Early progress of our work on these eight closure projects in Bulgaria led the Ministry of Health to request our technical assistance in closing an additional institution, Shiroka Laka. The institution was closed in December; the babies were all placed in family environments in time for Christmas and the institution building will now be redeveloped to provide support to vulnerable families in the community.

Reporting back

Every 2.6 months spent in an institution before the age of three

stunts a child's growth

by one month and significantly

lowers their IQ levels

9

Baby Petia was critically ill and at high risk of institutionalisation when we met her. After some time in hospital, we placed Petia and her mum, Margarita, in an Emergency Reception Centre where we could give them the support they needed.

10

Following the closure of the Sarata Noua Institution in Moldova, Ion now lives with his grandmother and sister.

617 children

freed from institutions

21

7 institutions closed

Progress was made in closing a further

206reunited with their families or placed in foster care

children

3. Continue our ongoing work on

23 Deinstitutionalisation projects

across eight countries

We successfully closed the Sarata Noua Institution in Moldova, the first specialised institution for children with learning difficulties we have closed in the country. As part of this ground-breaking project we supported over 100 children to return to their families and have demonstrated how children with learning difficulties can be cared for and educated in their families and communities.

In Romania we closed three institutions, Zau de Campie, Onesti and Sighet Boys, making significant headway in our work with the Government to close all of Romania’s institutions and replace them with family-based care.

We launched our project to close the Tuzla Institution in Bosnia and Herzegovina, one of the country’s largest institutions with capacity for 180 children. The project will see us build prevention services in the community, train social workers and foster families and demonstrate how it is possible to close even the largest of institutions and place children into families where they belong.

11

Reporting back

vulnerable children and family members

abandonment to institutions

supported to stay together, preventing

5,014

468 local volunteers

trained and recruited to support children in their communities 7,572

individuals

directly helped in 2012 through

DI and prevention programmes

4. Complete the closure of the Mpore PEFA

Institution in Rwanda which will serve as

a pilot project to influence the closure of

all institutions in the country

In 2012 we officially closed the Mpore PEFA Institution, setting Rwanda on course to become the first African nation to close all of its institutions for children.

Hope and Homes for Children was invited by the Government in 2010 to help fulfil its vision for orphaned and vulnerable children. We began by setting up a pilot project to close the Mpore PEFA Institution in Kigali and move the children into family-based care. In total, 51 children were moved out of the institution. Sixteen children were reintegrated with their birth parents, ten children were reintegrated with their extended families or placed in kinship care within their communities, 20

children were placed in foster families or adopted in Rwanda and five young adults were supported to live independently.

The pilot project has been so successful that the Government has committed to close all of the remaining institutions, housing over 3,000 children.

We have subsequently targeted two institutions for closure and commenced work on one. Situated on the border between Rwanda and the Democratic Republic of Congo, the Noel Nyundo Institution is Rwanda’s largest and oldest institution, housing over 550 children and young adults.

12

Reporting back

Nina, spent six years of her life in the Mpore PEFA Institution where she was neglected, mistreated and stigmatised because of her epilepsy. As part of the institution closure project we recruited and trained foster families and placed Nina with a foster mother, helped them to access medication for Nina’s epilepsy and the family now live together in their home in Kigali.

Nina“

”Here, I feel loved.

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5. Contribute to the development, adoption and

implementation of national strategies for childcare

reform in Belarus, Bosnia and Herzegovina, Bulgaria,

Moldova, Romania, Rwanda, Sudan and Ukraine

Working at national level with governments allows us to use our practical expertise to drive permanent, systemic change in order to achieve country-wide reform.

In Ukraine we made significant contributions to the National Strategy for Children Without Parental Care and those at risk of separation. We showcased our pilot Deinstitutionalisation (DI) project by hosting visits from NGOs, local authorities and the Deputy Prime Minister of Ukraine to our Ray of Hope Centre in Makariv, which provides services to support families in the community.

At the request of the Ministries of Health and Education in Belarus we provided technical

assistance to support their DI strategy and its implementation.

In Bosnia and Herzegovina we contributed to the development of the National Action Plan and Strategy for Children without Parental Care. We continued our training of future childcare professionals at three universities, introducing family-based alternatives to institutions and laying the foundations for an institution-free system for children in the country.

We led the development of the National Strategy and Action Plan for Inclusive Education in Moldova and a national strategy focused on the development of family-based

care and prevention services to replace institutions for babies in the country.

In Romania, in partnership with ARK (Absolute Return for Kids) we published the National Audit of Social Services for Children in Romania, providing the evidence base for Romania’s review of its current strategy in child protection and subsequent development of its 2014-2020 national strategy. Additionally, we were invited to review and submit changes to a range of occupational standards for the country’s two most significant laws governing child protection and social assistance.

