Camfed International
Annual Report and Financial Statements for The Year Ended 31st December 2007
Company number: Charity number:
2874653 1029161
Contents Page Trustees’ & Directors’ report
4
Independent auditors’ report
29
Statement of Financial Activities
30
Balance Sheet
32
Cash flow statement
33
Notes to the accounts
34
Legal and Administrative Information Trustees Anne Lonsdale (Chair)* Peter Sherratt* (Vice chair) Tracy Campbell (appointed September 2007) Fiona Eberts (retired January 2007)
Caroline Hamilton Carolina Gonzalez Carvajal (retiring 2008) Joan Armatrading (appointed June 2007) Elizabeth Garnsey*
* indicates member of the audit committee Directors Ann Cotton, Executive Director Lucy Lake, Deputy Executive Director Peter Sherratt
Fiona Eberts Anne Lonsdale
Company Secretary Luxon Shumba, Director of Operations and Resources & Company Secretary
Principal Office
Principal Bankers
17 and 22 Millers Yard Mill Lane Cambridge CB2 1RQ, UK Telephone: 01223 362 648 Website: www.camfed.org
Lloyds Bank plc 3 Sidney Street Cambridge CB2 3HQ
Auditors
Solicitors (pro bono)
haysmacintyre Fairfax House 15 Fulwood Place London WC1V 6AY
Denton Wilde Sapte LLP One Fleet Place London EC4M 7WS
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The Context of Our Work The context of Camfed’s work is one of chronic poverty which rural communities in Africa are virtually powerless to change. Poor families have no room for manoeuvre in their economic ‘choices’ and must secure basic needs. Far from limiting girls’ educational opportunities because of the ‘opportunity cost’ of girls’ lost household and other labour, poor parents have shown themselves wholly supportive of girls’ education when the direct costs that they cannot afford are met externally. The opportunity lost through girls’ educational exclusion is too expensive for the world to afford in child maternity, infant mortality, the high incidence of HIV/AIDS and food insecurity – a whole panoply of human misery. The vision we have Our vision is a world in which every child is educated, protected, respected and valued. This vision is depicted in the diagram below, a model that seeks to generate a virtuous and sustainable cycle whereby girls are supported through childhood education and the post-school years to become leaders who break the cycle of poverty in their own lives and in the lives of the next generation.
Our fundamental purpose Camfed is an independent organisation, registered as a charity in England and Wales, with partners, volunteers, supporters and staff dedicated to multiplying girls’ access to education and accelerating the benefits to individuals, their families and communities.
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Where we work Camfed Programmes operate in four countries: Zimbabwe, Ghana, Zambia and Tanzania. The plan is to expand programmes into a further three countries in Africa, making a total of seven, starting with Malawi in 2008.
Our work Camfed International aims to secure the education of girls and enable them to play a leading role in the regeneration of Africa. We work to achieve the following four objectives: 1. Multiply educational opportunities for girls and vulnerable boys 2. Enable educated young women to lead change 3. Map the levers of change and provide technical assistance to governments 4. Advocate on children’s rights to education and protection
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Trustees’ report The Board of Trustees of Camfed International present the Annual Report and Audited Financial Statements for the year ended 31 December 2007 under the Companies Act 1985 and the Charities Act 1993. The Financial Statements have been prepared based on the accounting policies set out in note 1 to the financial statements and comply with the Companies Act 1985 and the Statement of Recommended Practice (the Charities SORP 2005). Chair’s introduction This is my first report as chair of the Board of Trustees of Camfed International and one which I am particularly pleased to make. I took over in February 2008 from Fiona Eberts, the previous Chair, who stepped down after four years of peerless leadership and moved to lead the establishment of Camfed Canada. I welcome Peter Sherratt who stepped up to become Vice Chair of the Board. It is pleasing to report that the fifteenth year of Camfed’s work was busier than ever with a significant increase in revenues and a record 408,000 children benefitting from Camfed’s work. Programmes across all the countries increased by an average 81% from 2006, including Zimbabwe where, despite a very difficult operating environment, the resilience of the Camfed model was demonstrated. Anne Lonsdale Chair of Board of Trustees
During the year, Camfed entered into strategic partnerships with international bi-lateral and multi-lateral agencies to increase funding sources, and to mainstream the case for girls’ education and highlight Camfed’s work. Our valued partners, including – among many others - the UK Department for International Development, Irish Aid, European Commission, The Hunter Foundation, Sigrid Rausing Trust, Sofronie Foundation, Sansom-Eligator Foundation, Big Lottery Fund, Merrill Lynch, UBS, Goldman Sachs, Linklaters and Financial Times are vital to our ongoing ability to have impact. Because of my responsibilities as Deputy Vice Chancellor of the University of Cambridge, I am particularly excited by “The 10 000 Women Initiative” a project that aims to deliver entrepreneurial, leadership and business training to young women in Africa by leveraging the core competencies of the various parties, i.e. Camfed’s knowledge and experience of girls’ education in Africa, the outstanding enterprise teaching of Judge Business School, the experience and reputation of Cambridge Assessment, the IT expertise of Aptivate and the financial support of Goldman Sachs. The Board has continued to work on developing and strengthening governance. At Camfed International, governance is driven by the right of every child to education, entitlement to resources received in her or his name, and protection from physical harm. We recognise that a solid governance framework is needed in order to support scaling up of Camfed’s work and to that end we identified four main areas for continuous development: direction, effectiveness, supervision and accountability. Traditionally, organisational governance looks narrowly at the oversight relationship between boards of trustees and directors of organisations. At Camfed, we have broken down that restricted view and linked the responsibilities of staff and boards directly to our commitment to girls and vulnerable children. As such, boards and executive team members must ensure delivery of our work through a process that is driven by respect and service to the child. To the extent that at Camfed, governance places the child at the centre of our work, and child protection looks at a child’s physical and mental well-being as well as protection of the resources that are that child’s right, it is revolutionary. You will read in the following report by the Executive Director inspiring achievements in 2007. Nevertheless, much remains to be done. The year ahead will be challenging, beginning with a new programme in Malawi. With the dedication of my colleagues on the Board, the dedicated Camfed team and the invaluable financial support of our funders, I feel very confident to fulfil the important goals we have set ourselves.
Anne Lonsdale Chair of Board of Trustees
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Executive Director’s Report My report summarises a success story for girls’ education in Africa in 2007 and the sections that follow report on Camfed’s four aims and areas of work. The next generation of leaders: New African Futures In 2007, Camfed made a leap forward towards sustainability with an iconic part of our work: out of the 408,485 children who benefited from our work, 47,369 – more than 11% – were supported with funds donated or raised by members of the community, including mothers, young women and teachers. This result represents an increase of 86% in local activism over 2006. Camfed’s work is community led and owned, and these numbers show the depth of that ownership. This sentiment was put into words by an Education Officer, Mrs. Lymo, at the launch of our programme in Morogoro District in Tanzania. After Tukaeje, the Cama National Chair, spoke about the work of Cama members, Mrs. Lymo said: “Tukaeje has posed a great challenge, reminding us of our responsibility as a community. There is a lot we can do… I have realised that every one of us here is Camfed because it is everyone’s responsibility to help girls and boys to access education and finish school.” Ann Cotton Executive Director
In rural Africa, community and family are central. The ethic of taking care of one’s own has built strong, highly supportive communities, particularly in rural areas. But poverty and the ravages of HIV and AIDS challenge that spirit. Through Cama, and the ways young women have found to give back to their families and others around them, local people are being inspired to tap into that spirit and bring it back to life. Through our support and training in 2007, 42,296 local people across 1,321 communities have begun to value the contribution they can make again. Women and men, old and young, educated and not, are finding pride in the many small and big things they can do to support a child. This new-found power has resulted in palpable community pride that is affecting many more than the 47,369 children mentioned above. The power of women to lead the way and to re-imagine a new future for rural communities has had a profound impact. The membership of Cama reached 7,914 in 2007, up 56% from 2006. Each of those young women represents a point of change for her family, her community and indeed for her country and beyond. For example, in rural Zimbabwe people are struggling to find food and the economic problems in the country are affecting everyone. Still, in March 2007, when Patricia Mangoma, Head of Programmes for Camfed Zimbabwe, was conducting a training workshop in Chikomba, she happened to mention that while people were finding things difficult there, they were much worse-off in Nyaminyami, an area that suffers from chronic food shortages. To her amazement the next morning, as she was preparing to leave, groups of women came to her with bags of grain and maize as gifts for the girls of Nyaminyami. Patricia was touched that on that day – which happened to be International Women’s Day – women from one district were reaching out across the country to help their sisters. Truly young women are making history and shaping a new future for Africa!
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Taking the stage: Voices from Africa In 2007, young Cama leaders took centre stage to bring the voices of African girls to historic and powerful platforms around the world including an address by Patricia Mangoma at the Youth Microenterprise Conference in Washington, D.C. Fiona Muchembere is now a trained lawyer and Camfed Cama beneficiary; spoke at the United Nations Forum for International Education and Training (UNFIET) conference in Oxford in September 2007, where she addressed a range of international actors, including NGOs and representatives of ministries, on the subject of engaging and building the capacity of rural communities in supporting girls’ education.
The invitation of Camfed to these forums is a mark of the growing respect for our work and an acknowledgement of our success in lobbying for young African women to take the stage internationally.
Patricia Mangoma speaking at the Global Youth Microenterprise Conference in New York, September 2007
Camfed’s work continues to be recognised at global gatherings, including the World Economic Forum, the Skoll Forum and the Clinton Global Initiative. In 2007 at the Clinton Global Initiative, President Clinton highlighted Camfed’s work and the centrality of girls’ education to ecological sustainability: “There is nothing that will really stop [climate change] effectively except putting all the girls in the world in school and getting the young women jobs and access to the job market and the opportunity to build a stable life. They will delay marriage and have fewer children.”
