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← Christian Blind Mission (United Kingdom) Limited

2024-12-31-accounts

CBM UK Annual Report 2024

Christian Blind Mission (United Kingdom) Ltd | Company Number 03148424

Worldwide today...

1.3 billion people have a disability – that’s one in six people worldwide - 80% of them live in low and middle-income countries

94 million people are living with a cataract – the leading cause of avoidable blindness

More than one billion people are affected by Neglected Tropical Diseases that are preventable or treatable

240 million children have disabilities; millions are missing out on school every day

Cover: Juliana from Kenya after cataract surgery. Photo: ©CBM/Re:define

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“I can do anything the others can do. When I grow up, I want to be a teacher.”

Ropafadzo who attends an inclusive school in Zimbabwe, featured in our 2024 ‘Every Girl, Everywhere’ campaign to support inclusive education for girls with disabilities. Photo: ©CBMUK/Thabani

Contents

For the last 115 years, CBM has been fighting to break the cycle of poverty and disability. We want to build an inclusive world in which all people with disabilities enjoy their human rights and achieve their full potential. We are proud to share what we achieved in 2024.

From our Chair 5
From our Chief Executive 6
Strategic Report 7
Financial Review 18
Trustees’ Report 23
Independent Auditor’s Report 27
Statement of Financial Activities 31
Balance Sheet 32
Cash Flow Statement 33
Notes forming part of the Financial Statements 34

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From our Chair

“It is a privilege to reflect on another year of lifechanging work made possible by the dedication of CBM UK’s partners, staff, and our incredible supporters. This Annual Report highlights the extraordinary impact of our programmes, which are transforming lives through improving access to healthcare, education, and sustainable livelihoods, as well as providing vital humanitarian support, where and when needed.

At the heart of our approach is a commitment to working in partnership with local organisations. This ensures that the change we create is not only meaningful but lasting. One of the year’s standout moments was my visit to Zimbabwe, where I saw firsthand how these partnerships are making a difference. I met committed health and education professionals who are changing lives every day.

This year, we also welcomed four new trustees whose experience and insight will strengthen CBM UK’s ability to deliver real, lasting change. Their leadership will be invaluable as we continue our work.

As we look to the future, we’re excited to build new partnerships with funders and supporters. I am confident that together, we will reach even more people and make an even greater impact. Thank you for being part of this journey.”

Tim Morris, Chair of Trustees CBM UK

None of this would be possible without our incredible CBM UK community - staff, partners, and volunteers - who work tirelessly to make change happen. I am immensely proud to stand alongside them.

I also want to extend my deepest thanks to our supporters. They understand that people with disabilities living in poverty are too often forgotten. And so they choose to make a difference – giving their time, prayers, and their generosity. Whether through individual donations, church communities, gifts in their Will or in many other ways, their commitment and support make our work possible.

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From our Chief Executive

“We are living in changeable times. The deep challenges of conflict, climate change, and growing inequality threaten the very real progress that has been made in recent years, pushing more people into poverty. Yet, we remain deeply committed to building an inclusive world and breaking the cycle of poverty and disability. This year, we have demonstrated that change is possible. Through strong collaborations with strategic partners, governments, international alliances such as the International Disability Alliance and the World Federation of the Deaf, and together with our dedicated local partners, we have made meaningful strides toward a more equitable future.

At the heart of our work is a commitment to ensuring people with disabilities are not just participants in change but leaders of it. Those most affected by marginalisation must be at the forefront of the solutions. That’s why we continue to invest in locally led initiatives, like our Actions for Change project which is supporting disability-focused organisations in Kenya, Nepal, and Bangladesh to drive their own change.

With the support of our dedicated staff, partners and our incredible supporters, CBM UK continued to deliver on our five-year strategy (2021–2025). In 2024, we expanded our programmes, strengthened our advisory work, and took bold steps in advocating for change. We started working with a new strategic partner, Jersey Overseas Aid, who awarded us £1.1m to further our work improving financial inclusion for people with disabilities in Nepal. At COP29, we played a key role in advocating for an official disability constituency within the UN climate framework - ensuring people with disabilities have a permanent voice in global climate discussions. In addition, we launched our new website, which puts our commitment to accessibility and centring the voices of people with disabilities at its heart.

drive every success we achieve.

It has also been an honour to step into the role of Chair of the Board at Bond - a network of over 300 international development organisations based in the UK. Having been a Trustee and long-time member, I’ve witnessed the vital role Bond plays in bringing organisations together to challenge injustice and drive lasting change. This comes at a pivotal moment, as UK and other government cuts to international development funding remind us just how crucial this support is for the world’s most marginalised communities. Our sector is navigating both significant challenges and exciting opportunities - to work differently, to think more locally, and to shift power to those who know their communities best. I look forward to being part of this transformation.

As we look back on 2024, I am incredibly proud of what we have accomplished together. But our work is far from done. People with disabilities are still being left behind, and the fight for inclusion continues. With your continued support, we will keep pushing for change.”

Kirsty Smith, CEO CBM UK

None of this would be possible without the commitment and expertise of our staff and partners, both in the UK and across the countries where we work. Their passion and dedication

Photo: ©CBM Global/Eshuchi

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Our mission, vision and values

OUR MISSION

Fighting to end the cycle of poverty and disability

OUR VISION

An inclusive world in which all people with disabilities enjoy their human rights and achieve their full potential

OUR VALUES

CBM UK’s work is founded on the principles of the UN Convention on the Rights of Persons with Disabilities (CRPD). Our ethos is based on and inspired by Christian values and the teaching and example of Jesus Christ:

“People are coming by to see how my vision has been restored and the grandchildren can’t believe it.”

We first met Dorothy in 2022 before she had cataract surgery. After three years of living with cataracts, Dorothy heard about the cataract team at Nkhoma Mission Hospital, but her family were sceptical. Dorothy found an ally in her granddaughter Evelyn, who arranged for a bicycle taxi to the hospital. Within hours of arriving at the hospital, Dorothy had been screened and operated on!

Following her successful surgery, Dorothy has now started her own business selling groundnut flour and firewood: “I can buy

books and pens for my grandchildren… when we have extra profit we buy food.” She is now also able to volunteer to tell others in her community that it’s possible to be treated.

Dorothy said: “My life has changed after regaining sight!”

Dorothy at home in Malawi. Photo: ©CBM UK/ Hayduk

CBM UK’s See the Way Malawi project was funded by donations from the UK public and match funding from the UK government through UK Aid Match.

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Our work

CBM UK works alongside people with disabilities in some of the world’s poorest places, bringing change where it is needed most. Together with fantastic local partners, we deliver programmes in 11 countries to break the cycle of poverty and disability.

Saving Sight

75% of blindness is avoidable. Our sightsaving work helps people access eye health care which can treat and prevent blinding diseases, as well as training and equipping eye health care workers for long-term impact.

“These kinds of camps are extremely important... many people wait for [them] to come to their villages as they cannot afford to travel to big hospitals. Without these surgical camps, many patients would remain untreated.”

Bijay Tamang, an ophthalmic assistant from our partner Biratnagar Eye Hospital, talking about CBM’s surgical outreach camps in Nepal. Photo: ©CBM Global

Community Based Inclusive Development

Rooted in local communities, these programmes make sure that people with disabilities are fully included in access to healthcare, good quality education, and opportunities to earn a living.

“I feel empowered now. I have also been sharing my learnings with other people in the community.”

Prabin is a participant in a CBM Global project establishing resilient, equitable, and inclusive communities in Nepal. Through our partner REMREC, we have been supporting Prabin to grow more sustainable crops and improve his farming. Photo: ©CBM Global

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Neglected Tropical Diseases (NTDs)

NTDs affect over one billion of the world’s most marginalised people. Our NTD work includes preventing and treating conditions which can be painful, disabling or stigmatising, such as river blindness, hydrocele and lymphatic filariasis.

“I can now walk miles, which was something I couldn’t do before. I’m grateful to the CiSKuLA project, because I now have my health back and my peace of mind as well.”

Amina, taking part in CiSKuLA, CBM UK’s inclusive and holistic NTD project in Nigeria delivered with our partner Health And Development Support (HANDS). Photo: © CBM UK/HANDS

Mental Health

Mental health conditions are the world’s leading cause of disability. We improve access to mental health support, and tackle the exclusion and stigma faced by people with psychosocial disabilities. We also facilitate the BasicNeeds Network - a collective of community mental health outcomes and community resilience in low-income settings around the world.

“Many people like me have received psychosocial support, changing many lives. I wish for the continuation of such projects.”

Suraj, a participant in a CBM Global mental health project in Nepal. Photo: ©CBM Global

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Humanitarian Crisis

People with disabilities are up to four times more likely to lose their lives because of a disaster. We support people with disabilities to access vital support when disasters strike. We equip hospitals, and we advise other humanitarian organisations on how to be disability-inclusive in their own programmes.

“We expected water up to our knees but it went over our heads.”

Joventina is a community-based rehabilitation (CBR) volunteer in Bicol, the Philippines. She also volunteers to support members of her community in preparing for disasters. She is pictured showing the height of the flood water levels following the severe tropical storm Kristine, which hit the Philippines in 2024. Photo: ©CBM

Advocacy

People with disabilities are the largest marginalised group in the world and are also more often the ones most left behind. At CBM UK, our mission is to see this change. We work to influence systemic and sustainable policy change in line with the Sustainable Development Goals to Leave No One Behind.

“[COP] has been a tremendous experience… [it] has given me a lot of chances to engage in official activities, meet more people and do a lot of interaction and advocacy.”