14

Reporting back

4,006 professionals provided with specialist skills

15

1,114 national and local authorities have worked in partnership

with us to improve the lives of vulnerable children

11,297

drive change

people attended conferences, round tables and other events organised by us, to raise the issue of the

institutionalisation of children and to

Vasyl’s mother was given vital support to prevent their separation at the Ray of Hope Centre in Ukraine.

16

“

”

The work of Hope and Homes for Children saves the lives of children. They are unique because they are the only organisation to be working on direct closures of institutions while building the capacities of national authorities to make the transition to family-based care, and to be working internationally to ensure that standards and best practice are rolled out. They achieve incredible impact by creating partnerships through which they are able to leverage large sums of money to cover the costs of transition from institutional care to family-based care.

After almost twenty years of experience in developing their successful model Hope and Homes for Children is having a truly global impact that will benefit millions of children’s lives. Maria Herczog Eurochild President and Rapporteur for the UN Committee on the Rights of the Child

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6. Influence European Union policies to ensure funding for

Deinstitutionalisation and childcare reform is made available

to member states and pre-accession countries

We had significant success in securing a place for Deinstitutionalisation (DI) on the EU political agenda in 2012.

We ran a series of events and exhibits on the institutionalisation of children in Europe in the European Parliament, hosted by MEP Mairead McGuiness and organised in

partnership with Eurochild and ARK (Absolute Return for Kids). As a result, clauses on DI have been included in draft regulations concerning the use of Structural Funds - financial tools to reduce economic and social disparities between countries and regions in Europe - opening the door for national governments to access the additional funding

they need to support the transition from institutional to family-based care.

Our partnership with Eurochild continued to influence reform and promote family-based alternatives to institutions across Europe.

Reporting back

of children warehoused in institutions across Europe.

Our work at EU level will help to end this injustice

hundreds of thousandsThere are

7. Strengthen our Board of Trustees by

recruiting three new members

A Board of Trustees is a legal requirement of a charity but a dynamic and skilled Board will set the organisation’s vision and help drive the strategy to achieve it.

In 2012 we recruited three new Trustees to add to the range of expertise and experience on the Hope and Homes for Children Board of Trustees. As we look to the future with a new and ambitious vision, the newly strengthened Board will enable us to carry out our mission to catalyse the global eradication of institutional care of children.

Launching a new organisational strategy, with a clear vision of what we want to achieve and an intelligent approach to accomplishing it, has given us the focus we need to influence change for children on an increasing scale.

In 2013 we will continue to work directly with children, families and communities to radically change their lives. We will continue to use that experience in our work with governments, to demonstrate how and why they can change the way they care for children. And we will drive reform at a wider level too, using our progress at national level to influence change regionally and beyond.

By demonstrating our model of working, building the capacity of others and developing key partnerships to multiply our impact, we will catalyse a movement that will one day see the eradication of institutional care of children.

J Timothy Richards Chair of Trustees

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Looking ahead

“”

Good governance is essential for the success of any organisation and is now more important than ever. Board members play a vital role in serving their causes and communities. They bring passion and commitment as well as skills and experience to the organisations they lead.

Reporting back

Good Governance: A Code for the Voluntary and Community sector

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Our key objectives for 2013:

We will harness our new strategy by working as a catalyst to further expand our impact and transform the lives of many more children. We will do this during 2013 by developing strategic alliances with organisations and funders to influence reform at a global level.

Within the global context of our work we will draw up a number of country-specific strategies that will progress these countries closer to national reform and benefit both present as well as future generations of children through 24 direct and 33 indirect Deinstitutionalisation (DI) projects.

We will campaign both nationally across a number of countries as well as internationally in opposition to the institutionalisation - under any circumstances - of children under three.

We will launch a pan-European campaign to drive forward the transition from institutional to family-based care across 12 countries, and as part of this campaign we will support local NGOs to continue pushing for reform at national level.

We will drive the DI agenda in Africa by: • Completing the flagship closure of the Amal Institution in

Sudan, our first closure in the country, and progressing the development of a sustainable family-based care system.

• Progressing with the closure of all institutions - directly and indirectly - in Rwanda through on-going policy work with the Government, training and preparation for further closures.

• Connecting the Africa experience with the wider global push for childcare reform.