President Clinton and Ann Cotton at the Clinton Global Initiative, where Camfed and its partners, including African Governments, the Skoll Foundation, Lehman Brothers and Merrill Lynch pledged to raise $15,000,000 to support girls in Africa. 6
New Financial Resources Finally, 2007 began and ended with the two very successful Financial Times Seasonal Appeals. Together these two Appeals have raised close to £2.3 million for girls’ education. This amazing result is only one outcome of the FT Appeals: we also reached a powerful new audience in the 1.3 million readers of the FT worldwide, and we now have over twenty articles written by respected journalists about our work. The cumulative effect of this boon will have a lasting impact on the organisation and on our message about girls’ education and women’s empowerment. Staff A number of new appointments have crystallised our skills base across Africa and internationally. Most notably, Barbara Chilangwa, former Zambian Permanent Secretary of Education, joined us as the Executive Director of Camfed Zambia in January 2007; Dr. Penina Mlama, former Executive Director of the Forum for Africa Women Educationalists and prior to that Deputy Vice Chancellor of the University of Dar es Salaam joined us as the Executive Director of Camfed Tanzania and Dolores Dickson, formerly Programme Coordinator for the charity African Education Aid, was appointed to head the Ghana Programme Conclusion We have seen tremendous strides for girls over this period and look forward to a new phase, which will surely bring only greater achievements. At this time, we proudly evoke the words of our late friend and mentor, Judith Kumire, in Camfed’s book “I Have a Story to Tell”: “In life, most of us walk long and winding journeys, during which some of us make mere dents and others make huge impressions.” The journey we are on is historic. We are making great impressions in the lives of girls and those girls are going on to make greater impressions than we could ever have dreamed possible on the wider world. Thank you for joining us and thousands of young girls and women on this journey.
Ann Cotton, OBE Executive Director
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Achievements and Performance
Cindy, aged 13, is attending school with Camfed’s support in Zambia: “I decided when I was young that I wanted to be a lawyer. In the courtroom, you are fighting for justice, not just for one person but for all. That’s why I want to be a lawyer.”
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Highlights •
2007 was a year of tremendous growth for Camfed in terms of the number of girls and vulnerable boys supported, the degree of programme innovation and the national and international profile of Camfed
•
2007 was also a time of growth for each of the country offices with investment in new organisational capacity resulting in achievements including:
•
o
Increased collaboration with local and national partners in Ghana
o
The launch of Cama in 7 districts in Tanzania
o
Pioneering national advocacy work for child protection in Zambia
o
Continued expansion in the number of girls supported in Zimbabwe,
Camfed multiplies educational opportunities for girls and vulnerable boys. In 2007 Camfed: o
Supported 172,082 children to go to school
o
Partnered closely with rural communities and Ministries of Education to improve the learning environment of rural schools
o •
Invested in the capacity of community groups working to support vulnerable children
Camfed enables educated young women to lead change. Cama is now a pan-African social movement, creating a forum for young rural women school leavers to foster leadership skills and tackle shared challenges. Cama has taken the lead in community philanthropy and: o
Established a business training programme from which thousands of women benefit
o
Reached 109,490 adults, young people and children with vital information about HIV and AIDS and other health priorities
•
Camfed maps the levers of change and provides technical assistance to governments. In 2007, Camfed: o
Strengthened its monitoring and evaluation processes and prepared for the 2008 multi-country Baseline Study
o •
Developed partnerships with research institutions for project learning and advocacy
Camfed advocates on children’s rights to education and protection. In 2007, Camfed: o
Championed girls’ education and shared best practice at the highest international levels including the World Economic Forum, the Skoll Forum and the Clinton Global Initiative
o
Used its position as chair of the UN Girls’ Education Initiative to influence national and international practice in Child Protection, resulting in the adoption of Camfed’s newly revised Child Protection Policy as the UNGEI Code of Practice
o
Created new opportunities for girls’ and women’s voices to be heard on the global stage. Camfed’s first documentary film, created by women from a remote region of northern Zambia Where the Water Meets the Sky, was awarded Best Film in the Global Insight category at the Jackson Hole Film Festival
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Overview 2007 was a year of tremendous growth and change at Camfed in respect to programmes, innovation and Camfed’s profile at national and international levels. In December 2007, Caroline Daniel of the Financial Times quoted Mary – a young girl Camfed is supporting in Tanzania – as saying, “We tell each other we are making history”! When a girl from a poor rural background in Africa – normally silent, silenced, virtually invisible – can talk about making history, change truly is taking root. We take pride in the achievements of girls and young women like Cindy and Mary whose progress is at the heart of our work. Our programme data pays tribute to the thousands of girls and dedicated Camfed activists whose success we celebrate in this report. Programme Growth In all countries, Camfed’s reach exceeded annual plans. Camfed scaled up its programmes substantially in 2007 guided by our 2006-2010 Strategic Plan. Camfed extended support to over 1,300 rural communities in 61 Districts across the 4 countries of operation. The number of children supported by Camfed’s education programme reached 408,485 in 2007, an increase of 36% from 2006. 7,914 young women have joined Cama, the growing network of young women activists which is leveraging greater local and international influence than ever before. The momentum for growth is set to continue with discussions underway with the Malawi government to launch a new programme in 2008. Camfed is on track to meet the ambitious programme targets set for 2010 and invested in new organisational capacity in all countries in 2007 to support growth and programme development. A total of 26 new staff joined Camfed teams internationally during the year. New offices were established in Tanzania and Ghana, staff training provided and IT systems installed. Major investment was made in organisational monitoring systems to support scale up, including upgrade and refinement of the programme database and the design of a comprehensive Baseline Survey to provide extensive data on the impact of Camfed’s programmes. Programme Innovation Camfed continued to innovate its core programmes within the framework of the Strategic Plan. In 2007 Camfed stepped up its work to tackle violence against girls and women through high profile Child Protection campaigns, and new partnerships with men’s organisations. Rural areas of Africa remain largely outside the technological revolution, but Camfed has made advances in bringing technology to rural areas. Field officers are now using PDAs (giving them new status and confidence, as well as improving efficiency) and filmmaking has brought a new form of literacy to poor and marginalised women, captured in Camfed’s first documentary film, Where the Water Meets the Sky. Camfed has formed new partnerships to step up investment in young women’s leadership including with Goldman Sachs and the University of Cambridge, and will recruit Young Women’s Empowerment Managers in each country in 2008. In 2007, Camfed reached new and influential global audiences to advocate for both increased investment and increased transparency in the management of funds for girls’ education to ensure that resources reach the girls most in need. A partnership with the international law firm Linklaters will enable us to develop our good governance strategies in Africa.
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Programme highlights from our countries of operation Camfed Ghana – investments in organisational capacity and increased collaboration with local and national partners Camfed Ghana invested in new organisational capacity which consolidated its position in the Northern Region in 2007 following the appointment of the Head of Programmes. This resulted in increased support and collaboration with local and national partners including a signed Memorandum of Understanding with the Ghana Education Service, regular media coverage and new advocacy partnerships with FIDA Ghana and the Planned Parenthood Association of Ghana (PPAG)
Camfed Zambia – strong growth in number of girls supported and pioneering advocacy work to increase child protection Camfed Zambia maintained its strong growth trajectory in 2007, launching the programme in 8 new Districts to achieve full coverage in Luapula and Western Provinces. Through consultation with the Ministry of Education, donors, NGOs and grassroots partners, Camfed Zambia developed its first 4-year National Strategic Plan to define growth and advocacy targets. As a result, Camfed Zambia has pioneered national advocacy work to increase Child Protection in the education system, building on Camfed’s strong partnership with the Ministry of Education. Camfed Zambia’s “Zero Tolerance to Child Abuse” initiative attracted high levels of political and public support including the Zambian Human Rights Commission and female Members of Parliament - leading the way for similar initiatives across Camfed’s programmes internationally
Camfed Tanzania – investments in organisational capacity and the launch of Cama in 7 districts Camfed Tanzania also saw significant growth in organisational capacity in 2007 with key staff appointments and the establishment of an office in Dar es Salaam. With the first cohort of girls supported by Camfed due to complete school in 2008, a landmark achievement in 2007 was the successful establishment of Cama in 7 Districts. Cama’s progress has been accelerated in Tanzania by adapting regional best practice and regular exchange with Cama Zimbabwe and Zambia. In 2007 Cama members took up their place at the decision-making table joining CDCs to deliver support to girls in school
Angola
Camfed Zimbabwe – continued expansion in number of girls supported, despite acute economic and political instability Camfed Zimbabwe’s programmes continue to grow and achieve huge successes. Despite the immense logistical and emotional challenges of delivering programmes in the context of acute economic and political instability, Camfed expanded into 3 new districts (21 districts in total) in 2007. Drawing on extensive grassroots networks in place, Camfed Zimbabwe was able to respond to the growing numbers of children at risk of dropping out of school. Camfed achieved a 5-fold increase in the number of children benefiting from the Safety Net Fund in 2007. Rural communities demonstrated outstanding levels of personal philanthropy, generating resources through a range of agricultural and business projects to support the education of vulnerable children. At a time when a teacher’s monthly salary cannot cover the cost of a school exercise book, community ability and determination to purchase uniforms and stationery to support the education of 43,540 vulnerable children almost defies belief. This achievement represents a fundamental shift in programme operation, and the fact that it occurs in the current context is testament to the resilience and sustainability of Camfed’s model
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Strategic Objectives The following section describes Camfed’s progress against its 4 Strategic Objectives. Objective 1: Multiply educational opportunities for girls and vulnerable boys Support girls and vulnerable boys to go to school Improve the learning environment of rural schools Build the capacity of local groups for sustainability
Working closely with rural communities and Ministries of Education, Camfed delivered programmes to improve education access and quality in 2,079 rural primary and secondary schools in 2007. By creating opportunities for parents and local leaders to analyse the specific barriers to girls’ education, Camfed’s programme empowers communities to target financial support to the most vulnerable girls and to take action to address local constraints to girls’ attendance and performance. Last year, 42,296 community activists worked to deliver support to vulnerable children, and the programme reach for 2007 is a testament to their capacity and commitment. Support Girls and Vulnerable Boys to go to School For each individual child benefiting, the chance to attend school is life-changing. In rural areas the alternative is often exploitative domestic work or early marriage which raises girls’ risk of contracting HIV. Camfed supported 172,082 children to go to school in 2007, via bursary support, the Safety Net Fund and local philanthropic initiatives. Yacinta from Iringa in Tanzania is one of the 13,725 girls who benefited from Camfed’s bursary support in 2007. She enrolled in secondary school in January after the Iringa Community Development Committee (CDC) followed a painstaking detective trail to locate her in domestic service in Dar es Salaam, over 600 kilometres away. Acutely aware of the dangers of domestic work, last year Yacinta worked in local schools to raise awareness and discourage girls from following this path. “When I was working in Dar, I worked 18 hours a day, for $13 a month…One of my happiest days ever was the first day at school. I’m the first person in my family to go to secondary school, and if my younger siblings finish primary school, I will help pay for their studies so that they can get to where I am. And if I have my own children, I’ll pay for their studies myself, I won’t need Camfed to pay for my child.”
