Bethany
Children's Trust
Influenclng Equipping Transfomiing
The Bethany
Children's Trust
Annual Report to 31 August 2025
THE BETHANY CHILDREN’S TRUST
## **The Bethany Children’s Trust Annual Report to 31 August 2025**
|Charity information|3|
|---|---|
|Letter from the Chair of Trustees|4|
|BCT’s approach to fundraising|5|
|BCT’s vision and mission|6|
|How BCT has benefited marginalised children|7|
|Projects Supported by BCT from September 2024 to August 2025|10|
|2024/25 Income and Expenditure|21|
|Looking Forwards|22|
|Structure, Governance and Management|23|
|Independent examiner’s report|26|
|Statement of financial activities|27|
|Balance sheet|28|
|Notes to accounts|29|
|Detailed Statement of Financial Activities|37|
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## **Charity information**
## **Trustees of The Bethany Children’s Trust (BCT)**
Mrs Gill Bradley Ms Rose Ndolo Mrs Hazel Whiting Ms Michelle Arthur (Appointed 4[th] December 2025)
## **Executive Director**
Dorcas Rono
## **Governing Document**
Trust Deed dated 23 December 1998, as amended 5 December 2003 Charity Registration Number 1073817
## **Registered Office**
Office 214, Hill House, 210 Upper Richmond Road, London SW15 6NP www.bethanychildrenstrust.org.uk
## **Independent Examiner**
Nicola Harrison CA Stewardship 1 Lamb’s Passage London EC1Y 8AB
## **Bankers**
The Co-operative Bank plc NatWest Bracknell Head Office 5 High Street PO Box 101 Bracknell 1 Balloon Street Berkshire Manchester RG12 1DH M60 4EP
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## **Letter from the Chair of Trustees**
As we reflect on the year ending August 2025, we do so with deep gratitude to God for His continued faithfulness to The Bethany Children’s Trust (BCT). Throughout a year of both challenge and change, we have seen His provision, guidance, and encouragement in remarkable ways.
The quarterly reports from our partner organisations - Wukwashi Wa Nzambi in Zambia, LVLE in the DRC, APRECOM in Rwanda, and SCWA worldwide - continually remind us why BCT exists. The stories of transformed lives, strengthened families, empowered churches, and supported communities are both humbling and inspiring. They are a powerful testimony to what can be achieved when compassion, faith, and partnership come together.
This past year also marked an important period of restructuring for BCT. Through streamlining our processes and reshaping the way we work alongside our partners, we have become a more resilient and sustainable charity for the future. Change is rarely easy, but throughout this journey we have experienced God’s presence and faithfulness every step of the way.
We are especially grateful for the dedication and leadership shown within our team. Following her transition from CEO to volunteer consultant, Lyn Edwards has continued to serve BCT with unwavering commitment, generously giving her time one day each week while mentoring our new Executive Director, Dorcas Rono, who stepped into the role on 1 April 2025. We warmly thank Lyn for her years of faithful service and ongoing support, and we celebrate Dorcas’s passionate, capable, and humble leadership as she guides BCT into this next chapter.
We also welcomed Molly Langston as Finance Officer, whose expertise and dedication have already strengthened our work. In addition, Stephanie Farrant continued her valued volunteering while also serving freelance as Grant and Bid Coordinator, helping to secure vital funding opportunities for the charity.
Financially, we are thankful to report that BCT is now in a significantly stronger position. This has been made possible through the faithful generosity of longstanding supporters, new grant funding, unexpected donations, and a legacy gift. We are deeply humbled by this provision and profoundly thankful to everyone who has stood with us through prayer, giving, encouragement, and practical support.
To all our supporters: thank you. Your partnership enables hope to reach children, families, and communities across the world. We pray that God will continue to bless you richly as together we look ahead with renewed vision, confidence, and faith for the future of BCT.
Finally, we offer our heartfelt thanks and prayers to our dedicated partner leaders - Joyce & Henry, Jean-Paul & Edwige, and Odette & Fred - together with their teams, who continue to serve tirelessly and sacrificially in often challenging circumstances. Their commitment and compassion remain an inspiration to us all.
_“I pray that out of his glorious riches he may strengthen you with power through his Spirit in your inner being, so that Christ may dwell in your hearts through faith.” Ephesians 3:16–17 NIV_
Gill Bradley
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## Chair of Trustees
The Bethany Children’s Trust
## **BCT’s Approach to Fundraising**
BCT is just as committed to ‘friend-raising’ as to fundraising. We see building relationships with BCT’s work beyond financial support and take time and care to nurture positive relationships with them.