Kwame Andrews Daklo, from Africa Albinism Network, who was supported to attend the COP29 Climate Change Conference in Azerbaijan.

Technical Advisory

Our Technical Advisory work partners with the disability movement to work for a more inclusive and equitable world where individuals, organisations and institutions actively practice and promote disability inclusion.

“World Vision UK sought CBM UK’s expertise to advise and support on disability inclusion in programme and policy work. In addition to the tailored and practical training and workshop provided by Kirsty and her team, they also helped us think through the ways we can mainstream disability inclusion across organisational operations, within grant projects and advocacy initiatives.”

Aimyleen Gabriel, World Vision UK

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Our impact

In 2024, together with our local partners, we reached 3,800,317 people including:

658,634 people treated for blinding diseases.

86,655 cataract surgeries performed.

8,751 local health workers trained.

3,725

people supported to access mental health services.

1,880

children with disabilities supported to access education.

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How we work

How we work

Over the past 115 years, we have developed a strategic approach which is built for impact. We combine life-changing programmes with tailored advisory work and bold advocacy, working with the disability movement and a range of strategic partners to galvanise change at a local and national level.

Our programmes transform lives and strengthen communities. Learning and evidence from this work informs our advocacy to challenge systemic discrimination and support the voices of people with disabilities as agents of change. Working with the disability movement and local inclusion advisors, we share our technical expertise with other organisations to help make their programmes and policies more inclusive.

Authentic partnership with the disability movement underpins all we do. We are deeply committed to working alongside people with disabilities and their representative organisations. We work with and support Organisations of Persons with Disabilities (OPDs) in our programmes, to ensure we meet the needs of and are accountable to the individuals and communities we serve. Our advocacy aims to support and amplify the voices of people with disabilities, from community to global level.

Our Strategy

Our ambitious five-year organisational strategic framework: ‘Breaking Barriers: Shifting Power through Authentic Partnership’ identifies two key themes that underpin all our work. We believe that these approaches are essential to achieving our vision of an inclusive world. They are:

Shifting power to the disability movement and other partners in low-income countries. Control over decisions, particularly those related to planning, prioritisation, resource allocation, learning and review must be driven by those most affected in order to achieve effective, long-term change that meets the needs of individuals and communities;

Authentic partnership with Organisations of Persons with Disabilities and other stakeholders in the countries where, and communities with whom, we work. CBM UK has a long history of implementing programmes in partnership with local organisations, but we recognise that further work is needed to address historical power imbalances within these relationships. Partnership must be based on equity, mutual learning and accountability, trust and respect. We work with organisations and governments at a local, regional and national level to advocate for the mainstreaming of disability inclusion and ensure that policies, structures and practices are more inclusive. We are committed to working with these strategic partners to break the cycle of poverty and disability.

We are in the process of reviewing our current y strategy with the aim of agreeing a revised n framework in 2026.

Abdullahi received cataract surgery at our partner ECWA Eye Hospital in Nigeria. Photo: ©CBM UK/ RukotoTV

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Progress and highlights

Our strategy set out four key change goals for the five-year period to the end of 2025. We are pleased to report back on some areas of key progress during 2024 against each of these goals.

Goal A: People with disabilities have increased agency and voice

Attending COP29

This year, we attended COP29 in Azerbaijan as an accredited observer, amplifying voices of people with disabilities and advocating for disability inclusive climate justice. We joined the call of the disability movement for the creation of an official disability constituency within the United Nations Framework Convention on Climate Change (UNFCCC).

people with disabilities are also using participatory storytelling in their advocacy and to champion inclusion for all. Our partners facilitated workshops where participants could develop their photography skills and document their unique perspectives, as they advocate for the rights, inclusion and participation of people with disabilities.

In Baku, we recorded videos with disability activists and leaders which captured their hopes for COP and reflections on the convention. These videos were shared across social media, amplifying their calls for disability inclusive climate justice.

CBM UK’s Actions for Change continues to shift the power

In 2024, we continued to see the achievements of our partner-led Actions for Change programme in Nepal, Kenya, and Bangladesh. In December, to facilitate shared learning, an exchange visit took place between our partners BYAN (Blind Youth Association Nepal) in Nepal and NONDO (Northern Nomadic Disabled Persons Organisation) in Kenya.

Supported by CBM UK and facilitated by our Country Teams in Kenya and Nepal, the visit provided an invaluable opportunity for crosslearning, fostering collaboration and shared strategies to advance inclusion and empowerment for people with disabilities in both countries.

As part of the Actions for Change Programme,

Staff members from CBM Global, NONDO and BYAN in Kenya

Goal B: The lives of more people with or at risk of disability are transformed

Reporting back on the success of See the Way Malawi

Our See the Way Malawi project, a three-year eye health initiative in partnership with MANEPO (Malawi Network for Elderly Persons Organisations) and the Nkhoma Eye Programme, was successfully completed in 2024.

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Across three years, See the Way conducted 6,652 cataract surgeries and reached 166,186 people with outpatient services. This marked a huge increase in the number of people accessing eye health services at ten district hospitals (from 15,000 per year at the start of the project to over 70,000 in the final year).

To support the project’s long-term impact, we trained two ophthalmic clinical officers in cataract surgery and provided them with the equipment and materials to continue surgeries in their respective districts. In addition, we trained 1,775 clinical staff on primary eye care, and 1,056 community leaders, 32 community rehabilitation workers and 23 members of Organisations of Persons with Disabilities on eye health awareness.

“I was very happy after I got my sight back. I first saw my mother.”

The project partners are: SAPPROS (Support Activities for Poor Producers of Nepal), a local NGO serving smallholder farmers and marginalised communities nationwide, and NDWA (Nepal Disabled Women Association). In addition, Kheti Farm (a digital agri-fintech solutions organisation) serves as a technical partner. The project will run for four years and is funded by Jersey Overseas Aid.

Expansion of technical advisory work

In 2024, we kicked off three advisory contracts with external organisations in Rwanda, Zambia, and the UK. One of the most impactful has been in Rwanda, where we are driving disability inclusion in locally led climate action and where two members of the CBM UK team worked with our OPD partner to deliver training to partner staff and government officers. By collaborating with disability peer review groups and consortium partners, we are making sure people with disabilities have a voice and active role in every stage of programming.

Goal C: Our target audiences are increasingly engaged

Big Give Christmas Challenge 2024 exceeds its target

Angellah, age 14, after successful cataract surgery. Photo: ©CBM UK/360 Visuals

CBM UK’s See the Way Rwanda project was funded by donations from the UK public and match funding from the UK government through UK Aid Match.

Launching new projects: FAIDA

In August 2024, we launched a new project: Financial Autonomy of Persons with Disabilities through Agriculture (FAIDA). The aim of this project is to improve financial inclusion for people with disabilities in Chitwan District, Nepal. Project participants will benefit from financial literacy training, and smallholder farmers will receive training in climatesmart agriculture, contributing to improved resilience to climate change.

We are working with local organisations such as cooperatives, self-help groups and formal financial institutions to make their services accessible, as well as strengthening local OPDs to be more effective in representing and advocating for the rights of people with disabilities.

From 3-10 December, we took part in the Big Give Christmas Challenge. During this period, every donation to our Christmas appeal via the Big Give website was match funded. Thanks to the incredible generosity of our supporters, we raised a total of £101,272 - exceeding our biggest ever target of £100,000!

“After studying, I want to become a doctor. I want to fix the eyes of other children who are suffering.”

Aanand, aged 7 from Nepal, had cataract surgery and featured in our Big Give 2024 Christmas appeal. Photo: ©CBM Australia

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Launch of new website

In May 2024, we launched our new website – a major milestone in our ongoing commitment to inclusion and accessibility. The redesigned site features improved navigation, a refreshed visual identity including a new logo, and enhanced accessibility in line with recognised standards. It better represents the voices of people with disabilities, ensuring they remain at the centre of everything we do.

New strategic partnerships

In 2024, we successfully engaged with several grantmaking strategic partners. Notable new grants awarded include:

• £1.1 million from Jersey Overseas Aid for our Financial Autonomy and Inclusion of Persons with Disabilities through Agriculture project in Nepal;

• €1.2 million from the Finland Ministry of Foreign Affairs to support and connect African Organisations of People with Disabilities in their advocacy;

• $1.4 million from the Wellcome Trust to strengthen African civil society organisations’ capacity to advocate for appropriate and effective mental health care provision and to hold mental health service providers and policymakers to account;

• £80,000 from the Henderson Charitable Trust to support our new inclusive livelihoods programme in Manicaland, Zimbabwe in areas affected by drought;

• £54,971 from the Guernsey Overseas Aid Commission towards a programme to ensure accessible healthcare for Rohingya refugees with disabilities living in Cox’s Bazar, Bangladesh.

Every Girl, Everywhere

In 2024, we launched our ‘Every Girl, Everywhere’ campaign which aimed to create lasting change for girls with disabilities through the power of education. We enlisted the support of Paralympian Anne Wafula Strike who acted as an ambassador for the campaign. Anne featured in a campaign video where she shared her story and highlighted why access to education is crucial for girls with disabilities. The campaign exceeded its fundraising target of £50,000 and was amplified in several media outlets.

“I know first-hand that bright futures start at school. I was fortunate to get an education when most people would have given up on me. That’s why I’m working with CBM UK because I believe every girl, no matter where they live, should be able to go to school.”