Yacinta (age 17) with Theresia Moyo, Camfed Tanzania’s Programme Manager (left)
Improve the Learning Environment of Rural Schools Financial assistance to vulnerable children was complemented by intensive work to improve the school learning environment including financial management training for school heads, provision of educational resources to over 1000 schools, construction of hostels to provide safe accommodation for girls and training for 2300 female teachers to provide psycho-social support to students, many of whom are coping with family bereavement and are responsible for looking after their younger siblings. An external evaluation of Camfed’s work in 2007 confirmed that “The training of female teacher mentors has greatly influenced the girls’
behaviour…building their self confidence and esteem”.
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At the core of Camfed’s work is the commitment to robust governance systems which ensure the transparent use of resources and the protection of vulnerable children. In 2007, Camfed updated its Child Protection Policy and Code of Conduct after extensive consultations with a range of stakeholders. The policy is being adopted by the United Nations Girls’ Education Initiative (UNGEI), which Camfed co-chairs and the Zambian Ministry of Education after a successful national advocacy campaign to be replicated in other countries. Across countries of operation, Camfed strengthened the link between financial and programme monitoring systems to set the highest standards of transparency in our work. [Camfed] has a sound financial system that links with the M&E system to track costs per beneficiary. There is evidence of a high level of transparency at all levels… This approach has enhanced the ownership of the project…and has provided room for progressive action learning, capacity building and institutional strengthening. Camfed’s procedures are likely to be adopted by the Ministry of Education and other Development Partners for policy impact and replication in other regions of Zambia.”[External Evaluation, Zambia 2007] Build the Capacity of Local Groups for Sustainability Community Development Committees (CDCs) are the engine of decision-making in Camfed’s programmes. Last year 657 dedicated individuals worked voluntarily as CDC members to coordinate Camfed’s programmes within their respective Districts. CDCs are a focal point for local advocacy and carry considerable responsibility for programme delivery, including monitoring the provision of support to vulnerable girls and boys, working with schools and community groups to improve the school learning environment, and supporting children who had dropped out to return to school. CDCs represent a broad cross section of education stakeholders, including representatives from the District Education Office, schools, parents groups (such as Mothers Support Groups), local NGOs and local officers from line ministries such as Women’s Affairs, Social Welfare and Health. In 2007, CDCs were at the forefront of the campaign to increase Child Protection in schools, and their vital role at the interface of civil society and government at the district level in securing rights is increasingly clear. In Zimbabwe, for example, CDCs mobilised traditional leaders who are now actively promoting adherence to Camfed’s Child Protection Policy within the schools in their communities. Traditional leaders then took a decision to involve women as assessors in the local court system to provide victims of abuse with appropriate support and to ensure fair representation. In Tanzania, CDCs were concerned about the numbers of girls migrating to cities for exploitative domestic work, and organised community forums to raise awareness and develop a local action plan. In 2001, a new and powerful constituency was born in Camfed’s programme in Zimbabwe which has rapidly gained strength across the 4 countries where Camfed is working. Mother Support Groups (MSGs) were formed by rural women to support vulnerable children in their communities and complement the work of Camfed and Cama. Now 1,011 in number, MSGs became key programme partners in 2007 working alongside Camfed, CDCs and schools to deliver support to vulnerable children. Their achievements are a major part of Camfed’s success story, not least through their philanthropic support for the education of 43,540 children in 2007, but also in creating a new platform and visibility for rural women.
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Mother Support Groups are transforming attitudes towards women and challenging assumptions about community responsibilities. The formation of Father Support Groups in 2007 testifies to their inspiration and influence. Mr Jaure was interviewed when his wife was elected Chair of a Mother Support Group in Wedza, Zimbabwe: “I am very proud of my wife! She is such a hard worker and I am confident she has what it takes to lead this group. You see initially, when she joined the Mother Support Group in 2001, I thought that her interest in helping the needy was a result of her simply being a woman. I thought she would tire of it. I am amazed that six years later, she is still at it and going strong! The women have challenged us men, and we would like to do more to help our community. Society in Zimbabwe has always viewed women as weak and lacking intellectually; but I have learned that my wife is one sharp woman. She might not have an academic track record, but she knows exactly what she wants and how to get it. She looks after other children in our community as if they are her own. Because her efforts have generated such positive results, I was motivated to join the Father Support Group, a group of men who, like the Mother Support Group, is working to strengthen the community. For instance, we are currently Mr Jaure, Wedza, Zimbabwe building an expansion to the bathing area for the girls at the local school’s boarding house, which was initiated by the Mother Support Group. I love the work we are doing, as we are building our own community.”
The following table shows key outputs of our work to deliver Strategic Objective 1: Multiply educational opportunities for girls and vulnerable boys in 2007:
Indicators
Zimbabwe
Ghana
Zambia
Tanzania
Total
Objective 1: Multiply Educational Opportunities for Girls and Vulnerable Boys Support girls and vulnerable boys to go to school
Improve the learning environment of rural schools
Girls receiving bursary support Children benefiting from the Safety Net Fund Children supported through local philanthropic initiatives Total number of children supported to go to school Trained teacher mentors / pupil teachers (cumulative) School population benefiting
6,218
1,810
3,666
2,031
13,725
80,069
1,751
21,692
7,476
110,988
43,530
1,370
1,477
992
47,369
129,817
4,931
26,835
10,499
172,082
1,748
109
191
247
2,295
306,030
12,671
55,390
34,394
408,485
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Indicators Build the capacity of local groups for sustainability
Community Development Committees School Based Committees Mother Support Groups Resource Team members Number of community activists
Zimbabwe
Ghana
Zambia
Tanzania
Total
18
n/a
18
7
43
1,298
178
297
292
2,065
889
26
85
11
1,011
166
n/a
52
21
239
31,030
2,876
5,600
2,790
42,296
Objective 2: Enable educated young women to lead change Support young women’s economic advancement and leadership Train young women as health activists to improve community wellbeing Develop the Cama network as a framework for young women’s agency
Camfed is cultivating a generation of change-makers through its education programme and unique young women’s network. Cama now has 7,914 active members across Ghana, Tanzania, Zambia and Zimbabwe. Originally set up in 1998 as a support network for girls who had completed school with Camfed’s support, Cama is open to any young rural woman who can demonstrate her commitment to the development of her community. Cama is now a pan-African social movement, creating a forum for young rural women school leavers to foster leadership skills and tackle shared challenges as a group. Cama’s achievements have surpassed all expectations. In 2007, Cama continued to be the driving force behind community philanthropy, demonstrating the very high returns on investment in girls’ education. The multiplier effect of Camfed's programmes 50,000 45,000 40,000
30,000 25,000 20,000
Total reach
35,000
15,000 10,000 5,000 0 2000
2001
2002
2003
2004
2005
2006
2007
Year Children supported through local philanthropic initiatives
Community activists
Cama members
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Support Young Women’s Economic Advancement and Leadership Cama has continued to motivate and inspire thousands of young women internationally. In response to the needs of young rural women school leavers, Cama established a business training programme which has enabled thousands of young women to generate regular income to provide for themselves and their families. Strong demand for the business training continued to drive Cama’s growth last year. In 2007, 13,667 young women gained vital financial management and business skills. Economic independence unlocks young women’s potential - literally enabling them to multiply the benefits of their education and support others, like Susan Inyambo, age 23 from Shang’ombo District, Zambia. Forced to drop out of school in Grade 9 because her mother could not afford the fees, Susan went on to complete Grade 12 with Camfed’s support and has since transformed her family prospects. Susan received training and applied for a small grant which she used to develop a profitable business and reports: “My business is doing fine. I am now able to support my young sister who is in grade 10.” Several Cama members have built houses for their families using profits from their businesses. Riziki (age 23), from Kibaha Tanzania was inspired to start a business after attending an inaugural Cama meeting. Her business grew from weekly profits of £1.50 to £30 in 2007 after receiving business training and a grant from Camfed. Riziki is using her business to support her family and as a stepping stone to paid employment by paying to attend secretarial college. Cama creates a network of role models and business mentors - Riziki and Susan are inspiring and training other young women to set up successful businesses. Train Young Women as Health Activists to Improve Community Wellbeing In 2007, Camfed and Cama conducted a thorough review of the Cama Community Health Programme, and intensified training and monitoring. Cama took its community outreach to a new level, reaching 109,490 adults, young people and children with vital information about HIV and AIDS and other health priorities in their local communities. Health activists also visited homes and families and provided home-based health care when possible in order to provide support to the primary carers. In rural areas where access to health care information and home-based care is poor, such services are a precious lifeline for many. Develop the Cama Network as a Framework for Young Women’s Agency While Cama Zimbabwe has long been engaged in advocacy and activism, there was a growing realisation across newer Cama networks internationally of Cama’s own power and influence to lead change. In Zambia, Cama secured funding from local government for the first time. Cama members in Tanzania have developed advocacy plans which include a commitment to support girls who have become pregnant to re-enter the school system - challenging the culture of blame which stigmatises girls who have become pregnant. In Ghana, one Cama member, Afishetu, supported to complete her education and start her own business with Camfed support, was the only woman contesting the 2007 District Assembly Elections. She was successful in this bid and now hopes to become a Member of Parliament. Cama is influencing international best practice in relation to young women’s activism and advocacy. Through a partnership with the Barrow Cadbury Trust and led by founding Cama member Fiona Muchembere, Camfed developed a Code of Practice for organisations working with young women to ensure that partnerships are collaborative, respectful and create opportunities for meaningful participation for women. The partnership incorporated an innovative exchange programme between Cama and Women Acting in Today’s Society (WAITS), a UK-based women’s organisation to share best practice.