A small number of supporters choose to go beyond giving funds to BCT’s work and become BCT Ambassadors. These Ambassadors give of their time, expertise and resources to promote BCT’s work in their churches and communities, mobilising prayer and even organising their own fundraising events. We maintain close relationships with our Ambassadors, ensuring they are equipped for their efforts, up to date with good practice in fundraising, and fully aware of how grateful we are for their efforts on our behalf.
We also write fundraising applications to grant-making trusts that exist to disburse grants as they see fit. We see our supporters and potential supporters as an integral part of raising funds to resource our own and our
partners’ work. Therefore, we take a nopressure approach to fundraising. Our focus is on sharing stories of transformation, highlighting how we are making a difference to individual children and entire communities, then presenting opportunities for members of the public to support this work, if they wish to. We use printed communications, social media channels and presentations at events in order to share these stories and leave it to the public to decide what their response may be, if any. If an existing supporter wishes to cease receiving communications from BCT, they can contact either our own office or the Fundraising Preference Service and we will ensure that they no longer receive such communications.
Our policy means that we value the supporter and their wellbeing as an individual as much as any support they may be able to offer BCT. It means that we offer a range of opportunities to engage.
## **Currently, funding is provided from a variety of sources:**
**Grant-making trusts** – We have a small but committed group of grant-making trusts who support us on a regular basis. Other grant-making trusts support us with occasional one-off gifts.
**Supporters** – We receive ongoing monthly donations from many supporters, usually by standing order and direct debit, as well as occasional one-off donations. We also have long-standing relationships with a number of churches and businesses who support us financially.
**Events** – We occasionally arrange fundraising events, or encourage our supporters to join us in taking part in fundraising events arranged by other organisations. (We ensure that any external event meets our ethical standards and faith values). We receive funding from supporters who have raised sponsorship by taking part in such events.
**Legacy funding** – We receive occasional funding by legacy donations.
**Media** – BCT also encourages fundraising through the promotion of its charitable activities via its communications media: print publications, online presence and social media.
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## **BCT’s vision and mission**
## **Commitment to Public Benefit**
BCT’s trustees confirm that they have paid due attention to public benefit in their role of overseeing the work of BCT and are satisfied that all BCT activities meet public benefit requirements as defined by the Charity Commission’s general guidelines. Everything BCT has done in the period covered by this report has been to bring benefit to the lives of our key beneficiaries – children at risk – by influencing, equipping and enabling churches, Christian projects and individuals to respond to their needs, and to address root issues, beliefs and practices that harm them.
## **Summary of BCT’s objects, as set out in its Declaration of Trust**
- a) To relieve persons, particularly children who are in conditions of need or hardship or who are sick, and to relieve the distress caused thereby in such parts of the world as the Trustees may from time to time decide.
- b) To advance the Christian faith in accordance with BCT’s Statement of Beliefs in such parts of the world as the Trustees may from time to time decide.
- c) To advance education in accordance with Christian principles by such means as the Trustees may consider appropriate.
## **BCT’s Vision…**
## **BCT’s Mission…**
…is to equip the Christian Church to lead the way in building a local and global society where every child is loved, valued, safe, nurtured and free to reach their God-given potential.
…is to mobilise a Christian response to the needs of the most marginalised children. We work wherever God leads us, strengthening the capacity of churches to lead their communities in caring for children and addressing the roots of beliefs, practices and circumstances that harm them. We work with churches directly, through local project partners and by networking and collaborating with other organisations.
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## **How BCT has benefited marginalised children**
## **We assisted churches and Christian organisations to develop initiatives to bring about holistic transformation in the lives of vulnerable children**
BCT exists to transform the lives of vulnerable children. We believe wholeheartedly that every child is created in God’s image and therefore inherently precious. And we believe that every child should be loved, cared for and enabled to fulfil their God-given potential. Therefore, we actively seek out the most marginalised of children – the ones who slip through the net, who are neglected by their communities and whose suffering goes unnoticed because they are hidden away or overlooked – and we act to see their lives changed, practically, socially, emotionally and spiritually.