Anne Wafula Strike

Goal D: CBM Global is a forward-looking, influential, agile, federation

CBM UK’s role in developing federation-wide localisation commitments

CBM UK played a key role in collaborating with CBM Global to develop a federation-wide set of localisation commitments, approved at the end of 2024. These commitments support CBM Global’s priority to rebalance power in partnerships, ensuring a more inclusive and equitable approach. The six commitments focus on: Partnerships based on respect and trust, stronger and more sustainable partners, more equitable programmes, co-owned strategies, complementary roles and responsibilities, and collaborative and respectful communications and publicity.

Finalisation of CBM Global Strategy

In 2024, CBM UK collaborated with CBM Global to develop an updated global federation strategy. Following this event, the federation-wide strategic framework was finalised, setting the direction through to 2030. This framework will also guide our own strategic review in 2025, as we align our objectives with the broader Global vision. The Federation also launched a new Inclusive Livelihoods Framework which guides our work in building disability inclusive, resilient communities through climate-smart livelihoods.

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Fundraising Statement

Once again in 2024, we were inspired by the generosity of the strategic partners, individuals and organisations who funded our work, showing outstanding commitment to transforming the lives of people with disabilities in some of the world’s poorest places.

This section provides information on our fundraising activities, as required by Section 162a of the Charities Act 2011. Income from fundraising activities is presented in our accounts as “voluntary income” and includes legacies and grants. The day-to-day management of all income generation is delegated to our Leadership Team, who are accountable to the Trustees.

How we fundraise

CBM UK has a wide network of individuals and organisations with whom we communicate and who engage with our work. Through our public fundraising programme, we engage with tens of thousands of individuals each year who share our vision of an inclusive world. Every gift, of whatever size, helps contribute to our mission to end the cycle of poverty and disability.

Our Philanthropy & Partnerships team work with individuals and organisations who are able to give at a high-level, including trusts, grant-making

organisations, companies and individuals. We are incredibly grateful to them all for their support throughout the year.

We are also extremely grateful to all those supporters who chose to remember us in their Will. Gifts in Wills continued to be a significant source of income in 2024, contributing a total of £1.86 million towards our life-changing work.

Sharing the stories of people with disabilities and amplifying their voices is a key part of our fundraising and communications. Their experiences, too often overlooked, are central to illustrating the impact of the poverty-disability cycle and connecting audiences with our work. CBM UK is committed to portraying people with dignity, in context, and with their full and informed consent. We aim to challenge unjust power dynamics and stereotypes through storytelling; working with professionals from our project countries to gather communications materials; focussing on the agency and potential of people with disabilities; and ensuring that we highlight the key role and expertise of our local partners and CBM Global team, with whom we deliver all our work.

A group of patients after succesful cataract surgery at an outreach camp in Nepal. Photo: ©CBM Global

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Maintaining high standards

We are committed to ensuring that all our fundraising is carried out in a way that is ethically responsible and in line with CBM UK’s values. Our Ethical Fundraising policy sets out how we do this and was reviewed by our Leadership Team in February 2025. We are also committed to maintaining high standards around data protection, details of which can be found on our website.

The vast majority of our fundraising is managed internally, without the involvement of commercial participators, professional fundraisers, or third parties. When we use professional fundraisers or agencies, for example to boost our in-house capacity to receive and make telephone calls or deliver online advertising, we follow a robust procurement process to ensure they maintain the highest possible standards in regard to data protection and fundraising compliance, and deliver a return on investment that we then invest in our life-changing work. We value all of our supporters and actively work to communicate with them in the way that best suits their needs. We conduct regular surveys so that we can hear and respond to their wishes, as well as welcoming and learning from feedback at any time.

We value and monitor all feedback and complaints from our supporters and other stakeholders, and our Complaints Policy is on our website. In 2024, we received seven complaints that required a follow-up letter or telephone conversation to resolve (2023: seven). These were primarily around new methods of fundraising and the volume of communications, around which we have responded and rectified accordingly. CBM UK is registered with the Fundraising Regulator and complies fully with their code of practice, and we did not receive any complaints or feedback that required escalation to the Fundraising Regulator.

Our policy for Fundraising and Communicating with People in Vulnerable Circumstances is also published on our website and sets out how we identify supporters who may be in vulnerable situations, how we adapt our communications to meet their needs, and how we deal with requests from a third party acting on a supporter’s behalf. The policy is regularly reviewed and all staff who interact with supporters receive training on how to implement it.

Keeping people safe

CBM UK is committed to ensuring the safety and protection of everyone we work with. We take a zerotolerance approach to all forms of abuse, including sexual exploitation, bullying and harassment. The Board appoints a designated Safeguarding focal point who is notified of new safeguarding cases and details of existing cases on behalf of the Trustees. The Board receives and reviews reporting on safeguarding at every meeting.

We received and investigated three reports of potential safeguarding breaches in 2024. Two were allegations about behaviour of Federation employees, and one was in relation to a member of staff of one of our partners. In two cases, after investigation, the staff members involved were subject to disciplinary action. In the third case, because the report was anonymous, the investigation was supplemented with engagement sessions held with different groups of project participants. This was to give as many opportunities as possible for anyone to come forward with concerns or information. No evidence of misconduct was found.

CBM Global partner REMREC Nepal has supported Prabin’s farm with essential resources like plastic tunnels, a drip irrigation system, and plastic drums. Photo: ©CBM Global

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Financial Review

The financial results for 2024 show an overall surplus of £830,000 (2023: £334,000) which is detailed with these financial statements. This strong financial performance was better than anticipated as a result of the extraordinary support of our supporters for the year, despite the challenging economic conditions.

Income

Total income for the year to 31 December 2024 was £7.12m (2023: £7.06m) representing a 1% increase in overall income. Modest growth was driven through strong income from legacies in the year which offset reductions from grant funding from governments and institutions.

Income from Public Fundraising for the year was £4.88m (2023: £4.59m) showing a growth of 6%. The biggest driver behind this was a 30% growth in gifts left in Wills. Our supporters continued to support us generously, with donations (excluding legacies) totalling £2.57m, down 5% on the previous year.

Income from grants was £1.73m (2023: £2.03m) which is a decline of 14% on the previous year. This fall is primarily due to a reduction in funding from FCDO following the conclusion of our UK Aid Match programme in Rwanda as well as our Futuremakers programme funded by Standard Chartered Foundation. We are delighted to have received new income in the year from Jersey Overseas Aid to support financial inclusion in Nepal and from the Wellcome Trust to strengthen African civil society organisations’ capacity to advocate for appropriate and effective mental health care provision.

Investment income increased by 17% in the year, following strong performance in the organisation's investment portfolio.

Expenditure

Total expenditure (excluding asset movements and valuations) for the year was £6.62m (2023: £6.80m) which represents a decrease of 3%.

Expenditure on programmes and other charitable activities was £4.89m (2023: £5.06m) representing a decrease of 3% on the previous year. This decrease is primarily due to the reduction in expenditure in Rwanda and Nepal following the planned ending of institutional funding contracts. In addition to this, planned expenditure in Nigeria was lower than anticipated because of a significant devaluation of the Nigerian currency.

Expenditure on raising funds in the year was £1.73m (2023: £1.68m) representing a small increase on the previous year. This increase was the result of planned expenditure to develop a new website during the year, excluding which expenditure was consistent with the previous year.

Asset movements

Investment gains in the year totalled £0.37m (2023: £0.07m) because of strong asset performance towards the end of 2024. Included within the total gain in 2024 is a movement of £0.18m in respect of a gain in value in the organisation’s investment property. This property was revalued in 2024 ahead of a sale which was completed in February 2025 and is disclosed in note 7 to these financial statements.

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Reserves Policy

The Board of Trustees reviews the charity's reserves policy annually, balancing the need to hold back sufficient general reserves to manage operational risks and uncertainties and the objective of maximising the funding available for its activities. The Trustees are mindful that the reserves position has strengthened in recent years following an extended period of strong financial performance. The Trustees have therefore completed a detailed assessment of its reserves position in 2024 and agreed a three-year financial plan to utilise a proportion of reserves on key strategic programmes and other activities. Reserves committed to these activities are designated and disclosed as such within these financial statements within a strategic fund.

The Board has agreed that free reserves should not fall below a value equivalent to the future income risk within its annual budget plus an estimate of costs of closing the charity. This is reviewed annually as part of the budget setting process to ensure that reserves levels remain aligned to this range. The target level of general reserves is currently £2m- £4m which is approximately 3-6 months of annual expenditure. As of 31 December 2024, free reserve levels are £5.04m which is greater than our target levels because of stronger than anticipated income and investment performance in 2024. The Board will reduce surplus reserves through further investment in areas of strategic impact in 2025.

Investment Policy

The organisation looks to invest surplus cash funds in investment assets where these funds are not required in the short term for its charitable activities. The organisation holds an investment objective to ensure the real value of the organisation’s assets are maintained, whilst ensuring an income stream to support the wider work of the charity. A performance target of inflation plus 4% is agreed with the investment manager and performance is assessed annually against this target. Investments are managed with the full discretion of the organisation’s investment managers, overseen by the Finance and Audit Committee and underpinned by the organisation’s ethical investment policy.

Assets are held within the manager’s sustainable multi-asset fund or held on interest bearing deposits with the investment manager. This seeks to meet the charity’s ethical investment criteria by ensuring the exclusion of particular investments, combined with positive investing in global leaders in sustainability to support social and economic development.