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Establishing opportunities at UNGEI and other global advocacy platforms for young women to speak is an essential factor of our commitment to young women’s leadership. For example, in January 2007, Winnie Farao, a founding member of Cama and Camfed beneficiary, was invited to address the UNICEF. After graduating with a first class degree in psychology from the University of Zimbabwe, she joined the Camfed team in Zimbabwe as Training Manager. The following matrix shows key outputs of our work to deliver Strategic Objective 2: Enable educated young women to lead change in 2007
Indicators
Zimbabwe
Ghana
Zambia
Tanzania
Total
Objective 2: Enable Educated Young Women to Lead Change Support young women’s economic advancement and leadership
Train young women as health activists to improve community wellbeing
Develop the Cama network as a framework for young women’s agency
Young women entering higher education / professional training (cumulative)
462
219
22
157
860
Business Trainers
35
54
18
30
137
1,369
208
346
460
2,383
814
108
236
282
1,440
555
n/a
18
15
588
12,210
216
1,180
61
13,667
286
173
176
137
772
606
100
140
100
946
71,500
10,400
17,600
9,990
109,490
Cama members
5,620
1,090
714
490
7,914
Cama committees
19
11
6
7
43
Cama District Centres
17
1
3
0
21
Young women trained in economic life skills New businesses set up by young women Young women receiving loans from Camfed to expand businesses Community members acquiring business skills Trained Community Health Activists (cumulative) Schools / communities reached by Health Activists Children and young people reached with health information
Objective 3: Map the Levers of Change and Provide Technical Assistance to Governments Monitor and evaluate Camfed’s programme activities Partner with research institutions and communicate learning Monitor and Evaluate Camfed’s Programme Activities Alongside the growth in Camfed’s programme activities is a corresponding strengthening of our monitoring and evaluation processes. In 2007, we moved forward with preparations for the 2008 multi-country Baseline Study, which included developing a Sampling Manual (a detailed guide on the sample design and sampling procedures for interviewers) and pre-testing of survey questionnaires in Tanzania. Measuring the impact of the 17
programme through interviews with over 2000 stakeholders in each country, the Baseline Study is an important step for Camfed to capture the impact of our grassroots approach, and to establish benchmarks from which to measure future change. As part of a baseline survey to assess community attitude change towards girls’ education and improvements in the school environment, trained teams of community activists will conduct interviews with students, parents, teachers, local officials and Cama members across Zimbabwe, Zambia, and Tanzania in 2008. The data will enable Camfed to understand best practices and programme areas requiring further investment, and the survey represents a major investment in local capacity. Teams were trained in research techniques and the use of Personal Digital Assistants (PDAs) to collect data, in a rare initiative which has brought technology to rural communities and opened up possibilities for greater innovation in Camfed’s monitoring systems going forward. Camfed is committed to continually improving its programmes to deliver support to girls. Working with the teacher mentors in partner schools we monitor girls’ performance on a termly basis, aware of the tremendous pressures on young girls and the impact this has on their day to day attendance and performance at school. In 2008, Camfed will pilot a system to track the daily attendance of individual girls receiving bursary support to create a fast alert system to track girls’ progress. The data will enable us to assess trends across schools, in order to identify priority schools and groups of girls for programmatic interventions to improve their attendance, and ultimately to assess the results of our school-improvement programmes. Partner with Research Institutions and Communicate Learning Camfed has developed a number of partnerships with research institutions to enhance project learning and advocacy including the London School of Hygiene and Tropical Medicine and the International Centre for Research on Women. In 2007, Camfed published the first paper of our working paper series in partnership with the International Center for Research on Women (ICRW) which documents lessons learned in the field of women’s economic empowerment through Camfed’s Seed Money Programme. Future papers in the series will include Systemic Change; Young Women's Leadership; and Girls’ Education.
Objective 4: Advocate on Children’s Rights to Education and Protection Raise awareness at community level Raise awareness at national level Raise awareness at international level Raise Awareness at Community Level Camfed Zimbabwe has broken new ground in 2007 with work to tackle domestic violence through a new partnership with Padare, a progressive men's organisation, in a male-to-male mentoring initiative to promote equality, combat gender-based violence, and reduce the spread of HIV/AIDS. The partnership with Padare grew from Camfed and Cama’s advocacy around the Domestic Violence Bill with a focus on the vulnerability of children and young women. Camfed Zimbabwe has mobilised traditional leaders through the project to challenge head-on some of the issues that affect young rural women – ranging from child abuse and rape to virginity testing and early marriage. Raise Awareness at National Level Camfed continues to play an influential role with national governments in each country of operation. In 2007, Camfed Zambia advised a number of Ministry of Education Committees including the “Schools as Centres for Care and Support Initiative”, following the adoption of Camfed’s bursary guidelines as the national model. The signed Memorandum of Understanding with the Ghana Education Service opened up advocacy opportunities for Camfed Ghana. In Tanzania, Camfed was invited to join the “Ministry of Health and Social Welfare Implementation Group for Most Vulnerable Children” which is a government and civil society action forum. Camfed Zimbabwe has maintained and strengthened its national influence. Having led the “2004 Conference on the Education of Girls, Orphans and other Vulnerable Children” and the subsequent “2005 Strategic Plan for 18
the Education of Girls, Orphans and Vulnerable Children”, Camfed Zimbabwe was the lead organiser of UNIFEM / Ministry of Women’s Affairs events in 2007, including the national commemorations of World AIDS Day, World Rural Women’s Day and International Women’s Day. In Zambia, Camfed successfully negotiated a focus on child protection and abuse in the country’s education strategy for the Fifth National Development Plan 2006-2010. Camfed Zambia’s successful media campaign and political mobilisation around Child Protection in 2007 is a best practice which will be replicated in other countries. Camfed Zimbabwe led a national campaign which culminated in activities across rural communities in Zimbabwe for the Day for Prevention of Child Abuse in November 2007 in partnership with the Women’s World Summit Foundation (WWSF) in Switzerland. WWSF awarded Camfed Zimbabwe’s Director Angeline Mugwendere the Prize for Women’s Creativity in Rural Life in recognition of her outstanding leadership and impact in mobilising and empowering rural women. Raise Awareness at International Level Camfed continued to champion girls’ education and share best practice at the highest international levels in 2007, including: •
At the Clinton Global Initiative in New York in September 2007, where Camfed’s work was highlighted by former President Clinton, urging for greater investment in girls’ education as a key to tackling climate change and global poverty.
•
Executive Director Ann Cotton recently became one of the twenty international members of the Africa Gender Parity Group at the World Economic Forum for Africa - a group dedicated to accelerating progress towards gender parity by optimizing regional talent, sharing best practice and increasing interaction among committed business leaders, public figures and civil society leaders.
•
Angeline Mugwendere, Executive Director, Camfed Zimbabwe shared best practice at the Women’s Affairs Ministers meeting at the 2007 Commonwealth Heads of Government Meeting in Kampala, Uganda.
•
Lucy Lake, Camfed International Deputy Executive Director, led a session on Building Political Will and Leadership Capacity for Girls’ Education at the Global Women’s Action Network for Children in Jordan.
•
Camfed’s Director of International Research, Khadijah Fancy addressed prominent female leaders at the Council of Women World Leaders Girls’ Education Initiative in Washington, DC.
•
Camfed Founder, Ann Cotton was invited to contribute to the UN Chronicle. The article (published in early 2008) assesses the world’s progress on achieving the Millennium Development Goals and calls for international efforts to be stepped up to ensure that millions of children have access to the education that is their right.
•
In 2007, Ann Cotton was awarded an Honorary Doctorate from the University of Cambridge for her services to girls’ education, and was named the Schwab Foundation Social Entrepreneur of the Year. These awards recognise Camfed’s achievements.
Major progress was made in 2007 to bring concerns about child protection and violence against women to the centre of public attention. Camfed used its position as chair of the UN Girls’ Education Initiative to influence national and international practice in Child Protection, which has resulted in the adoption of Camfed’s newly revised Child Protection Policy as the UNGEI Code of Practice. Through creative use of media, Camfed created new opportunities for girls’ and women’s voices to be heard on the global stage in 2007. A new book was developed in Zambia (to be published in 2008) building on the success of I Have a Story to Tell, Camfed’s first book published in 2004 with a foreword from Graça Machel which documented the inspiring testimonies of Cama members from Zimbabwe. Camfed’s new website, launched in 2007, featured films giving girls, Cama members and teachers a voice and a web-log from Mary, a schoolgirl in Tanzania. 19
Film and filmmaking provided innovative ways of engaging communities in change around girls’ education. Camfed has developed a programme in Zambia that puts women behind and in front of the camera and pushes the boundaries in terms of film as a process of empowerment and development, as well as an advocacy tool both locally and internationally. A film made by Camfed-trained women in Samfya was screened at the FESPACO Film Festival in Burkina Faso in 2007. The technical literacy of filmmaking empowered the women and girls participating to articulate their voice despite being nonliterate as a result of lack of access to education. Through the process of engagement in making and shaping the film, the women of the group opened up about issues of disability, HIV/AIDS, prostitution and coping strategies for poverty and social exclusion. This realisation of not being alone and sharing issues with other women in the group mobilised an advocacy strategy around the film at community, national and international levels through which the group travels and facilitates discussions on the systemic nature of the problems facing rural communities, raising awareness and searching for shared solutions.