We believe in the Church. We believe churches are uniquely placed to influence change on a local basis, and that they understand their communities, their children and the most important local issues far better than we do. So, local churches are our focus. We seek to equip churches to reach their own communities, rather than doing it for them, so that they will continue to influence godly transformation even many years into the future. We connect with and equip churches directly through our _Transformation Resources_ , and indirectly through our project partners.
## **Enabling projects to develop strategically and according to good practice**
Our project partners are extraordinary people. They do incredible work, often in the harshest of circumstances and with minimal material reward. They are determined, courageous and deeply committed. We’re privileged to work with them, fight battles together and see young lives changed. However, a significant part of our deep commitment to our partners is to identify ways in which their already excellent work could be strengthened. So, drawing on over 24 years’ experience, we work alongside our partners to help them in formulating strategies which will enable them to meet their communities’ most acute needs. We help them to make the most of the resources and personnel available to them, and to operate in line with best practice in safeguarding and project management, in order to reach and serve marginalised children as effectively as possible.
## **Enabling projects to monitor and evaluate their work and to be accountable**
Monitoring and evaluation are vital in helping our UK team to understand our partners’ work. So, we equip our partners to report on their own work: to highlight the measurable outcomes from their efforts and show which areas of their work are most effective and fruitful. Their quarterly monitoring and evaluation reports help us to offer our partners specific advice on how to refine their approach. And partly based on our partners’ reports, we work with each of them to devise an annual plan and budget which supports and
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emphasises the most effective areas of their work.
## **Creating resources to challenge harmful attitudes and beliefs**
BCT has a range of resources that respond to issues that can lead to the abuse and neglect of children and to strengthen families and communities. Our resources address pressure points, such as food insecurity, physical and mental health, disability, stigma and the pressure on family relationships, with a view to helping individuals, families and communities to thrive, because that is how children are also best able to thrive. These are issues that have been raised both within the communities we serve and in our wider networks, so we know that we are responding to felt needs.
Providing local churches with resources to train their communities makes important ideas accessible to a much wider audience than if we simply delivered the training ourselves. It has the potential to exponentially increase our impact.
These insights have led us to create _Transformation Resources_ . These resources address child abuse by unpacking the attitudes and beliefs which cause it. ‘Transform Disability’ addresses misconceptions about disability and disabled children, ‘Transform Families’ encourages positive parenting by discussing common views on family life, and ‘Let’s Grow!’ tackles food insecurity through addressing lack of knowledge about nutrition and agriculture. BCT staff have also been involved in creating resources for the Stop Child Witch Accusations coalition (see pages 20 and 21), which explore biblical perspectives on physical and mental health, sickness and healing.
free, through our website. Each element of the resources is piloted through trusted churches and Christian agencies – including our project partners – before being released for general use.
## **Provision of training**
As part of our commitment to strengthen and add value to our partners’ work, we help them to identify areas in which they would benefit from training, and we then enable them to access training which meets their needs. This either involves delivering the training ourselves or, where the training requires a specialism that we do not have within the organisation, helping our partners to access training from an alternative provider. For example, the Tanari Trust has delivered training in creating positive relationships for APRECOM staff and volunteers, to strengthen and inform their work with children and teenagers.
## **Enabling networking**
Our partners’ work can often be enhanced by connecting with other organisations and individuals who support marginalised children: either agencies who work in a similar geographical area to them, or who might be further afield but focus on similar issues. Whenever we become aware of a potentially fruitful connection, we encourage our partners to pursue it. In this way, both parties can benefit from sharing ideas and experiences.
Similarly, we help our partners to identify potential new financial backers, so that they will be better resourced. In the end, we aim for all of our partners to reach a stage where they no longer need BCT’s support and are able to operate independently.
All of the completed _Transformation Resources_ material is available for download, absolutely
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## **Enabling projects to access information resources**
Our UK team often has access to professional networks and information which our project partners do not. Therefore, we ensure that our partners can access important and useful resources by emailing them electronic documents or links to websites where such documents are available.
## **Provision of finances, encouragement and prayer support**
still need financial support in order to operate. We work closely with each of our partners to identify their most strategically important activities. We then indicate at the start of the year which activities we intend to fund and at what level, to enable our partners to plan. Although this funding is subject to fundraising, we are invariably able to meet our commitments in this way.
Alongside the provision of funds, we also support our partners in regular prayer and in ongoing encouragement, guidance and advice through email and WhatsApp contact.
We often marvel at how much our partners can achieve on a shoestring budget. However, they
**BCT supports and partners with projects that are:**
- Community-based, church-led or parachurch, if working significantly with churches.