Going Concern

The Board of Trustees has assessed CBM UK’s current financial position and resources, future obligations and risks together with a review of the organisation’s three-year operational plans and associated cashflows. The Board and Leadership Team believe that the organisation has adequate resources and sufficient reserves base to continue in operation for the foreseeable future. CBM UK therefore continues to adopt the going concern basis in preparing these financial statements.

Risk Management

Management of risk is an integral part of our overall organisational planning and our programme delivery. We maintain a risk register in which risks are documented and evaluated to ensure effective control, and actions are identified to mitigate and manage risks. These risks are monitored on a day-to-day basis by the Leadership team. The Finance and Audit Committee reviews our principal risks twice a year. In addition, the Programmes Committee maintains a separate programmatic review register. The

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committee reviews specific risks in relation to programme delivery at each meeting, which are then reported to the Board.

The critical risks currently identified are:

Risk Actions to mitigate
Reduced funding within sector Ongoing work with our partners overseas to ensure long-
following global government term sustainability of partners and other affiliated
reductions in overseas aid: organisations.
Reduced funding places undue
financial pressures on long-term
partners and affiliated		 Ensure strong and detailed due diligence procedures taken
out for new partners and programmes.
organisations and OPDs.
Inability to grow or replace lost Diversification of income streams and identification of new
institutional income: Changing institutional funding including from governments and larger
funding environment from Trusts and Foundations.
institutional sources leads to lower
income levels for charity.		 We continue to advocate for a reinstatement of the UK
development budget as well as advocate for disability
inclusion to receive a greater proportion of the funding.
Long-term fundraising:Long- We continue to invest resources in engaging new supporters
term fundraising income is through new channels such as online sources and other
impacted due to a lack of diverse publications. We are also actively looking at new and
income sources and declining alternative business models to diversify revenue streams
income from existing sources. including considering impact investments.
Programme implementation: We have a detailed partner assessment process in place and
Programmes are not implemented Programmes are not implemented
work in collaboration with those partners to ensure strong
as desired due to partner capacity compliance and governance processes are in place, and
or fraud. support partners to implement these where this is not the
case. We also carry out routine compliance reviews, internal
and external audits where necessary.
Safeguarding:Potential failure in Implementation and regular review of robust safeguarding
safeguarding practices causes policy and practice.
harm to vulnerable individuals we
are looking to support.		 Robust due diligence processes for identifying partner
organisations and staff.
Regular training of partners and CBM staff in safeguarding
procedures and best practice.
Cyber Security: We have recently obtained Cyber Essentials accreditation to
ensure that our IT controls are at a good standard.
We regularly brief and train staff around cyber security and
about matters such as phishing and malware attacks.

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Plans for Future Periods

We are anticipating completing a strategy refresh process in 2025 where we will set the strategic direction of the charity to the end of 2030. This strategic direction will build on the strategy published by CBM Global during 2025.

Our existing strategic goals will continue to shape our priorities for 2025 and we will work towards the following key objectives:

People with disabilities have increased agency and voice

• We will complete a series of participatory storytelling workshops and profile the stories from these within our advocacy and fundraising.

• We will continue to promote our thought leadership in the sector around localisation to support an increased shift in power to Global South partners and OPDs.

The lives of more people with or at risk of disability are transformed

• We will assess the effectiveness and key learning from our Actions for Change programmes and build these into our wider project design and implementation frameworks.

• We will expand our advisory function, ensuring that our expertise for disability inclusion support other organisations and NGOs beyond our own.

• Our advocacy work will influence the UK and Scottish governments and other stakeholders to commit to prioritising disability inclusion in international development.

• We will roll out new programmes across Africa and Asia to build livelihoods and improve healthcare for participants of these programmes.

Our target audiences are increasingly engaged

• We will continue to promote and share evidence and learning from our projects and partners, engaging the wider development sector and decision-makers, amplify the voice of our partners to support our advocacy and advisory work.

• We will continue to identify and engage new donors and supporters, including institutions and other major funders, to diversify our funding.

• We will actively consider the potential for the organisation to utilise an impact investment model as a way of supporting people with disabilities.

• We will develop new fundraising products and income streams to support our future growth strategy.

CBM Global is a forward-looking, influential, agile Federation

• We will play a lead role in sector networks and will promptly communicate and amplify key messages around the issues impacting the international development and humanitarian sectors and the people and organisations that CBM UK represents.

• We will work with the Federation in supporting the implementation of the CBM Global Climate Advocacy Roadmap and amplifying the voice of the disability movement for inclusive climate action.

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21

shifting power, resource, decision-making and advocacy to entities and partners operating locally, nationally and internationally in the Global South.

• We will work with CBM Global to roll out a revised environmental standards approach and ensure that we are operating in a way that minimises our direct impact on the wider environment

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Trustees’ Report

Structure, Governance and Management

Governing Document

Christian Blind Mission (United Kingdom) Limited is a company limited by guarantee and a registered charity governed by its Memorandum and Articles of Association dated 19 January 1996. The charity is also registered with the Office of the Scottish Charity Regulator (OSCR) with registered charity number SC041101. The purpose of the charity, as set out in the governing document, is to provide treatment, support, education and training for people with disabilities and those at-risk in low- and middle-income countries.

The directors of the charity are its Trustees for the purposes of charity law and throughout this report are collectively referred to as the Trustees.

Public Benefit

The Trustees have given due regard to the public benefit guidance published by the Charity Commission and are confident that CBM UK’s work assisting people with disabilities in the poorest parts of the world satisfies the public benefit requirements as laid out in the Charities Act 2011.

Trustees

The following Trustees served during the year and at the date of signing:

Robert Dillarstone *

Elizabeth Dun ^

Graham Gordon +

Pam Gosal (to June 2024)

Gill Kelly (to February 2025) ^

Kit Lawry (to June 2024)

Antonio Massella +

Tim Morris

James Raynor (resigned December 2024)

^ Serves on the Governance Committee + Serves on the Programmes Committee

Thomas Robson ^

Jayne Rowe *

Simon Waithaka *

Jim Ackers (from September 2024) +

Ifunfun Akerejola (from September 2024) *

Amjad Ali (from September 2024) +

Fingani M’Hone (from September 2024) ^

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23

We were delighted in the year to welcome four new Trustees to our Board, each providing expertise in key areas for the charity. We are pleased to note that we have continued to increase representation on our Board from Trustees based in the Global South, ensuring that we benefit from having southern voices on our Board. Details about all our Trustees can be found on our website at: www.cbmuk.org.uk/who-we-are/ourpeople/trustees

Organisation

The Board of Trustees is charged with ensuring focus on our mission and values. We set the strategic direction, ensure that we are financially sound and answerable to people living in poverty and injustice around the world and to our supporters in the UK, and make certain that we are compliant with all the relevant laws and regulations.

The Trustees normally hold four meetings each year. In addition, three sub-committees meet during the year with responsibility for Finance and Audit, Governance, and Programmes. Each of these committees operates within an agreed terms of reference and is chaired by a designated member of the Board.

The Board has delegated approval for day-to-day operational decisions to the Chief Executive and Leadership Team under a scheme of delegated authority. All decisions outside this scheme are approved by the Board.

Appointment of Trustees

As set out in the Articles of Association, the Trustees are recruited and appointed by the Board through an open selection process. The Trustees are appointed to serve for terms of three years and may serve up to three terms. Trustees are reappointed by the Board at the end of each term.

Trustees' induction and training

On appointment, Trustees participate in an induction programme tailored to their experience and skills. Trustees are encouraged to undertake training to brief them on the legal obligations under charity and company law, and to attend appropriate external training events and projects where these will facilitate the undertaking of the role.

Governance

The Board periodically review its governance practices to ensure that the governance of the charity aligns itself with the Charity Governance Code. In 2024 the Board completed a self-assessment reviewing four of the seven pillars of governance agreeing a series of actions against these to improve elements of governance within the organisation.

Our structure

CBM UK is a member of the CBM Global Disability Inclusion Federation commonly known as ‘CBM Global’. CBM Global links six member organisations and eleven Country Teams around the world and integrates global programme and policy efforts to maximise impact for people with disabilities.

CBM UK works through the Federation’s network of country offices, which provide vital links with our local partners, host governments and institutions, and create networks between the different partner organisations, Governments, OPDs and other Non-Governmental Organisations. In addition, CBM Global employs technical experts to build capacity and ensure quality. With this global team of technical advisors on

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24

inclusive eye health, community-based inclusive development, community mental health, global advocacy and humanitarian action, working alongside partners around the world, communities receive long-lasting, lifechanging support. CBM UK pays an annual payment to CBM Global to support its work, details of which can be found in note 17 to these financial statements. CBM UK is also represented in Scotland and Northern Ireland.

Staff

The achievements of CBM UK rely on the commitment and hard work of its valued staff. CBM UK employs 40 team members (35 full time equivalents) in the UK, with expertise in international development and disability inclusion, programme management, fundraising, advocacy, communications, administration, finance, safeguarding and governance. CBM UK is committed to equality in recruitment, training, promotion and career development and is a recognised Disability Confident employer.

Remuneration

All Trustees give of their time freely and no Trustee received remuneration in the year. Details of Trustees’ expenses are disclosed in note 5 to the accounts.

The organisation has a formal pay and remuneration policy which is reviewed periodically by the organisation’s Finance and Audit Committee. The pay of all staff is reviewed annually by the Trustees and the Executive team and normally adjusted for increases in inflation. Salaries are also benchmarked against similar organisations in the local area.