Girls and young women using camera equipment for the first time as part of the Samfya Women Filmmakers initiative
20
Risks and Challenges Across Zimbabwe, Zambia, Ghana and Tanzania, infrastructural weaknesses presented major challenges in delivering programmes in remote rural schools. Intermittent electricity affected delivery in all countries exacerbated in Zambia and Tanzania by drought and reduction in hydro-electric production, and in Zimbabwe by the economic crisis. In Ghana severe flooding across some parts of the Northern Region rendered some districts inaccessible and some school activities were disrupted due to the collapse of some buildings. HIV/AIDS continues to take a devastating toll on Africa. In Zimbabwe, life expectancy for women is 36 years. In 15 years of operation, Camfed has seen the growing strain – emotional, social and financial – on rural communities as they face illness and the loss of adult carers and breadwinners. In Zambia, many of Camfed’s partner schools are reporting up to 40% of their pupils as orphans. The educational infrastructure is also under great strain to replace the loss of teachers. In response, Camfed has an initiative in the Northern Region of Ghana – identified in our 2006 External Evaluation as highly successful – of giving secondary school graduates the opportunity to become pupil teachers and secure in-service teacher training. This strategy will be rolled out across all country programmes in partnership with Ministries of Education and Teacher Training Colleges. At the organisational level, HIV/AIDS is also affecting our staff in Africa. Many have experienced the loss of close relatives and are carrying extended family responsibilities. The economic and political crisis in Zimbabwe has challenged Camfed’s programme in myriad ways. With per capita school fees eroded to just a few pence per year, education quality is seriously threatened as schools struggle to provide even basic equipment such as chalk. Standard definitions of need have been turned upside down - as government employees and teachers (typically “well off” in rural communities dependent on subsistence farming) cannot afford a single exercise book for their children from their monthly salaries, and are therefore now benefiting from Camfed’s Safety Net Fund to prevent the children from dropping out. The logistical challenges of managing extensive programmes across 21 Districts are immense where prices are changing daily and basic goods and transport in short supply. The personal physical and emotional strain in this context is unimaginable. But the achievements in this report are testament to the outstanding resilience and commitment of Camfed Zimbabwe staff and the rural communities we are privileged to work with.
21
2008 Plans Camfed continues to chart a steep trajectory of growth, and will continue to scale up support to girls and young women in Africa in 2008 as illustrated in the following table. Camfed will invest substantially in the leadership of Cama in the coming year, including through the new partnership with Goldman Sachs and the University of Cambridge. A new Camfed programme will be launched in Malawi, with financial support garnered through the Financial Times Appeal. Extending Camfed’s commitment to the highest governance standards, in partnership with Linklaters, Camfed will conduct a review of organisational governance systems in 2008. The implementation of the baseline survey and key appointments including Head of Impact will strengthen organisational learning. Using our growing international influence and research base Camfed will share lessons widely to multiply the benefits. In 2008 Camfed will launch the documentary, Where the Water Meets the Sky, which chronicles the Samfya Women Filmmakers’ journey and personal transformation. The documentary, narrated by Morgan Freeman will be promoted at film festivals in the UK and the US. A further film is planned with Oscar-winning documentary maker Ross Kauffman to highlight the plight of child domestic workers in Tanzania. A social change strategy around the film will be developed to target the public at large in countries of the region as well as legislators, members of parliament and the wider international community.
22
Camfed 2008 Programme Targets Camfed 2008 Programme Targets Indicators Zimbabwe Geographic Districts 23 coverage Multiply Educational Opportunities for Girls and Vulnerable Boys Support girls and Girls receiving bursary support 8,100 vulnerable boys to Children benefiting from the 27,650 go to school Safety Net Fund Children supported through 60,000 local philanthropic initiatives Total number of children 95,750 supported to go to school Improve the Partner schools 1,500 learning Trained teacher mentors / 1,968 environment of pupil teachers (cumulative) rural schools Schools receiving educational 730 resources School population 368,900 benefiting Building the Community Development 23 capacity of local Committees groups for School Based Committees 1,500 sustainability Mother Support Groups 1,000 Resource Team members Enable Educated Young Women to Lead Change Support young Young women entering higher women’s education / professional economic training advancement and Business Trainers leadership Young women trained in economic life skills New businesses set up by young women Young women receiving loans from Camfed to expand businesses Community members acquiring business skills Train young Trained Community Health women as health Activists (cumulative) activists to Schools / communities improve reached by Health Activists community Children and young people wellbeing reached with health information Develop the Cama Cama members network as a Cama committees framework for young women’s Cama District Centres agency
Ghana
Zambia
Tanzania
Total
15
19
8
65
2,000
6,500
4,031
20,631
7,200
27,000
14,480
76,330
2,700
4,600
2,440
69,740
11,900
38,100
20,951
166,701
178
374
520
2,572
109
280
520
2,877
90
374
422
1,616
27,605
150,300
46,457
593,262
15
19
8
65
178
374
520
2,572
75
85
40
1,200
226
0
54
32
312
300
145
120
40
605
100
84
52
70
306
5,225
330
500
710
6,765
475
75
300
700
1,550
570
30
50
40
690
7,125
150
1,500
150
8,925
550
255
200
200
1,205
660
180
250
210
1,300
137,500
28,800
22,000
16,800
205,100
10,000
1,750
1,500
1,200
14,450
21
15
8
8
52
28
15
17
2
62
23
Financial performance and policies The financial results for the year are shown on page 24 in the form of the Statement of Financial Activities (SOFA). Incoming resources In 2007 we raised £2.2million more than in 2006, representing 68% year on year revenue growth. The Financial Times Appeal contributed 16% of total revenue and increased gift aid claims by 13%. A major fundraising strategy targeting trusts and foundations and corporate donors launched in 2007 had tremendous success resulting in a 33% increase in revenue from the former and an eight-fold increase from the latter. New contracts were signed with Irish Aid and the European Commission and helped increase revenue from statutory sources by £0.337million, representing a 71% increase. Thanks to the generosity of a benefactor, Camfed recorded the first legacy income during the year, an amount of £86,440. We expect to build on this initiative and develop our legacy income base. In kind donations increased four-fold mainly due to advertising space given by the Financial Times and pro bono legal support from Denton Wilde Sapte (UK) and Gibson Dunn and Crutcher (USA). The chart below shows how we raised our 2007 income:
Incoming resources - 2007
Statutories (Government sources) 19%
Trusts and Foundations 35%
Other Income 2% In kind support 10% Donations from the public 20%
Corporate donors 14%
Resources expended Total spend on charitable expenditure increased by £1.6m to £3.6million in 2007 and total spend on Camfed’s primary aim, “Multiply educational opportunities for girls and vulnerable boys” was £2.086 million, equivalent to 57% of total charitable expenditure. Investment in young women’s empowerment, Camfed’s second aim – “Enable educated young women to lead change” increased by 42%. Investment in our third aim of “Map the levers of change and provide technical assistance to governments” has remained largely inline with the previous years in relative terms. Total spend on “Advocate on children’s rights to education and protection” doubled to £0.743million reflecting the increased activities at national and international levels to mainstream girls’ education in Africa. These activities also complement the strategy that targeted increased fundraising from trust and foundations and corporate funders that coincided with the Financial Times Appeal.
24
The chart below summarises how we spent the ÂŁ3.6million charitable expenditure:
Charitable expenditure - 2007 Advocate on children's rights to education and protection 20%
Map the levers of change and provide technical assistance to governments 5%
Multilply educational opportunities for girls and vulnerable boys 58%
Enable educated young women to lead change 17%
Overall, in 2007, for every pound Camfed raised, 91 pence was used on charitable expenditure, 7 pence was used to generate another pound and 2 pence was used for the management and administration of the charity. The pie-chart below shows the overall distribution of resources expended during the year:
Overall annual expenditure - 2007 Governance costs 2%
Charitable expenditure 91%
Costs of generating funds 7%
25
Financial position at the end of the year
Funds held at the end of 2007 At 31 December 2007 Camfed held £3.45million in fund balances split as follows: • Restricted funds of £1.41 million representing resources that were available for on-going operations, but that are restricted to specific purposes by donors, or the granting or contracting agencies. • Unrestricted funds of £2.04 million representing designated reserve set aside by the Board for the following purposes: o School going costs reserve – to meet commitments for school going costs for girls in the programme as at 1 January 2008 o Base reserve – to cover six months’ office running costs for the UK and USA offices. o Tangible fixed asset reserve – representing the net book value of assets in the UK and USA funded from unrestricted funds Financial Policies
Reserves policy Camfed International’s Board of Trustees believe that keeping adequate liquid reserves enable the charity to make long-term commitments for girls’ education and protect the charity against financial fluctuations and economic downturns. The value of reserves is determined by the number of girls committed to receive school fees at the beginning of each year (the school fees reserve) and forecast six months running costs for the UK and USA offices (base reserve). To be consistent with the reserves policy, the designated reserves at the end of the year of £2.04million were £0.417 million short of the target reserves level (see Note 19). The Board recognises that as Camfed scales up and more girls join the programme the target reserves required will continue to increase. Camfed has taken steps to increase unrestricted funding to build the school reserve to cover 12 months’ school going costs of girls on the programme at the start of 2009.
Investment policy The Board, through the Finance and Audit Committee decide on the investments of the Charity. The policy to maximise returns on investments is balanced by the short and long term financial plans of the charity as well as an ethical investment policy.
Grant making policy Camfed International works with partner organisations that contribute specific expertise to the execution of its programmes. Grants payable to partner organisations are made in line with Camfed’s strategic objectives. The grants contribute directly towards the development of the charity’s programmes by helping local organisations provide sustainable benefits for communities, and they are therefore considered part of furthering Camfed International’s own objectives. Camfed International monitors all grants in accordance with the relevant partnership agreement. Volunteering Camfed International is grateful for the invaluable in-kind support received from corporate bodies and individuals during the year. The support provided a priceless contribution in realising Camfed International’s ambition for girls’ education in Africa.