£1In 2012 our work cost

per beneficiary,

per day

£2.16

£1Money matters

20

For every £1

we raised

£5.70

we spent on fundraising,

£1every £1

84pwe spent,

went on our work

with children and families

Out of

21

22

FINANCIAL REVIEWOur income in 2012 totalled £6.2m. This was a reduction on the amount received during the previous year because several large grant payments were made to us early in the December of 2011 – thereby increasing income for that year - rather than at the beginning of 2012. Consequently, this made 2011 a record income year for us. In the meantime, a number of large, new grants were secured during 2012 but not received until 2013 further exaggerating the dip in income. However, we managed to maintain expenditure and therefore services to children in 2012 at a similar level to that achieved in 2011. Our balance sheet indicates a reduction of £927k on total funds, £772k on the restricted reserve and £155k on the general reserve. Over half the fall in the

level of our restricted reserve is due to our restricted property reserve policy of donating Small Family Homes, that are needed for long-term residential services, to local authorities in Romania in order that they can take on responsibility for them. During the year, 14 properties were handed over to three different Child Protection Departments. The level of the restricted cash reserve has fallen as we have fewer projects in progress across the year end when compared to 2011. The reduction in level of the general reserve has been planned to allow country programmes to maintain their momentum prior to receipt of the pledged grants referred to above.

Money matters

Summary consolidated balance sheetYear ended 31 December 2012 2011

£ ’ 000 £ ’ 000

Fixed assets:

Tangible fixed assets 2,824 3,324

Current assets: Debtors and prepayments 89 111Cash and current bank balances 909 1,342

998 1,453

Creditors: amounts falling due within one year: 96 124

Net current assets 902 1,329

Net assets 3,726 4,653

Accumulated funds: Restricted funds 3,226 3,998Unrestricted funds Designated funds 92 123 General funds 408 532

Total funds 3,726 4,653

Summary consolidated statement of financial activities Year ended 31 December 2012 2011

£ ’ 000 £ ’ 000Incoming resources:From generated funds 4,787 6,873From charitable activity 1,399 1,244

Total incoming resources 6,186 8,117

Resources expended: Costs of generating funds 1,085 1,393Charitable expenditure 5,981 5,988Governance costs 47 34

Total resources expended 7,113 7,415

Net movements in funds -927 702Funds brought forward at 1 January 4,653 3,951

Funds carried forward at 31 December 3,726 4,653

The money we raised £ ’ 000 %

Individuals 1,337 21.6ARK 1,232 19.9Charitable trusts and foundations 1,226 19.8Corporate donors 595 9.6Community groups 245 4.0Legacies 152 2.4Event, trading & investment income 554 9.0Overseas programme income 845 13.7

Total income 6,186

Where the money was spent £ ’ 000 %

Rwanda 683 9.6Sierra Leone 79 1.1South Africa 323 4.5Sudan 225 3.2Belarus 59 0.8Bosnia and Herzegovina/Albania 233 3.3Bulgaria 155 2.2Moldova/Transnistria 451 6.3Romania 3,568 50.1Ukraine 205 2.9Fundraising 879 12.4Communications and PR 206 2.9Governance costs 47 0.7

Total expenditure 7,113

Independent auditor’s statement to the members of Hope and Homes for ChildrenWe have examined the summary financial statement for the year ended 31 December 2012.

Respective responsibilities of Trustees and the auditor: The Trustees are responsible for preparing the summary financial statement in accordance with applicable United Kingdom law. Our responsibility is to report to you our opinion on the consistency of the summary financial statement with the full annual financial statements, and its compliance with the relevant requirements of section 427 of the Companies Act 2006 and the regulations made thereunder.

We conducted our work in accordance with Bulletin 2008/3 issued by the Auditing Practice Board. Our report on the company’s full annual financial statements describes the basis of our opinion on those financial statements.

Opinion: In our opinion the summary financial statement is consistent with the full annual financial statements of Hope and Homes for Children for the year ended 31 December 2012 and complies with the applicable requirements of Section 427 of the Companies Act 2006 and the regulations made thereunder.

BAKER TILLY UK AUDIT LLP, Statutory Auditor Chartered Accountants, Springpark House, Basing View, Basingstoke, RG21 4HG

The information on these pages is an extract from the Trustees’ Report and Consolidated Financial Statements for the year ended 31 December 2012. Copies of the full financial statements, which were approved by the Trustees on 30 April 2013, are available from the registered office and have been delivered to the Registrar of Companies and the Charity Commission.

23

Bear Grylls and patron Alastair Humphreys challenged the public to have a Summer of Adventure by planning and taking part in a fundraising adventure of their choosing. Adventurers climbed, swam, walked and cycled their way to their fundraising targets.