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Trustees’ Responsibilities

The Trustees (who are also Directors of CBM UK for the purposes of company law) are responsible for preparing the Trustees’ Report, the Strategic Report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

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

The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

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

Statement as to disclosure to our auditors

In so far as the Trustees are aware at the time of approving our Trustees’ annual report:

The Trustees’ Report and the Strategic Report were approved by the Trustees on 19 May 2025 and signed on their behalf by:

Tim Morris

Chair of Trustees

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Independent Auditor’s Report to the members and Trustees of Christian Blind Mission (United Kingdom) Limited

Opinion

We have audited the financial statements of Christian Blind Mission (United Kingdom) Limited (the ‘charitable company’) for the year ended 31 December 2024 which comprise the statement of financial activities, balance sheet, statement of cash flows and notes to the financial statements, including significant accounting policies. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including FRS 102 The Financial Reporting Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting Practice).

In our opinion, the financial statements:

Basis for opinion

We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditor’s responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the UK, including the FRC’s Ethical Standard and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion.

Conclusions relating to going concern

In auditing the financial statements, we have concluded that the Trustees' use of the going concern basis of accounting in the preparation of the financial statements is appropriate.

Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on Christian Blind Mission (United Kingdom) Limited's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.

Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.

Other Information

The other information comprises the information included in the Trustees’ annual report other than the financial statements and our auditor’s report thereon. The Trustees are responsible for the other information contained within the annual report. Our opinion on the financial statements does not cover the other information and, except to the extent otherwise explicitly stated in our report, we do not

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27

express any form of assurance conclusion thereon. Our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the course of the audit, or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether this gives rise to a material misstatement in the financial statements themselves. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact.

We have nothing to report in this regard.

Opinions on other matters prescribed by the Companies Act 2006

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

Matters on which we are required to report by exception

In the light of the knowledge and understanding of the charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the Trustees’ annual report.

We have nothing to report in respect of the following matters in relation to which the Companies Act 2006 and the Charities Accounts (Scotland) Regulations 2006 (as amended) require us to report to you if, in our opinion:

Responsibilities of Trustees

As explained more fully in the statement of Trustees’ responsibilities set out in the Trustees’ annual report, the Trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as the Trustees determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error.

In preparing the financial statements, the Trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the Trustees either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

We have been appointed as auditor under section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005 and under the Companies Act 2006 and report in accordance with regulations made under those Acts.

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28

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

aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.

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

Capability of the audit in detecting irregularities

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

Because of the inherent limitations of an audit, there is a risk that we will not detect all irregularities, including those leading to a material misstatement in the financial statements or non-compliance with regulation. This risk increases the more that compliance with a law or regulation is removed from the events and transactions reflected in the financial statements, as we will be less likely to become aware of

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29

instances of non-compliance. The risk is also greater regarding irregularities occurring due to fraud rather than error, as fraud involves intentional concealment, forgery, collusion, omission or misrepresentation.

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

Use of our report

This report is made solely to the charitable company's members as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006 and section 44(1)(c) of the Charities and Trustee Investment (Scotland) Act 2005. 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.

Noelia Serrano (Senior Statutory Auditor)

Date: 22 May 2025

for and on behalf of Sayer Vincent LLP, Statutory Auditor 110 Golden Lane, LONDON, EC1Y 0TG

Sayer Vincent LLP is eligible to act as auditor in terms of section 1212 of the Companies Act 2006.

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

For the year ended 31 December 2024

----- Start of picture text -----
2024 2023
Unrestricted Restricted Total Total
Note £ £ £ £
Income from:
Voluntary income:
Donations and legacies 2a 4,823,622 56,390 4,880,012 4,594,201
Grants 2b 33,170 1,700,082 1,733,252 2,025,986
Total voluntary income 4,856,792 1,756,472 6,613,264 6,620,187
Investment income 2c 499,833 - 499,833 426,668
Other 4,191 - 4,191 12,326
Total income 5,360,816 1,756,472 7,117,288 7,059,181
Expenditure on:
Raising funds 3 (1,729,345) - (1,729,345) (1,687,853)
Charitable activities 3 (2,677,584) (2,218,314) (4,895,898) (5,056,447)
Total expenditure (4,406,929) (2,218,314) (6,625,243) (6,744,300)
Net income for the year 953,887 (461,842) 492,045 252,969
Transfers between funds 12 (451,559) 451,559 - -
Gains on investments 162,472 - 162,472 81,084
- -
Gain on investment property 175,000 175,000
Net movement in funds 839,800 (10,283) 829,517 334,053
Reconciliation of funds:
Total funds brought forward at 1 January
2024 9,824,830 482,521 10,307,351 9,973,298
Funds carried forward at 31 December
2024 10,664,630 472,238 11,136,868 10,307,351
----- End of picture text -----

The notes on p34-50 form part of these financial statements. Detailed comparatives are shown in note 19.

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Company no. 03148424

Balance sheet

As at 31 December 2024

----- Start of picture text -----
2024 2023
Note £ £ £
Fixed assets:
Tangible assets 6 39,622 118,259
Investment properties 7 1,650,000 1,475,000
Long term investments 8 6,293,915 6,088,157
Total fixed assets 7,983,537 7,681,416
Current assets:
Debtors 9 440,400 508,816
Cash and cash equivalents 3,022,050 2,357,139
Total current assets 3,462,450 2,865,955
Creditors
Amounts falling due within one year 10 179,119 240,020
Net current assets 11,266,868 2,625,935
Provisions for liabilities 11 130,000 -
Total net assets 11,136,868 10,307,351
Funds
Restricted funds 12
Funds in surplus 472,238 490,900
Funds in deficit - (8,379)
472,238 482,521
Unrestricted funds 13
Designated funds 5,617,248 6,729,851
General funds 5,047,382 3,094,979
10,664,630 9,824,830
Total funds 11,136,868 10,307,351
----- End of picture text -----

The financial statements on pages 31 to 33 were approved by the Board of Trustees on 19 May 2025 and signed on its behalf:

Tim Morris Chair of Trustees

Robert Dillarstone Trustee

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Statement of cash flows

For the year ended 31 December 2024

Note
2
8
6
6
2
9
10
Net movement in funds for the reporting period
Adjustments for:
Depreciation charges
Reconciliation of the net income to net cash flow
from operating activities
Net cash provided by operating activities
Cash flows from investing activities:
Investment income
Purchase of tangible fixed assets
Change in cash in the reporting period
Net purchase on investments
Cash and cash equivalents at the beginning of the
reporting period
Cash and cash equivalents end of the reporting
period
Net cash provided by operating activities
Investment income receivable
Increase/ (decrease) in creditors and provisions
Gains on investments
Decrease in debtors		 £
216,477
499,833
(43,286)
(8,113)
448,434
664,911
2,357,139
3,022,050
829,517
86,750
(499,833)
(337,472)
68,416
69,099
216,477
2024		 £
317,228
426,668
(1,502,050)
(11,934)
(1,087,316)
(770,087)
3,127,226
2,357,139
334,053
84,975
(426,668)
(81,084)
438,305
(32,353)
317,228
2023

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33

Notes to the financial statements

For the year ended 31 December 2024

1 Accounting policies

The principal accounting policies adopted, judgements and key sources of estimation uncertainty in the preparation of the financial statements are as follows:

a) Statutory information

CBM UK is a registered charity in England and Wales (number 1058162) and Scotland (number SC041101) and is constituted as a company registered in England and Wales and limited by guarantee (company number 03148424). It is governed by its Memorandum and Articles of Association and at the period end there were 13 Members (2023 - 12) who were each liable to contribute £1 in the event of the company being wound up. The registered office address is Munro House, 20 Mercers Row, Cambridge CB5 8HY.

b) Basis of preparation

The financial statements have been prepared on a going concern basis under the historical cost convention, adjusted for the valuation of investments and investment property and in accordance with the Companies Act 2006, Charities Act 2022, Charities Accounts (Scotland) Regulations 2006, Charities and Trustee Investment (Scotland) Act 2005 and the Statement of Recommended Practice (FRS 102). The Charity has adapted the Companies Act formats to reflect the Charities SORP and the special nature of the Charity’s activities.Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) issued on 16 July 2014 and the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and theCharities Act 2011 and UK Generally Accepted Practice as it applies from 1 January 2015 and the Cooperative and Community Benefit Societies Act 2014.

Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy or note. In the application of the charity’s accounting policies, Trustees are required to make judgements, estimates and assumptions about the carrying values of assets and liabilities that are not apparent from other sources. The estimates and underlying assumptions are based on historical experience and other factors that are considered to be relevant. Any significant estimates and judgements affecting these financial statements are detailed within the relevant accounting policy below.

c) Going concern

The Trustees have assessed whether the use of the going concern basis is appropriate and have made this assessment for a period of at least one year from the date of approval of the financial statements. The Trustees have concluded that there are no material uncertainties about the charity’s ability to continue as a going concern and that the organisation’s budget and long term financial plans are robust, and that the reserves position is sufficient to mitigate any adverse financial risks for at least twelve months from the date of signing these financial statements.

d) Taxation

The charitable company is considered to pass the tests set out in Paragraph 1 Schedule 6 Finance Act 2010 and therefore it meets the definition of a charitable company for UK corporation tax purposes. Accordingly, the charity is potentially exempt from taxation in respect of income or capital gains received within categories covered by Chapter 3 Part II Corporation Tax Act 2010 or Section 256 of the Taxation of Chargeable Gains Act 1992, to the extent that such income or gains are applied exclusively to charitable purpose.

e) Foreign currencies

Transactions in foreign currencies are translated at the exchange rate ruling at the date of the transaction. Monetary assets and liabilities in foreign currencies are translated at the rates of exchange ruling at the balance sheet date. Exchange differences are dealt with in the Statement of Financial Activities.