26
Structure, Governance and Management Board of Trustees Camfed International is a registered charity and a company limited by guarantee. It is governed by its Memorandum & Articles of Association. The Board of Trustees comprises of 8 people who together are responsible for the oversight of the management of all the affairs of Camfed International. Board meetings are held three times a year. Trustee recruitment and appointment is done based on specific skills required and on nomination of an existing trustee and voted upon. An induction for new Trustees covers all aspects of the role, the objectives of the charity and the responsibilities of Trustees. The Trustees of the Board receive ongoing training about their roles and responsibilities. No other organization or body has the right to appoint trustees of the charity. Directors’ and Trustees’ responsibilities The Board of Trustees is responsible for ensuring that all activities are within UK law and come within agreed charitable objectives. Its work includes setting strategic direction and agreeing the financial plan. Company law requires that the directors and trustees prepare accounts for each financial period which give a true and fair view of the state of affairs of the charity as at the end of the financial period and of the income and expenditure of the company for that period. In preparing those accounts, the directors and trustees are required to: • • • •
Select suitable accounting policies and then apply them consistently; Make judgements and estimates that are reasonable and prudent; State whether the Financial Reporting Standard for Smaller Entities has been followed, subject to any material departures disclosed and explained in the financial statements; Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue.
The directors and trustees are responsible for maintaining proper accounting records which disclose with reasonable accuracy at any time the financial position of the company and enable them to ensure that the accounts comply with the Companies Act. They are also responsible for safeguarding the assets of the company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. In so far as the directors and trustees are aware: • There is no relevant audit information of which the charitable company’s auditor is unaware. • The directors and trustees have taken all the steps they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information. The directors and trustees are responsible for the maintenance and integrity of the corporate and financial information included on Camfed International’s website. Legislation in the United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions. The Board delegates day–to-day management of the charity to the Executive Officers and acts on advice and information from regular meetings with members of the Executive Team. Committees Two subsidiary committees of the main Board have been established and are working together effectively with the main Board. I. The Finance and Audit Committee was appointed by the Board of Trustees and consists of three Board members. It meets four times a year to consider reports from both the external auditors and the Executive officers and advises the Board on financial control, investments and organisational effectiveness. II. The Remuneration Committee was appointed by the Board and makes recommendations to the Board on directors’ remuneration, benefits and terms of employment.
27
Risk Management The trustees actively review the major risks, which the charity faces on a regular basis, together with an annual review of the controls over key financial systems. The Trustees have taken steps to ensure that sufficient funds are set aside to cover commitments for school going costs for girls in the Camfed programme and office running costs in the event of adverse economic conditions. The trustees have also examined other operational and business risks through an organisational risk management process and have identified those risks, which the charity faces and confirm that they have established systems to mitigate the significant risks. Equal Opportunities The philosophy underpinning all of Camfed’s work is equality. This means taking explicit action to create balance between partners in which Camfed is viewed as an enabling, not controlling partner, dependent in fact on the knowledge and expertise of our partners at the local level. Camfed has built trusted partnerships over the course of time, and continues to build them. Camfed aims to ensure that no job applicant or worker receives less favourable treatment on the ground of race, colour, nationality, religion or religious beliefs, ethnic or national origin, age, gender, marital status, class, HIV and AIDS status, civil partnership or gender reassignment, personal circumstances, sexual orientation, disability, or any other grounds that are unjustifiable in terms of equality of opportunities for all. Individuals are treated on the basis of their relevant merits and abilities. Liability of members Camfed International is a registered Company, limited by guarantee. Members of the Company have guaranteed the liabilities of the Company up to £1 each. This report is prepared in accordance with the special provisions of Part VII of the Companies Act 1985 relating to small companies. Signed on behalf of the Board of Directors and Trustees:
Anne Lonsdale Chair of the Board of Trustees
28
INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF CAMFED INTERNATIONAL For the year ended 31st December 2007 We have audited the financial statements of Camfed International for the year ended 31 December 2007 which comprise the Statement of Financial Activities, the Balance Sheet, the Cash Flow Statement and the related notes. These financial statements have been prepared under the accounting policies set out therein. This report is made solely to the charitable company’s members, as a body, in accordance with Section 235 of the Companies Act 1985. 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. Respective responsibilities of trustees and auditors As described in the Statement of Trustees’ Responsibilities the charity’s trustees are responsible for the preparation of the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). The Trustees are also directors of Camfed International for the purposes of company law. Our responsibility is to audit the financial statements in accordance with relevant legal and regulatory requirements and International Standards on Auditing (UK and Ireland). We report to you our opinion as to whether the financial statements give a true and fair view and are properly prepared in accordance with the Companies Act 1985 and whether the information given in the Trustees’ Report is consistent with the financial statements. We also report to you if, in our opinion the charitable company has not kept proper accounting records, if we have not received all the information and explanations we require for our audit, or if information specified by law regarding trustees’ remuneration and other transactions is not disclosed. We read the Trustees’ Report and consider the implications for our report if we become aware of any apparent misstatements within it. Basis of audit opinion We conducted our audit in accordance with International Standards on Auditing (UK and Ireland) issued by the Auditing Practices Board. An audit includes examination, on a test basis, of evidence relevant to the amounts and disclosures in the financial statements. It also includes an assessment of the significant estimates and judgements made by the trustees in the preparation of the financial statements, and of whether the accounting policies are appropriate to the charitable company’s circumstances, consistently applied and adequately disclosed. We planned and performed our audit so as to obtain all the information and explanations which we considered necessary in order to provide us with sufficient evidence to give reasonable assurance that the financial statements are free from material misstatement, whether caused by fraud or other irregularity or error. In forming our opinion we also evaluated the overall adequacy of the presentation of information in the financial statements. Opinion In our opinion: • the financial statements give a true and fair view, in accordance with United Kingdom Generally Accepted Accounting Practice, of the state of the charitable company’s affairs as at 31 December 2007 and of its incoming resources and application of resources in the year then ended, including its income and expenditure; • the financial statements have been properly prepared in accordance with the Companies Act 1985; and • the information given in the Trustees report is consistent with the financial statements.
29
STATEMENT OF FINANCIAL ACTIVITIES For the year ended 31st December 2007 Notes
Incoming Resources from generated funds: Voluntary income Grants and donations Activities for generating funds Fundraising events Sale of goods Investment income Other incoming resources Total incoming resources
4
Unrestricted Funds
Restricted Funds
2007
2006
Total Funds
Total Funds
£
£
£
£
3,036,051
2,295,311
5,331,362
3,180,124
29,510 1,858 91,199 400 3,159,018
10,090 2,305,401
39,600 1,858 91,199 400 5,464,419
29,738 6,700 30,880 14,107 3,261,549
274,860
440
275,300
180,941
Resources Expended Costs of generating funds: Costs of generating voluntary income Fundraising activities Fundraising events Total costs of generated funds 5 Net income resources available for charitable activities
274,860
440
275,300
706 181,647
2,884,158
2,304,961
5,189,119
3,079,902
Charitable activities Multiplying girls’ educational opportunities Enabling educated women to lead change Research and development Advocacy Total charitable activity costs 6
802,012 232,065 173,125 605,768 1,812,970
1,283,794 383,809 16,498 137,638 1,821,739
2,085,806 615,874 189,623 743,406 3,634,709
1,070,296 434,984 159,194 337,818 2,002,292
98,607
31
98,638
107,183
£2,186,437 ========
£1,822,210 ========
972,581
483,191
(124,949)
124,949
847,632
608,140
1,455,772
970,427
(790)
-
(790)
(252)
846,842
608,140
1,454,982
970,175
1,190,890 ______
802,793 ______
1,993,683 ________
1,023,508 ______
£2,037,732 =======
£1,410,933 ======
Governance costs
7
Total resources expended Net incoming resources before transfers Transfers between funds
18
Net incoming resources before other recognised gains and losses Other recognised gains/(losses) Losses on investments Net movement in revaluation of funds for year Reconciliation of funds Funds brought forward at 31.12.2006
Funds carried forward at 31.12.2007
£4,008,647 £2,291,122 ======== ======== 1,455,772 -
970,427 -
£3,448,665 £1,993,683 ======= ======= 30
INCOME AND EXPENDITURE ACCOUNT For the year ended 31st December 2007
Notes
Unrestricted Funds
Restricted Funds
2007
2006
Total Funds
Total Funds
£
£
3,036,051
2,295,311
5,331,362
3,180,124
29,510 1,858 91,199 400 3,159,018
10,090 2,305,401
39,600 1,858 91,199 400 5,464,419
29,738 6,700 30,880 14,107 3,261,549
274,860
440
275,300
180,941
274,860
440
275,300
706 181,647
Net income resources available for charitable activities
2,884,158
2,304,961
5,189,119
3,079,902
Charitable activities Multiplying girls’ educational opportunities Enabling educated women to lead change Research and development Advocacy Total charitable activity costs 6
802,012 232,065 173,125 605,768 1,812,970
1,283,794 383,809 16,498 137,638 1,821,739
2,085,806 615,874 189,623 743,406 3,634,709
1,070,296 434,984 159,194 337,818 2,002,292
98,607
31
98,638
107,183
£2,186,437 ======
£1,822,210 =======
Incoming Resources from generated funds: Voluntary income Grants and donations Activities for generating funds Fundraising events Sale of goods Investment income Other incoming resources Total incoming resources
4
Resources Expended Costs of generating funds: Costs of generating voluntary income Fundraising activities Fundraising events Total costs of generated funds 5
Governance costs Total resources expended
7
£
£
£4,008,647 £2,291,122 ======= =======
STATEMENT OF TOTAL RECOGNISED GAINS AND LOSSES Surplus for the year Unrealised losses on investments Total gains and (losses) recognized since 31st December 2007
1,455,772 970,427 (790) (252) ______ ______ £1,454,982 £970,175 ====== =======
All of the above results are derived from continuing activities. There were no other recognised gains or losses other than those stated above.