Makinghappenit

We owe our successes to our tireless and loyal supporters. From volunteer speakers and celebrity supporters lending their voice to promote awareness of the plight of children in institutions, to local fundraising groups, companies, schools and individuals hosting events, running marathons and coming up with creative fundraising ideas.

Two year old Aleksei from Pewsey Vale was terrified of water and so, with the help of his mum, embarked on a Summer of Adventure to conquer his fear and raise money for other scared and vulnerable children.

Aleksei faced his fear, splashing his way in pools, lakes, rivers and oceans to raise an incredible £100 for Hope and Homes for Children. Well done Aleksei!

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Hazel Blears MP pledges to support efforts to end institutional care of children globally.

Over forty MPs and peers pledged to back efforts to end institutional care of children around the world as part of our Out of Sight Out of Mind campaign at the Houses of Parliament. Our supporters wrote to their MPs to invite them to the week-long event, where parliamentarians were asked to take a brick from the wall to symbolically dismantle this global problem and to discover more information about the issue of children in institutional care.

25

Companies and employees support our work in a wide range of ways. Long-term supporter Riviera Travel raised almost £100,000 in 2012 through a variety of initiatives from giving us £1 for every passenger that took a holiday to hosting a summer festival for staff as well as donating prizes for our fundraising events and launching an affinity marketing scheme for our supporters.

26

Oggi Tomic, former Hope and Homes for Children beneficiary and one of our greatest advocates, attended the One Young World Summit in Pittsburg, USA – an event organised annually for young delegates to meet with global leaders to debate and formulate solutions for the pressing issues the world faces.

Making it happen

Oggi, originally from Bosnia and Herzegovina, was at the event alongside a number of high profile delegates including Bill Clinton, Kofi Annan, Muhammad Yunus and Bob Geldof. Sponsored by our corporate supporter Brandfuel, Oggi attended to represent the voices of the millions of children and young people around the world who have been condemned to spending their childhood in an institution.

“”

Support from schools, teachers, pupils and parents is vital to our work. The Doha English Speaking School (DESS) held their annual fundraising week in aid of Hope and Homes for Children, raising a remarkable £17,274 in the process. The giant fundraising fair included cake sales, classroom discos, making and selling friendship bracelets and a talent show.

We sought to consolidate our predictable income in order to help us to plan reliably for the future. Two important areas of predictable income are regular, planned donations from supporters and multi-year grants from organisations. I support Hope and Homes for Children because I know the money I give each month really does make an impact in the lives of individual children and families and will create lasting change; it will help bring an end to the institutionalisation of children once and for all.

Paul Smee Director General of the Council of Mortgage Lenders

In 2012 we secured significant grants from funding bodies to enable us to take huge steps forward in eradicating the institutionalisation of babies in Africa and Europe.

The Department for International Development (DFID) and the Australian Agency for International Development (AusAID) awarded grants totalling £543,651 to help establish family-based care services for abandoned babies in nine states in Sudan. In Bulgaria, with the support of the Oak Foundation and VELUX FOUNDATIONS, we are focusing our efforts on closing eight institutions for babies in the country, providing a model of working for the Bulgarian Government to use to close its network of 127 institutions for children of all ages.

27

We celebrated the tenth anniversary of our flagship fundraising event, the Herts Charity Challenge – Triathlon and Duathlon, by smashing all previous fundraising totals.

Over 230 people took part in the event in St Albans, organised in association with St. James’s Place Foundation, raising £190,000.

Over the last ten years 1,600 competitors have taken part, raising over £1.4 million for Hope and Homes for Children.

Making it happen

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St. James’s Place Wealth Management and St. James’s Place Foundation have supported Hope and Homes for Children for over 13 years through fundraising events, grants and our very own Herts Charity Challenge.

“

29

“

”

Our partnership with Hope and Homes for Children began in 1999, and was founded on the commitment to make lasting change in the lives of children. It is fantastic to see how our colleagues taking part in fundraising events, like the Herts Charity Challenge, and our multi-year grants programme have made such a significant impact in that time.

When I visited Hope and Homes for Children’s programme in Ukraine I saw for myself the profound difference their work, supported by partnerships like ours, makes in the lives of children, families and their wider communities.David Bellamy, Chief Executive of St. James's Place Wealth Management and participant in the Herts Charity Challenge in 2012

30

When Hope and Homes for Children first started, we were building orphanages, not closing them down. It was by listening to children that we were able to understand that children needed more than bricks and mortar, they needed love – the kind of love only a family can provide. Our committed supporters listened and adapted with us. Without that commitment, we would not have been able to change the lives of many thousands of children. Over the years we have grown in our resolve that institutional care is never the right place for children and it was with great anticipation and excitement that we unveiled our new vision and mission at the beginning of this year. We have now positioned ourselves to cataylse childcare reform globally and we are once again asking for your trust and commitment as we step up our work and end this global injustice for good. Whether it’s hosting fundraising events in your home, taking part in challenge events, remembering us in your Will or getting your school or company involved, our work with children and families would not be possible without your support. Together we are part of a movement that really will change the world. Thank you.