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Notes to the financial statements

For the year ended 31 December 2024

1 Accouting policies (continued)

f) Income

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

Donations & Legacies

Monetary donations and gifts are included in full in the statement of financial activities when received, provided Gifts in Wills are recognised at the earlier of receipt or when the charity has been notified of its entitlement, probate has been granted, and estate accounts have been provided enabling the charity to measure the value of its entitlement reliably.

Grants receivable

Revenue grants are credited as income when they are receivable, provided conditions of receipt have been complied with, unless they relate to a specified future period, in which case they are deferred.Where grant revenue is contingent on submission of actual expenditure reports to funders revenue is recognised in the period that the expenditure is incurred.

Investment income

Investment income, including associated income tax recoveries, is recognised when receivable. Interest on Rental income is recognised from the point it is due and disclosed as part of investment income.

g) Fund accounting

Unrestricted funds are donations and other income received or generated for expenditure on the general objectives of the Charity. Designated funds are unrestricted funds that the Trustees have allocated to particular projects or activities and are detailed within the notes of these financial statements.

Restricted funds are to be used for specific purposes agreed by the donor and are displayed by each project the charity runs. Expenditure for those purposes is charged to the fund, together with an allocation of support costs where this is allowed by the donor. Where programmes are part funded by restricted and unrestricted revenues all programmes expenditure is classified as restricted, and a transfer made from unrestricted funds as needed to ensure the project is sufficiently funded.

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Notes to the financial statements

For the year ended 31 December 2024

1 Accouting policies (continued)

h) Expenditure

Expenditure is charged on an accruals basis and are classifed under headings that aggregate all cost under the category. Details of expenditure can be found in note 3 to these accounts. All expenditure is inclusive of irrecoverable VAT. Expenditure is allocated between the following headings:

  1. Expenditure incurred directly to the fulfilment of the charity's objectives and their associated support costs;

  2. Expenditure incurred in the generation of funds for the charity.

Charitable Expenditure

Cost of Charitable activities is made up of expenditure incurred with the organisation’s international partners, payments made to fund country teams and technical experts within the CBM Global Federation and the costs of programmes management and advocacy work in the UK.

Support costs

Support costs include cost associated with the management of the charity. These include costs for management, finance and other central services including a proportion of our contribution to CBM Global. The costs are allocated between charitable activities and cost of generating funds based on direct expenditure. Governance costs are the costs associated with the governance arrangements of the charity. They are allocated on the same basis as support costs.

i) Operating Leases

Rental charges are charged as incurred in as set out in the terms of the lease.

j) Tangible fixed assets

Tangible fixed assets are stated at cost, net of depreciation and any provision for impairment. Assets are Depreciation is calculated to write down the cost of all tangible fixed assets for charity use by equal annual instalments over their estimated useful economic lives. The rates generally applicable are:

Leasehold improvements The remaining life of the lease Equipment & software Three years Fixtures and fittings Four years

k) Investment properties

Investment property includes land and buildings owned by the charity and which is held for its investment potential. The property is stated in the balance sheet at its fair value at the balance sheet date. The valuation methodology is disclosed in the notes to these financial statements.

l) Listed investments

Investments are a form of basic financial instrument and are initially recognised at their transaction value and subsequently measured at their fair value as at the balance sheet date using the closing quoted market price. Any change in fair value will be recognised in the statement of financial activities.

m) Provisons

Provisions for future liabilities are recognised when the organisation has a legal or constructive future financial obligation, that is probably and can be reliable measured.

n) Retirement benefits

The pension costs charged in the year are the contributions payable to the organisaitons' defined contribution pension scheme in respect of the accounting period.

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Notes to the financial statements

For the year ended 31 December 2024

2a. Donations

Donations and legacies
Donations and gifts
Legacies
Gift Aid		 Unrestricted
funds
£
2,512,522
1,863,908
447,192
4,823,622		 Restricted
funds
£
56,390
-
-
56,390		 Total 2024
£
2,568,912
1,863,908
447,192
4,880,012		 Total 2023
£
2,707,211
1,429,661
457,329
4,594,201

The charity has been notified of certain legacies before 31 December 2024, which have not included in income due to uncertainty over the valuation of receipt. The estimated value of these legacies is £501,281(2023 - £992,510)

2b. Grant income

FCDO
Other
Other funders
UK Aid Match, Malawi
Jersey Overseas Aid
UK Aid Match, Rwanda
UK Aid Match, Zimbabwe
SAGE, Zimbabwe
UK Aid Direct, Nigeria
Other
Government Funding
Trusts and Foundations
Corporate
PrevENT, Zambia
Government
Scotish Catholic International Aid fund
Scottish Government		 Unrestricted
funds
£
-
33,170
-
33,170
Unrestricted
funds
£
-
-
-
-
-
-
-
-
-
-
-		 Restricted
funds
£
1,221,468
478,168
445
1,700,082
Restricted
funds
£
245,870
3,815
346,122
119,979
-
183,859
-
10,323
302,110
9,390
1,221,468		 Total 2024
£
1,221,468
511,338
445
1,733,252
Total 2024
£
245,870
3,815
346,122
119,979
-
183,859
-
10,323
302,110
9,390
1,221,468		 Total 2023
£
1,001,303
642,196
382,487
2,025,986
Total 2023
£
390,894
197,784
355,774
63,217
(4,846)
-
(32,982)
31,462
-
-
1,001,303

Some funds received from the Foreign, Commonwealth and Development office (FCDO) are for work delivered in consortia led by other organisations, or are managed by intermediaries, details of which are disclosed in note 12 to these financial statements.

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Notes to the financial statements

For the year ended 31 December 2024

2b. Grant income continued

Trusts & Foundations
2c.
Wellcome Trust
Guernsey Overseas Aid
Comic relief
Anesvad Foundation
Fundacio Privada Nous Cims
Bank interest
The Headley Trust
Henderson Charitable Trust
Standard Chartered Foundation
Investment portfolio
Other
Corporate
Investment Income
Rental income		 Unrestricted
funds
£
-
-
-
-
-
-
-
33,170
33,170
Unrestricted
funds
£
-
Unrestricted
funds
£
169,500
270,383
59,950
499,833		 Restricted
funds
£
53,021
51,389
80,000
20,000
52,838
102,202
24,737
93,981
478,168
Restricted
funds
£
445
445
Restricted
funds
£
-
-
-
-		 Total 2024
£
53,021
51,389
80,000
20,000
52,838
102,202
24,737
127,151
511,338
Total 2024
£
445
445
Total 2024
£
169,500
270,383
59,950
499,833		 Total 2023
£
183,846
139,831
80,000
30,000
66,382
-
27,483
114,654
642,196
Total 2023
£
382,487
382,487
Total 2023
£
162,866
219,638
44,164
426,668

CBM UK Annual Report 2024

38

Notes to the financial statements

For the year ended 31 December 2024

Expenditure
Appeals
Other fundraising
Premises
IT
Programme delivery
Federation membership
Staff (Note 5)
Exchange
Legal & professional
Depreciation
Total expenditure
Governance:
Other
Allocation of cost
Support:
Total expenditure		 Charitable
Activities
£
2,215,860
793,741
845,034
-
-
-
-
-
-
2,303
50,126
3,907,064
0.738976
955,594
33,240
4,895,898		 Raising
funds
Support
£
£
-
-
-
243,829
532,270
411,505
321,544
-
357,744
-
1,806
339,109
83,199
65,931
-
38,701
-
86,750
83,503
107,308
1,380,066
1,293,132
0.26102
337,538
(1,293,132)
11,741
-
1,729,345
-		 Total 2024
£
£
-
2,215,860
-
1,037,570
-
1,788,809
-
321,544
-
357,744
-
340,915
-
149,130
29,418
68,119
-
86,750
2,303
15,563
256,500
44,981
6,625,243
-
-
(44,981)
-
-
6,625,243
Governance		 Total 2023
£
2,421,236
1,103,878
1,858,031
383,689
285,405
198,554
112,900
58,020
84,975
61,912
237,612
6,806,212
-
-
6,806,212

Expenditure - Analysis by activity 2024

Advisory
CBID
Community Mental
Humanitarian Action
Advocacy
Activity
Saving sight
Community Mental
CBID
Activity
Saving sight
2023
Advisory
Humanitarian Action
Advocacy		 Direct Cost
£
1,519,980
1,125,354
436,920
261,154
207,750
353,603
3,904,761
Direct Cost
£
1,838,827
1,349,120
400,385
338,986
160,955
61,641
4,149,914		 Support
£
371,921
275,360
106,909
63,901
50,834
86,522
955,447
Support
£
397,134
327,714
86,714
69,026
895
629
882,112		 Total
£
£
12,938
1,904,839
9,578
1,410,292
3,718
547,547
2,223
327,278
1,768
260,352
3,010
443,135
33,235
4,893,443
Total
£
£
10,994
2,246,955
9,073
1,685,907
2,385
489,484
1,911
409,923
44
161,894
14
62,284
24,421
5,056,447
Governance
Governance

The 2023 results have been restated to separate the organisations advocacy and advisory work which were combined in the 2023 financial statements.