- Working with the most marginalised children, who are significantly at risk in the context within which they live, due to abuse and prevailing circumstances.
- Addressing roots of harmful beliefs, attitudes and practices.
- Equipping local people to meet their own needs.
- Working with replicable and sustainable models (or desire to).
- Working with locally appropriate solutions to local problems.
- Focussing on Child Protection and Children’s Rights.
- Emphasising the empowerment and support of parents/guardians and young people.
- Willing to collaborate and network with others.
- Willing to be accountable through monitoring and evaluation and impact measurement of their work, good financial reporting and good, open communication.
- Actively raising or desire to raise awareness within churches and communities of an issue/issues that are harmful to children.
- Willing to progress and develop.
- Willing to be a voice on behalf of marginalised children or those at risk of abuse and/or to enable the children’s voices to be heard directly.
- In under-resourced, neglected or isolated areas where marginalised children are exceptionally vulnerable and where there is little service provision.
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## **Projects Supported by BCT from September 2024 to August 2025**
**APRECOM (AIDS Prevention Care and Outreach Ministry)**
## **Based in: Kigali, Rwanda**
**Partnered with BCT since: 2002**
**Supports: Children affected by HIV/AIDS, Children living with disabilities, and vulnerable groups across Rwanda**
## **Context and Mission:**
Initially focused on addressing the AIDS epidemic, APRECOM provided support for HIV+ individuals and their families. Recently, it expanded to advocate for disabled children and equip churches to include and support them. While work in Kigali has become selfsustaining, efforts are concentrated in Bukora, Bugesera, and Kajera.
## **Key Activities:**
- **Church Training:** Churches receive training in child protection and inclusion of children with disabilities, with trained churches passing on their knowledge.
- **Outreach to Disabled Children:** Bugesera churches identify and support families with disabled children through gatherings and resources.
- **Child Abuse Prevention:** Using the ‘Touch Talk’ resource, children are empowered to recognize and report abuse.
- **Youth Support:** The Inshuti Nziza Troop and Clubs support young people and children living with HIV through vocational skills, guidance, and community.
- **Adult HIV+ Support:** Groups in Kajera, Bukora, and Kigali offer advice and encouragement to HIV+ adults.
- **Teenage Girls’ Empowerment:** The Queens Group teaches confidence and vocational skills to vulnerable teenage girls.
- **Food Provision:** Regular deliveries of essential food aid support families reliant on antiretroviral medication or affected by COVID.
- **Community Nutrition:** Community gardens and the ‘Let’s Grow!’ resource promote sustainable agriculture and healthy eating.
## **Impact Highlights**
## **Protection and Advocacy for Children with Disabilities**
Over the past year, progress has been made in strengthening the identification, protection and support of children with disabilities. Existing processes have continued to enable children to be identified, recorded and supported within their communities, while churches have been equipped to play an active safeguarding role.
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## This year:
• A total of 128 children with disabilities were identified and recorded.
• 12 churches engaged, with 24 Child Protection Officers trained (2 per church).
• 107 questionnaires distributed, leading to the identification of 20 new children.
• 8 support groups established, providing ongoing care and support for children and their families.
## **Building Confidence and Positive Behaviour through Inshuti-Nziza Clubs**
Inshuti-Nziza clubs have continued to support children in developing self-esteem, life skills and positive behavioural change through regular gatherings focused on learning, prayer and encouragement. While there have been some challenges due to limited meeting spaces and church closures, progress has still been made in engaging and supporting children. This year:
• A total of 5 Inshuti-Nziza club sessions were held across the year.
• 193 children attended the clubs, participating in life skills, prayer and encouragement activities.
• 1 new club was established, expanding the reach of the programme.
• 102 children shared that they feel more confident and encouraged, reflecting positive behavioural change.
## **Improving Living Conditions through Microfinance Support**
Families have been supported to improve their living conditions through small start-up projects and savings initiatives. This has enabled vulnerable households, including those caring for children with disabilities, to begin generating income and work towards greater stability.
## This year:
• A total of 11 microfinance projects were established across the year.
• 14 instances of families maintaining their projects were recorded, showing ongoing engagement and sustainability.
- 18 reports of improved living conditions
were shared by families, reflecting positive changes in income and wellbeing.