31
BALANCE SHEET As at 31st December 2007
Notes
Tangible Fixed Assets Investments
Current Assets Stock Debtors Short-term deposits Cash and bank balances
Creditors Amounts falling due within one year
12 13
14 15
16
NET CURRENT ASSETS
FUNDS Restricted funds Unrestricted funds General reserve Designated reserve
2007 £
18 19
2007 £
2006 £
2006 £
142,145 520
111,067 1,310
142,665
112,377
5,757 1,206,602 1,000,596 1,202,660
3,520 914,183 1,015,309
3,415,615
1,933,012
109,615
51,706 3,306,000
1,881,306
£3,448,665 ========
£1,993,683 ========
1,410,933
802,793
2,037,732
182,850 1,008,040
£3,448,665 ========
£1,993,683 ========
The notes on pages 11 to 21 form a part of these accounts.
The accounts were approved and authorised for issue by the Board of Trustees on and signed on its behalf by:
Anne Lonsdale Chair of the Board of Trustees
32
CASHFLOW STATEMENT For the year ended 31st December 2007 Notes
Net cash inflow from operations
21
2007 £
2006 £
£1,195,163 ======
£252,219 =======
91,199
30,880
(98,415)
(74,117)
1,187,947
208,982
(1,000,596)
210,005
______
______
£187,351 =======
£418,987 =======
Returns on investments Bank interest received Capital expenditure and financial investment Payments to acquire tangible fixed assets Cash inflow before decrease in liquid resources Management of liquid resources (Increase) / Decrease in short-term deposits
Increase in cash in the year
33
NOTES TO THE ACCOUNTS For the year ended 31st December 2007 1)
Accounting policies a) Accounting Convention The accounts are prepared in accordance with applicable accounting standards and the Statement of Recommended Practice (revised 2005) for Accounting and Reporting by Charities, and the Companies Act 1985, and are prepared under the historical cost convention, as modified by the revaluation of investments. b) Fund Accounting The nature and purpose of each fund is explained in Note 18 & 19. c) Income and Expenditure All income is accounted for on a receivable basis. Donations in kind are recognized at the value to the charity and are included in both income and expenditure. Expenditure is included on an accruals basis. Direct charitable expenditure comprises all expenditure relating to the objects of the charity, including costs incurred in the U.K. supporting charitable activities. Other expenditure comprises fund raising costs and expenditure on the governance of the charity. Where expenditure cannot be directly attributed to a single activity, it is allocated between activities on a basis consistent with the use of resources. Methods used for allocating support costs are detailed in Note 8. d) Depreciation of Tangible Fixed Assets Depreciation is provided on all tangible fixed assets at rates calculated to write off the cost of each asset systematically over its expected useful life: Office equipment: Fixtures & fittings: Vehicles:
33⅓rd of original cost 33⅓rd of original cost 25th of original cost
e) Investments Investments are stated at market value at the balance sheet date. Gains and losses on disposal and revaluation of investments are charged or credited to the Statement of Financial Activities (SOFA). f)
Foreign Currency Translation Transactions in foreign currencies are translated into sterling at the rate prevailing at the date of the most recent transfer of funds. Monetary assets and liabilities held at the balance sheet date are translated into sterling at the rate prevailing on that date. All exchange differences are recognized through the SOFA. The accounts include transactions that took place in Zimbabwe and were accounted for in Zimbabwean Dollars. Zimbabwe has experienced hyper-inflation during the year and therefore the transactions have been re-stated in accordance to UITF 9 – “Accounting for operations in hyperinflationary economies”. All transactions were liquidated into Zimbabwean dollars and these liquidations have been converted into sterling at the prevailing rate in the international markets. Any gains or losses on foreign exchange have been transferred to the SOFA.
g) Pension Scheme Arrangements The company makes contributions to private pension plans of eligible staff. The pension charge included in the financial statements represents contributions paid to the scheme. The company’s liability is limited to the amount of the contributions.
34
h) Operating Leases Rentals applicable to operating leases, where substantially all the benefits of ownership remain with the lessor, are charged in the Income and Expenditure account, as incurred. i)
Stock Stock consists of purchased goods for resale. Stocks are valued at the lower of cost and net realisable value.
2. Overseas organisations a) Camfed Zimbabwe
Camfed Zimbabwe is a charity registered in Zimbabwe (Registration No. 1157/82) in 1993. The objects of the charity are the same as Camfed International. Camfed Zimbabwe is operated under the control of the directors of Camfed International. The assets, liabilities, income and expenditure of Camfed Zimbabwe have been incorporated into the financial statements of Camfed International. b) Camfed USA Foundation
Camfed USA Foundation was established as a not for profit organization in 2000 and received its 501 [c] [3] status in April 2001. It shares Camfed International’s charitable purpose to extend girls’ access to education in less developed countries and raises funds which are allocated to particular Camfed International projects in Africa. The assets, liabilities, income and expenditure of Camfed USA Foundation have been incorporated into the financial statements of Camfed International. c) Camfed Zambia
Camfed Zambia was registered as a non-governmental organisation in Zambia on 27th April 2004 (registration number 55134). During 2007, all operations in Zambia were conducted under the control of Camfed International, and have been incorporated into these financial statements. d) Camfed Tanzania
Camfed Tanzania was registered as a non-governmental organization in Tanzania on 6th June 2006 (registration number 56709.) During 2007, all operations in Tanzania were conducted under the control of Camfed International, and have been incorporated into these financial statements.
3. Grants payable to partner organizations Camfed International made a grant of £2,897 (2006 – £9,225) to Women Acting in Today’s Society (WAITS) to produce an international code on gender and social capital. In delivery of its Zimbabwe’s combating violence against women activities, Camfed International worked with PADARE, a non-profit organisation. During 2007 £4,818 was transferred to PADARE to assist in the delivery of these activities. These amounts are included in charitable activity costs.
35
NOTES TO THE ACCOUNTS (continued) For the year ended 31st December 2007
4.
Incoming resources from generated funds
Incoming resources from generated funds for the year, fall into the following categories: Unrestricted Funds
£ Donations Donations from the public Public donations Standing orders Good gifts catalogue Payroll giving Legacies Gift Aid Claims Donations from schools and colleges Schools Colleges
Restricted Funds
£
Total 2007
Total 2006
£
£
571,610 110,527 57 7,524 86,440 78,291
435 60,000 79,088 10,000 -
572,045 170,527 79,145 17,524 86,440 78,291
564,355 148,118 17,490 4,732 41,211
24,339 6,692 885,480
149,523
24,339 6,692 1,035,003
4,300 9,861 790,067
-
297,277 319,395 193,957
297,277 319,395 193,957
377,508 96,118 -
-
172,218 6,705 1,273 44,175
172,218 6,705 1,273 44,175
98,888 23,044 7,085 96,965
Trusts & Foundations
1,240,957
710,714
1,951,671
1,463,100
Corporate donations
378,116 1,619,073
400,059 2,145,773
778,175 3,764,846
90,671 2,253,379
512,517 18,981 531,498
15 15
512,532 18,981 531,513
119,896 13,229 3,553 136,678
£3,036,051 ========
£2,295,311 ========
£5,331,362 ========
£3,180,124 ========
Grants receivable Grants DFID Irish Aid European Commission Other Agencies Big Lottery UNICEF CIDA Comic Relief
Gifts in kind UK sources USA sources Other sources
Total voluntary income
The gifts in kind summarised above relate to advertising, legal and other professional services.
36
NOTES TO THE ACCOUNTS (continued) For the year ended 31st December 2007 5. Cost of generating funds 2007 Fundraising costs Allocation of support costs
262,943 12,357 --------£275,300 ======
2006 35,592 146,055 --------£181,647 ======
6. Charitable activity costs
Multiplying girls’ educational opportunities Enabling educated women to lead change Research & development Advocacy
Direct Programme costs
Support Costs
1,690,363
395,443
440,988 49,634 594,741
From Unrestricted
From Restricted
TOTAL 2007
TOTAL 2006
802,012
1,283,794
2,085,806
1,070,296
174,886 149,899 138,755
232,065 173,125 605,768
383,809 16,498 137,638
615,874 189,623 743,406
434,984 159,194 337,818
£2,775,726
£858,983
£1,812,970
£1,821,739
£3,634,709
£2,002,292
======
=====
======
======
======
=======
7. Governance
Strategic plan Operations manual UK legal fees UK legal fees (in-kind donations) USA legal fees (in-kind donations) Trustees facilitation Audit fees USA governance costs Tanzania registration costs Allocation of support costs Other
2007
2006
255 23,459 18,981 1,408 21,181 4,301 19,872 9,181 --------£96,638 =====
5,189 17,111 10,377 1,452 6,613 8,785 8,634 764 42,894 5,364 ---------£107,183 ======
Salary support costs have been allocated to the relevant governance cost heading.
37
NOTES TO THE ACCOUNTS (continued) For the year ended 31st December 2007 8. Support costs The support costs of Camfed consist of staff costs and overhead costs. Staff costs have been apportioned across Camfed’s work on a basis consistent with the use of resources, i.e. based on expenditure for a cost centre. Overhead costs are first apportioned to the cost centres based on usage of resources, and within the cost centre, are apportioned to activity areas based on usage by each activity. Staff Cost Basis of apportionment
Multiplying girls’ educational opportunities Enabling educated women to lead change Research & development Advocacy
Usage (expenditure)
Overhead Costs
TOTAL 2007
TOTAL 2006
Usage (expenditure)
275,386 146,264 145,323 81,644
120,057 28,622 4,576 57,111
395,443 174,886 149,899 138,755
237,806 138,558 98,548 100,682
£648,617 _______
£210,366 ________
£858,983 ________
£575,594 ________
Grants and donations
9,037
3,320
12,357
101,145
Governance
1,838
18,034
19,872
36,048
£231,720 £891,212 ======= =======
£712,787 =======
Total costs allocated
£659,492 =======
9. Trustees expenses The Trustees drew no fees or expenses. No Trustee or other person related to the charity had any personal interest in any contract or transaction entered into by the charity during the year (2006 – none). 10. UK Staff costs and staff numbers Salaries Social Security costs Pensions
2007 528,552 56,089 26,812 £611,453
2006 405,149 44,384 24,264 £473,797
The salaries and pension contribution of the directors, who are not trustees of the charity, totalled £132,748 (2006 - £105,084). 1 employee earned £60,000 pa or more (2006 – nil). The average number of employees in the UK was 26. (2006 – 14). The number of persons employed, including part-time staff, calculated on a full-time equivalent basis analysed by region was: 2007 2006 Total Number
Camfed International (UK) Overseas
20 45 65
Total Number
17 20 37 38
NOTES TO THE ACCOUNTS (continued) For the year ended 31st December 2007 11. Taxation As a charity, Camfed International, is exempt from tax on income and gains, falling within s505 of the Taxes Act 1988 or s256 of the Taxation of Chargeable Gains Act 1992, to the extent that these are applied to its charitable objectives. No tax charges have arisen in the charity.