CBM UK Annual Report 2024

39

Notes to the financial statements

For the year ended 31 December 2024

Total 2024 Total 2023
£ £
Net income for the year includes
Depreciation 86,750 84,974
Operating lease rentals payable 162,166 157,162
Operation lease rentals receivable 169,500 162,866
Auditor's remuneration for work carried out in the
Audit of financial statements 29,400 30,360
Tax advisory services 2,000 1,740
Staff costs consist of:
Other pension and life assurance costs
Wages and salaries
Social security costs
All figures included above include costs related to irrecoverable VAT.
Employees and Trustees		 Total 2024
£
1,511,139
161,409
116,261
1,788,809		 Total 2023
£
1,571,922
163,933
122,176
1,858,031

5 Employees and Trustees

The number of employees whose annualised emoluments (including benefits in kind, but excluding employers NI & pension contributions) amounted to over £60,000 in the year were as follows:

2024 2023
£60,000 to £70,000 2 2
£80,001 to £90,000
£90,001 to £100,000		 -
1		 -
1

In the year to 31 December 2024 the cost of the Leadership Team, being total remuneration, employer's national insurance and pension contributions was £395,658 (2023-302,965). The Leadership team is made up of 4.6 full time equivillent staff (2023: 4). In addition, payments totalling £41,400 (2023: 20,250) were paid to an external consultant fulfilling the role of interim Director of Fundraising and Communications in the period to June 2024.

The Charity operates and offers a defined contribution scheme for all employees. The assets of the scheme are administered by Trustees in a fund independent from those of the Charity. The total amount of employer’s contributions made during the period (treated as an expense) was £108,562 (2023 -£115,569). The value of outstanding liability to the pension fund as at 31 December 2024 was £14,161 (2023- £14,597).

Termination costs paid during the year were £nil (2023:4,858).

CBM UK Annual Report 2024

40

Notes to the financial statements

For the year ended 31 December 2024

5 Employees and Trustees (continued)

Staff numbers

Fundraising
Other activities
The average number of full time equivalent (FTE)
employees
The average number of employees during the
period was as follows:
Fundraising
Programmes management
Programmes management
Other activities		 2024
Number
16
14
10
40
2024
Number
13
13
9
35		 2023
Number
16
14
12
42
2023
Number
13
14
11
38

Trustees

No Trustees received remuneration for fulfilling his or her role as Trustee (2023:nil).

During the year, travel and out of pocket expenses totalling £13,678 were incurred for members of the Board of Trustees (2023 - £3,377). Trustee expenses relate to payments made to 7 Trustees (2023: 4 Trustees). During the year donations totalling £3,725 (2023: £1,726) were made by members of the Board.

CBM UK Annual Report 2024

41

Notes to the financial statements

For the year ended 31 December 2024

6
7
Investment Property
At 31 December 2024
At 31 December 2023
At 31 December 2024
Fair value at the beginning of the period
Revaluation
Fair value the end of the period
Net Book value
Cost
Additions
Disposals
Charge
Disposals
Accumulated depreciation
At 1 January 2024
At 31 December 2024
At 1 January 2024
Tangible Fixed Assets		 Leasehold
improvement
£
256,318
-
-
256,318
187,132
51,828
-
238,960
69,186
17,358		 Equipment
£
195,749
8,113
(9,066)
194,796
172,141
14,974
(9,066)
178,049
23,608
16,747		 Fixtures &
Fittings
£
96,761
-
-
96,761
71,296
19,948
-
91,244
25,465
5,517
2024
£
1,475,000
175,000
1,650,000		 Total
£
548,828
8,113
(9,066)
547,875
430,569
86,750
(9,066)
508,253
118,259
39,622
2023
£
1,475,000
-
1,475,000

Investment property relates to a single freehold property held by the Charity and leased out on a commercial basis to a third party on a ten year lease running to April 2030. The building was formally the organisation’s head office. The property is revalued periodically on a fair value basis using professional independent property expert, the latest valuation took place effective from 31 December 2024.

The historical cost of the property is £1,377,884. The property was allocated as an investment property in 2020 at the building’s depreciated cost of £973,811. On 7 February 2025 the property was disposed of for a total consideration of £1,650,000.

CBM UK Annual Report 2024

42

Notes to the financial statements

For the year ended 31 December 2024

Additions
Disposals
Unrealised gains
Fair value at the beginning of the period
Fair value at the end of the period		 2024
£
6,088,157
53,886
(10,600)
162,472
6,293,915		 2023
£
4,505,024
1,502,049
-
81,084
6,088,157

Common investment funds are made up of funds held within the Sustainable Multi-Asset Fund held with Cazenove capital plus cash deposits held within the investment fund. The Multi- Asset Fund is designed for charities who want to align their investments with their charitable mission and invest for a better future. The fund aims to have a positive impact on people and the planet by avoiding harm through ESG integration and exclusions. Cash held on deposit within the portfolio is held in interest yielding deposit accounts held with our investment manager. Funds are held in both dollars and sterling.

Trade debtors
Trade creditors
Accrued income
CBM Global
Deferred income
Tax and social security
Other debtors
Other creditors
Accruals
Prepayments
Creditors: amounts falling due within one year		 2024
£
3,320
81,926
340,864
8,246
6,043
440,400
2024
£
23,345
39,579
14,161
69,756
32,278
179,119		 2023
£
7,500
86,839
407,069
4,427
2,981
508,816
2023
£
86,976
45,275
18,416
49,575
39,778
240,020

Deferred income of £32,278 (2023: £39,779) relate to lettings income invoiced in advance.

At 1 January
Arising in the year
Utilised in the year
At 31 December		 2024
£
-
130,000
-
130,000		 2023
£
-
-
-
-

All provisions are for lease obligations to cover the costs of restoring office premises at the end of lease terms.

CBM UK Annual Report 2024

43

Notes to the financial statements

For the year ended 31 December 2024

12 Restricted funds

3. UK Aid Match, Zimbabwe
11. Anesvad Nigeria
8. CiSKuLA, Nigeria
14. Inclusive livelihoods,
Manicaland
4. Inclusive eye health in
5. Jersey Overseas Aid, Nepal
9. Nous Cims, Child Malnutrition,
10. Bridging the Gaps, Nigeria
12. Africa Mental Health
17. Other
15. Climate Just Communities
Movement in Funds
2. UK Aid Match, Malawi
13. Cox’s Bazar, Bangladesh
7. Futuremakers
16. CAFOD
6. SAGE, Zimbabwe
1. UK Aid Match, Rwanda		 At 1 January
2024
£
2,232
202,077
-
-
-
(8,378)
13,796
-
-
157,006
77,251
-
4,994
-
11,365
22,178
482,521		 Income &
gains
£
3,815
245,870
346,122
107,705
305,110
119,978
445
10,400
52,838
53,021
51,389
102,202
25,017
80,100
194,183
50,000
8,277
1,756,472		 Expenditure &
losses
£
(12,843)
(447,947)
(322,368)
(359,500)
(112,725)
(87,322)
(27,526)
(95,302)
(75,250)
(128,053)
(137,481)
(66,409)
(15,583)
(31,681)
(219,974)
(3,771)
(74,579)
(2,218,314)		 Transfers
£
6,796
-
-
251,795
-
-
13,285
84,902
22,412
-
8,841
-
-
-
14,426
-
49,102
451,559		 At 31
December
2024
£
-
-
23,754
-
192,385
24,278
-
-
-
81,974
-
35,793
14,428
48,419
-
46,229
4,978
472,238

Transfers between funds occur when the fund relates to a project or activity that is funded in part by unrestricted funding.

CBM UK Annual Report 2024

44

Notes to the financial statements

For the year ended 31 December 2024

9 Funded by Fundació Privada Nous Cims, this project aims to improve child and maternal health and nutrition outcomes in Tharaka Nithi County, Kenya.

  1. Funded by Comic Relief, this programme aims to strengthen mental health support for children and young people in Nigeria. Key activities include setting up student mental health advocacy network, fighting mental health stigma, and providing online counselling services.

  2. Funded by Anesvad Foundation, this programme aims to improve access to integrated mental healthcare for groups affected by NTDs in Nigeria.

  3. This project focusses ont the strengthening of mental health-focused civil society organisations (CSO's) in Africa, and ensuring involvement of CSOs and persons with lived experience in mental health policy and services. The project is funded by the Wellcome Trust.

  4. Funded by Guernsey Overseas Aid this project provides people with disabilities in the Rohingya Cox’s Bazar refugee camp support to overcome barriers to accessing humanitarian services.

  5. The project aims to support vulnerable persons in the Manicaland region of Zimbabwe from recent droughts.

  6. The projects relate to advisory work as part of the Scottish Government Climate justice fund in Rwanda and 16. This programme is a collaboration with CAFOD to strengthen their organisational capacity to embed disability inclusion within their wider programmatic activity.

  7. Funds relate to other smaller programming across our portfolio.

CBM UK Annual Report 2024

45

Notes to the financial statements

For the year ended 31 December 2024

13 Unrestricted Funds

2.Munro House fund
4. Strategic fund
5. Currency risk fund
3. Balchin fund
1. Fixed Asset fund
Movement in funds
Designated funds
General Funds
6. Free Reserves		 At 1 January
2024
£
1,593,259
225,246
1,093,402
3,456,875
361,068
3,094,980
9,824,830		 Income &
gains
£
175,000
-
-
-
-
5,523,288
5,698,288		 Expenditure &
losses
£
(86,750)
(225,246)
(509,206)
(572,071)
-
(3,013,656)
(4,406,929)		 Transfers
£
8,113
458,626
-
-
(361,068)
(557,230)
(451,559)		 December
2024
£
1,689,622
458,626
584,196
2,884,804
-
5,047,382
10,664,630

  1. The Fixed Asset fund represents the net book value of the organisation’s fixed assets and property assets, held in a designated reserve as they are not readily realisable for immediate use.