Mark Cook OBE Caroline Cook OBEFounder Presidents

Thank you

31

We would particularly like to express our thanks to the following supporters who made significant contributions in 2012:

• A. Nelson & Co. Ltd.• Absolute Return for Kids (ARK)• Aldro School• BGC Brokers • BrandFuel• DAC Beachcroft LLP• David and Amanda Leathers• David and Katherine Soanes• David and Terry McMurtry• Devonshire House Preparatory School• Doha English Speaking School• Embassy of Finland, Bucharest• EuroWeek and all who gave generously at

the Syndicated Loan & Leveraged Finance Industry Dinner including:

• Deutsche Bank AG London • Lloyds TSB Bank plc • Royal Bank of Scotland• Financial Lifestyle Management• Fundatia Vodafone Romania• Hope and Homes for Children

Support Groups• Hope and Homes for Children

Volunteer Speakers

• James and Deirdre Garvey• James and Tessa Rice• Jersey Overseas Aid Commission

and the people of Jersey• Kate Hobhouse• Medicor Foundation Liechtenstein• Miko Giedroyc• Mrs Lily Safra and the

Edmond J Safra Foundation• Night of Adventure speakers

and contributors• Oak Foundation • Paul and Penny Smee• Porsche, Romania• R&R Ice Cream• Radley College• Riviera Travel• Rotary International in Great Britain & Ireland• Sofronie Foundation• Soroptimist International• St. James's Place Foundation and

St. James's Place Partnership• Stone Family Foundation• T&J Meyer Family Foundation

• The Aleksander Jeromel Practice • The Breadsticks Foundation• The British School Al Khubairat• The Childwick Trust• The Dulverton Trust• The Herts Charity Challenge

- Triathlon and Duathlon Committee• The Hick Charitable Trust• The Mackenzie Family• The Melbreak Trust• The Persula Foundation• The Rowland Family Foundation• The Samuel Storey Family Charitable Trust• The Suzy Fund - St Peter and St Paul’s• VELUX FOUNDATIONS• Virginia Ironside• Vitol Foundation• Vue Entertainment• Winner Imports, Ukraine• World Childhood Foundation• Zurich Community Trust, the charitable

arm of Zurich Financial Services

32

Thank you

East Clyffe, Salisbury, Wiltshire, SP3 4LZ, United Kingdom

Tel: +44 (0) 1722 790111 Fax: +44 (0) 1722 790024info@hopeandhomes.org www.hopeandhomes.org

Follow us: Hope and Homes for Children is a company limited by guarantee (registered in England, number 4193179) and a registered charity (number 1089490)

The names of beneficiaries throughout this document have been changed to protect their identities.

Photos: Alexandra Smart, Chris Leslie, Doha English Speaking School, Laura Elizabeth Pohl, Natasha Lichter, Office of the President of Ukraine, One Young World, Oroszlány Város Fotótára, Riviera Travel, Yavor Sedyankov, Hope and Homes for Children

PatronsKate Adie OBE, The Rt Hon The Lord Ashdown of Norton-sub Hambdon GCMG KBE PC, Martin Bell OBE, Matt Bell, Arpad Busson, The Rt Hon The Lord Carrington KG, General The Rt Hon The Lord Richard Dannatt GCB CBE MC, Rick Foulsham CMG, David Furnish, Nick Hewer, Alastair Humphreys, The Lady Jopling, Gordon McInally, The Rt Hon Sir Donald McKinnon GCVO ONZ, Natalie Pinkham, Mrs Lily Safra, Kristin Scott Thomas OBE, The Rt Hon The Lord Selkirk of Douglas PC QC, Princess Marina Sturdza, Sam Taylor-Johnson OBE, James Whiting, Claire Wright

Chief Executive Mark Waddington

Founder Presidents Caroline Cook OBE Mark Cook OBE

Trustees J Timothy Richards (Chair) Natalie Acton Bridget CluleyJoanne Drew (Secretary) James Garvey Alan Gosschalk Carol Haslam Jim RiceKate Stanley Tony Swayne (Treasurer)Dean Williams

Directors Dr Delia Pop, ProgrammesSue Rooke, Resources

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www.hopeandhomes.org

Annual Review 2012

and Plan for 2013