12. Tangible fixed assets
Office Equipment
Fixtures & Fittings
Vehicles
TOTAL
Cost: Brought forward Additions Disposals At 31st December 2007
138,150 33,246 171,396
9,666 22,441 32,107
57,573 42,728 100,301
205,389 98,415 303,804
67,581 39,506 £107,087
1,964 4,048 £6,012
24,777 23,783 £48,560
94,322 67,337 £161,659
£51,741 ====== £32,796 ======
£142,145 ======= £111,067 =======
Depreciation: Brought forward Charge for the year Adjustment on disposals At 31st December 2007 Net Book Value at 31st December 2007
£64,309 £26,095 ====== ====== Net Book Value at 31st December 2006 £70,569 £7,702 ====== ===== The vehicles have been purchased for use in the Zambia and Tanzania programmes. 2007 13.
Investments Brought forward and carried forward- Equities
At the balance sheet date, Investments, at market value, comprised: U.S. Equities 14.
15.
16.
Stocks Stocks of Book – I have a Story to Tell Debtors Grants receivable Other debtors Prepayments Income tax recoverable
Creditors Other creditors Accruals
2006
£1,310 ====
£1,562 ====
£520 ====
£1,310 ====
£5,757 ====
£3,520 =====
1,171,349 8,852 26,401 -
859,121 23,259 15,602 16,201
£1,206,602 =======
£914,183 ======
109,615
17,486 34,220
£109,615 ======
£51,706 ======
39
NOTES TO THE ACCOUNTS (continued) For the year ended 31st December 2007 17. Lease commitments – Operating leases At 31st December 2007, CAMFED had an annual commitment of £36,090 (2006 - £36,090) under a noncancellable operating lease, for the rental of office premises in Cambridge, which expires within the next five years.
18. Restricted funds Restricted funds are those funds raised for a specific purpose within the charitable objectives of Camfed International
Active Communities Fund Banyan Tree Foundation Barrow Cadbury Trust Big Lottery Fund Big Lottery Fund Zimbabwe Charities Advisory Trust CIDA Zimbabwe Chen Yet Sen Foundation Comic Relief CAMA Ghana Commonwealth Secretariat Conservation Food & Health Organisation Ian Chivers The Cotton Trust DFID/CSF 237 Zimbabwe DFID Development Education UK DFID/CSCF 342 Zambia DFID CAMA Zambia Book Project DFID 381 Tanzania Dorfred Foundation EC Zambia EC Zimbabwe Fiona Eberts Friedland Foundation FT appeal Guernsey Overseas Aid Commission Goldman Sachs International Greater Good Foundation Irish Aid CSF/06/CAMFED Int./01 Irish Aid CSF099-0702 Irish Aid CSF107-0702 Irish Aid Zambia JA Clarke Foundation Lehman Brothers Merrill Lynch Allan & Nesta Ferguson Charitable Trust Nike Foundation NICOZ The Relief Trust Sansom – Eligator Foundation Skoll Foundation Sofronie Foundation Spark Sylvia Adams Charitable Trust Tides Foundation The Topinambour Trust Bicycles The Topinambour Trust Zambia Balance to carry forward to next page
Balance 31.12.06 2,500 40,463 20,070 41,436 35,046 326 1,759 14,983 2,829 12,300 59,526 5,000 46,609 240,304 65,410 52,974 1,486 £643,021 =======
Movement in Resources Incoming Outgoing 5,000 936 43,588 6,000 27,192 138,633 166,362 33,591 26,690 24,867 71,476 1,273 1,869 21,800 23,642 44,175 49,452 5,083 12,544 6,883 10,000 15,000 9,972 19,270 20,381 55,448 46,970 117,812 117,488 24,165 25,315 80,597 85,291 1,300 1,301 74,409 3,551 119,548 613 5,356 4,893 10,214 62,500 97,705 53,918 2,404 99,991 119,288 70,648 45,520 112,993 96,930 35,763 307 15,000 6,509 49,526 45,451 365,089 62,744 90,589 88,063 65 87 70,090 62,425 25,834 1,747 250,000 1,486 1,715 25,000 14 51,775 1,500 5,000 £2,080,669 =======
£1,496,957 =======
Purchase of Fixed Assets 1,600 3,536 439 1,482 11 (275) -
Transfers between Funds 3,125 1,122 11,563 270 83 5,277 1,111 115 1,150 6,176 1 2,527 10,214 35,205 22,653 22 261 1,715 -
Balance 31.12.07 6,564 12,107 3,365 9,900 5,661 10,000 5,028 8,478 70,858 118,935 4,893 12,300 51,514 40,218 25,128 16,063 35,456 13,491 50,684 302,345 149,990 7,665 27,140 250,000 1,486 24,986 51,775 1,500 5,000
£6,793 =======
£102,590 =======
£1,322,530 =======
40
NOTES TO THE ACCOUNTS (continued) For the year ended 31st December 2007 18. Restricted funds (cont.)
Balance brought forward from last page UBS Optimus Foundation UNICEF Vitol Charitable Foundation William Cadbury Charitable Trust Ajahma Charitable Trust Ericson Trust NetAid Rowan Charitable Trust The Sigrid Rausing Trust UCLES Yahoo Employees Fund Donors wishing to remain anonymous Other Grants under £10,000 and in kind donations (CAMFED) Investment in fixed assets
Balance 31.12.06 £643,021
Movement in Resources Incoming Outgoing £2,080,669 £1,496,957
Purchase of Fixed Assets £6,793
Transfers between Balance Funds 31.12.07 £102,590 £1,322,530
5,034 15,000 3,000 2,667 2,000 5,975 71,532
103,803 6,705 33,456 10,000 15,000 2,000 2,000 15,214 33,385
103,999 6,385 17,041 10,000 9,879 8,156 2,676 4,035 13,777 830 18,207 113,870
-
196 3,156 9 25 13,777 2,993 8,920
5,354 16,415 20,121 (10) 5,145 (33)
6,360 48,204
3,169 -
16,398 -
(6,793)
6,869 (13,586)
41,411
£802,793
£2,305,401
£1,822,210
£124,949
£1,410,933
=======
======
======= ========
£ -
=======
======
Transfers between funds relate to: Financing of project overspends from unrestricted funds £138,535 Allocation of depreciation in respect of fixed assets purchased with restricted funds £13,586. 19. Unrestricted funds Designated reserve: School going costs Office running costs Tangible fixed assets Target designated reserve (Shortfall on designated reserve)/ General reserve Available designated reserve as at 31/12/2007
2007
2006
1,507,745 846,258 100,734 2,454,737
614,946 330,231 62,863 1,008,040
(417,005)
182,850
£2,037,732 ========
£1,190,890 ========
General reserve - the general reserve represents the free funds of the charity, which are not designated for particular purposes. Designated reserve - the designated reserve represents funds earmarked by the Board of Trustees to be used for the following purposes: School going costs – represent a commitment by the charity for 12 months school going costs for girls in the programme as at 1 January 2008 (see below). Office running costs – represent a provision to cover 6 months office running costs. 41
NOTES TO THE ACCOUNTS (continued) For the year ended 31st December 2007 19. Unrestricted funds (cont.) Tangible fixed assets – the tangible fixed asset reserve has been set up to assist in identifying those funds that are not free funds. It represents the net book value of tangible fixed assets in continuing use by the charity and funded from unrestricted funds. Commitment for school going costs for 12 months Country Zimbabwe Zambia Tanzania Ghana Total
Number of girls 8,100 6,543 4,031 2,000 20,674 =====
Amount (£) 494,100 595,413 290,232 128,000 £1,507,745 ========
20. Analysis of net assets between funds
Restricted Unrestricted
Tangible Fixed Assets
Investments
Net Current Assets
TOTAL
41,411 100,734
520
1,369,524 1,936,478
1,410,935 2,037,732
£142,145 ======
£520 ====
£3,306,002 ========
£3,448,667 ========
42
NOTES TO THE ACCOUNTS (continued) For the year ended 31st December 2007 21. Cash-flow information for the year ended 31st December 2007 2006 2007 £ £ a) Reconciliation of net incoming resources (resources expended) to net inflow from operations Net incoming resources Investment income Depreciation charge (Increase) / Decrease in stocks (Increase) in debtors Increase in creditors falling due within one year Net cash inflow from operations
1,455,772 (91,199) 67,337 (2,237) (292,419) 57,909 £1,195,163 ========
970,427 (30,880) 26,528 960 (727,626) 12,810 £252,219 =======
187,351 1,000,596 1,187,947 1,015,309 ________ £2,203,256 ========
418,111 (210,005) 208,106 807,203 ________ £1,015,309 ========
b) Reconciliation of net cash flow to movements in net funds Increase in cash in the period Increase / (Decrease) in short-term deposits Movement in cash and deposits Net cash and deposits at 1 January 2007 Net cash and deposits as at 31 December 2007
c) Analysis of changes in net cash Cash at bank and in hand Short-term deposits Net cash and deposits as at 31 December 2007
01/01/2007 1,015,309 ________ £1,015,309 ========
Cash-flow 31/12/2007 187,351 1,202,660 1,000,596 1,000,596 ________ _______ £1,187,947 £2,203,256 ======== ========
43