  2. Munro House fund allocated the necessary funds anticipated to be allocated to fixed assets under the anticipated changes to the accounting rules from 2026 setting aside funds in respect of the minimum future lease obligations.

  3. The Balchin fund relates to a legacy received in 2021. As part of the will a portfolio of programmes was agreed with the executors of the estate which will use these funds in line with the supporter’s wishes over the next two years.

  4. The strategic fund sets aside the agreed funds to support the organisation's business plan over the period to the end of 2027. It represents the necessary funds needed to support planned deficits to support key programmatic and other strategic activities.

  5. The currency risk fund relates to reserves earmarked as contingency funds due potential currency movements in funds held. As of 31 December 2024 this designated was transferred to general funds as only a small amount of cash is held in this way and so it was determined that this fund is not required.

14 Analysis of net assets between funds (current year)

Fixed assets
Current assets
Non-current liabilities
Net assets at 31 December 2024
Current liabilities		 Unrestricted
£
6,293,915
(937,414)
(179,119)
(130,000)
5,047,382		 Designated
£
1,689,622
3,927,626
-
5,617,248		 Restricted
£
-
472,238
-
472,238		 Total funds
£
7,983,537
3,462,450
(179,119)
(130,000)
11,136,868

CBM UK Annual Report 2024

46

Notes to the financial statements

For the year ended 31 December 2024

15 Analysis of net assets between funds (prior year)

Net assets at 31 December 2023
Current assets
Current liabilities
Fixed assets		 Unrestricted
£
5,140,895
1,588,956
-
6,729,851		 Designated
£
2,540,521
794,478
(240,020)
3,094,979		 Restricted
£
-
482,521
-
482,521		 Total funds
£
7,681,416
2,865,955
(240,020)
10,307,351

16 Financial commitments

At 31 December, the Charity had total commitments under non-cancellable operating leases as follows:

Not later than one year
Lessee
Operating leases
Between two and five years		 Land and
buildings
2024
£
96,227
402,696
498,923		 Office
equipment
2024
£
2,427
4,021
6,448		 Land and
Buildings
2023
£
151,135
32,711
183,846		 Office
equipment
2023
£
4,729
585
5,314

The total expenditure on operating leases during the period was £162,166 (2023 - £157,162).

Lessor

The Charity leases out its investment property under a non-cancellable operating lease for the following future minimum lease payments. There are no contingent rents.

Between two and five years
Operating leases
Not later than one year		 Land and
buildings
2024
£
23,741
-
23,741		 Land and
buildings
2023
£
169,500
36,686
206,186

The total income received on operating leases during the year was £169,500 (2023 - £162,866)

17 Related party transactions

CBM UK is a member of the CBM Global Disability Inclusion Federation (CBM Global). As part of its Federation membership CBM UK makes payments to the Federation in order to utilise the in-country resources in locations where we operate, provide key technical skills in our key work areas and to provide elements of centralised management and support. These costs are referred to as none project expenditure (NPE) or alternatively our Federation membership. During the year membership payments of £1,037,570 (2023: £1,103,878) were made to CBM Global. At the year-end the amount owed by CBM Global was £8,246 (2023 - £4,427).

CBM UK Annual Report 2024

47

Notes to the financial statements

For the year ended 31 December 2024

18 Post Balance Sheet Event

Since the year end CBM UK has seen market volatility impact the value of its investment holding following US tariffs introduced earlier in March 2025. This has resulted in material market movements since 31 December 2024 in the value of the investments held. At the point of signing these accounts the reduction in value is £44,156.

19 Statement of financial activities – detailed comparative

Total funds brought forward at 1 January 2023
Fund balances carried forward at 31 December 2023
Charitable activities
Raising funds
Expenditure on:
Other income
Total expenditure
Income from:
Total Income
Exchange rate gains
Voluntary income:
Donations & legacies
Grants
Total voluntary income
Investment income
Net movement in funds
Reconciliation of funds:
Transfers between funds
Net income/(expenditure)
Unrealised gains on investments		 Unrestricted
funds
£
4,495,446
23,888
4,519,334
426,668
12,326
4,958,328
(1,687,853)
(2,103,831)
(61,912)
(3,853,596)
1,104,732
(891,091)
81,084
294,725
9,530,105
9,824,830		 Restricted
funds
£
98,755
2,002,098
2,100,853
-
-
2,100,853
-
(2,952,616)
-
(2,952,616)
(851,763)
891,091
-
39,328
443,193
482,521		 Total
funds
2023
£
4,594,201
1,882,613
6,620,187
426,668
12,326
7,059,181
(1,687,853)
(5,056,447)
(61,912)
(6,806,212)
252,969
-
81,084
334,053
9,973,298
10,307,351

CBM UK Annual Report 2024

48

Notes to the financial statements

For the year ended 31 December 2024

20 Prior year donations- detailed comparative

Donations and legacies
Donations and gifts
Income
Legacies
Gift Aid		 Restricted
funds
£
£
2,604,456
98,775
1,429,661
-
457,329
-
4,491,446
98,775
Unrestricted
funds		 Total 2023
£
2,703,231
1,429,661
457,329
4,590,221

21 Prior year expenditure- detailed comparative

Programme delivery
Federation membership
Allocation of cost
Support:
Governance:
Total expenditure
Staff (Note5)
Appeals
Other fundraising
Premises
IT
Legal & professional
Depreciation
Other
Expenditure		 Charitable
Activities
£
2,421,236
868,024
808,713
-
-
360
-
-
-
51,581
4,149,914
882,112
24,421
5,056,447		 Generating
funds
£
-
-
576,648
383,689
285,405
3,514
45,665
252
-
90,077
1,385,250
294,451
8,152
1,687,853		 Support
£
-
235,854
472,670
-
-
194,680
67,235
25,195
84,975
95,954
1,176,563
(1,176,563)
-
-		 Governance
£
-
-
-
-
-
-
-
32,573
-
-
32,573
-
(32,573)
-		 Total
£
2,421,236
1,103,878
1,858,031
383,689
285,405
198,554
112,900
58,020
84,975
237,612
6,744,300
-
-
6,744,300

CBM UK Annual Report 2024

49

Notes to the financial statements

For the year ended 31 December 2024

CBID
Mental Health
Emergency Response
Advocacy & advisory
6. Eastern region eye health,
4. Eye health in Nigeria
25.Climate Just Communities
Total restricted funds
Eye health
1. UK Aid Match, Rwanda
2. UK Aid Match, Malawi
3. UK Aid Match, Zimbabwe
8. PrevENT, Zambia
24. Other emergencies
18. Bridging the Gaps, Nigeria
20. Time to Change
23. Cox’s Bazar, Bangladesh
9. SAGE, Zimbabwe
10. Break the Cycle
11. Futuremakers
12. Actions for Change
13. CiSKuLA, Nigeria
16. Other CBID
19. Anesvad, Nigeria
21. Other mental health
22. Kenya drought response
7. Other eye health projects
14. Nous Cims, Child Malnutrition,
Kenya
15. Inclusive Climate Change
17. Basic Needs
Movements in funds (prior
year)
5. Inclusive eye health in
Masvingo, Zimbabwe		 At 1st
January
2023
£
17,093
112,449
61,302
-
70,000
-
21,770
32664
65032
8,329
(8,318)
-
-
-
-
-
-
62,249
-
-
6,853
-
(6,230)
-
-
443,193		 Income &
gains
£
274,184
390,894
355,774
3,800
111,800
-
28,000
(32,981)
63,219
(4,846)
382,487
-
150
66,380
-
-
8,034
183,846
139,831
51,181
10,951
8,555
27,483
650
31,461
2,100,853		 Expenditure &
losses
£
(289,045)
(301,266)
(423,932)
(73,598)
(208,614)
(73,112)
(77,598)
317
(136,629)
(4,393)
(389,823)
(144,839)
(95,724)
(70,626)
(69,730)
(131,524)
(57,153)
(89,089)
(62,580)
(51,303)
(20,998)
(67,645)
(16,259)
(77,357)
(20,096)
(2,952,616)		 Transfers
£
-
-
6,856
69,798
26,814
73,112
41,165
-
-
910
29,450
144,839
95,574
4246
69,730
131,524
57153
-
-
122
4,001
59,090
-
76,707
-
891,091		 At 31
December
2023
£
-
2,232
202,077
-
-
13,337
-
(8,378)
-
13,796
-
-
-
-
-
8,034
157,006
77,251
-
807
-
4,994
-
11,365
482,521

CBM UK Annual Report 2024

50

Secretary and Registered Office

Ian Barker, Christian Blind Mission (United Kingdom) Limited, 1 Munro House, 20 Mercers Row, Cambridge CB5 8HY

Chief Executive

Kirsty Smith

Leadership Team

Director of Fundraising, Impact, and Communications Allan Thompson Director of International Programmes Matthew Hanning Director of Finance and Operations Ian Barker Director of Advocacy and Influencing Mark Barrell

Company Number 03148424

Charity Numbers

1058162 (England and Wales) SC041101 (Scotland)

Bankers

Lloyds Bank plc, 3 Sidney Street, Cambridge CB2 3HQ

Auditors

Sayer Vincent, 110 Golden Lane, London EC1Y 0TG

Investment Managers

Cazenove Capital, 1 London Wall Place, London EC2Y 5AU

Christian Blind Mission (United Kingdom) Limited www.cbmuk.org.uk 01223 484700 info@cbmuk.org.uk