## **Holistic support for Vulnerable Youth through ‘Let’s Grow!’**
Vulnerable young people have been supported to develop life skills, strengthen their wellbeing and improve their ability to meet their basic needs. Through ‘Let’s Grow!’ training and practical activities, young people are gaining skills in food production while being encouraged to live with purpose and confidence.
## This year:
• A total of 69 young people received support, including 36 new participants.
• 107 young people were trained in ‘Let’s Grow!’, equipping them with practical skills in food production.
• 15 gardens were established, creating opportunities for learning and demonstration within the community.
• 41 young people were actively involved in growing food, with 30 newly engaged in food production activities.
## **Supporting Young Mothers through Queens Club and Parenting Training**
Young mothers have been supported through the Queens Club to rebuild their lives, strengthen family relationships and develop positive parenting practices. Through regular engagement, training and encouragement, many have grown in confidence and are taking steps towards greater stability for themselves and their children.
## This year:
• A total of 163 girls attended the Queens Club, with 155 participating in parenting training.
• 82 young mothers were reunited with their families, strengthening family support systems.
• 4 young mothers began vocational training, and 10 started work, taking steps towards independence.
• All participants received guidance on positive parenting and nutrition, helping them to better care for their children.
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## **Support for Vulnerable Families**
Vulnerable families have been supported through regular home visits, practical assistance and encouragement. This has helped to address both physical needs, such as food, and emotional and spiritual wellbeing, particularly for families living in extreme poverty, those affected by HIV and those caring for children with disabilities.
## This year:
• A total of 280 individuals were supported with food provision across the year.
• Food distributions were carried out regularly, ensuring families had access to basic needs.
• 170 home visits were conducted, providing encouragement, prayer and ongoing support to families in need.
## **Empowering Volunteers to Support Vulnerable Families**
Volunteers from local churches have been equipped to play an active role in identifying and supporting vulnerable children and families. Through community engagement, collaboration with local leaders and regular follow-up visits, volunteers are helping to ensure that families are known, supported and connected to care. This has also encouraged greater openness within communities, with families more willing to share their challenges and learn how to care for children living with disabilities.
## This year:
- 32 volunteers were actively involved in community surveys and outreach.
- 21 children with disabilities were identified, enabling targeted support.
- Volunteers worked closely with churches and local leaders, strengthening local response and coordination.
• Regular home visits and follow-up support were provided to families, offering encouragement and practical care.
## **Strengthening Partnerships and Collaboration**
Aprecom has continued to build and strengthen relationships with other organisations and local networks. These partnerships have supported shared learning, collaboration and a more coordinated response to the needs of vulnerable children and families within the community.
## This year:
• A total of 8 meetings were held with partner organisations, including Peace Plan, Christ for Nations and Peace of Life.
• 7 meetings were held with Aprecom Champions, strengthening coordination and ongoing engagement.
• Ongoing collaboration with churches and partner organisations has helped to enhance programme delivery and community impact.
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## **Laissez Vivre Les Enfants (Let Children Live) - LVLE**
## **Based in: Goma, Eastern DRC**
**Partnered with BCT since: January 2017**
**Supports: Focuses on child protection and reducing vulnerabilities such as abuse, poverty, and street living. The organization partners with local churches and civic authorities to create safe environments for children to grow and thrive, while addressing harmful practices like witchcraft accusations.**
## **Key Activities:**
## 1. **Street Child Outreach:**
- Weekly engagement with streetliving children via ‘listening posts’.
- Mediation for reintegration with families or placement in safe homes.
## 5. **Media Advocacy:**
- Weekly radio shows and monthly TV appearances to raise awareness about child rights and protection.
- Topics include discipline practices, child abuse prevention, and empowering children.
2. **Child Protection Training:**
- Equipping church, school, and community leaders to prevent and address child abuse.
- Ongoing training sessions in Karisimbi, Goma, and Turunga.
3. **Nutrition and Food Security:**
- Training leaders on agriculture and nutrition principles using the ‘Let’s Grow!’ resource.
- Initiatives focused on addressing malnutrition in Masisi and Nyiragongo.
## 4. **Addressing Witchcraft Accusations:**
- Formation of two ‘Synergies’— networks of pastors, police, and civic leaders—to combat witchcraft-related abuse.
- Training for leaders in new community cells to protect vulnerable children.
## **Impact Highlights:**
## **Awareness and Advocacy through Media**
This year **:**
- 36 radio programmes broadcast in Goma, alongside 12 TV programmes
- 36 radio programmes delivered in Masisi and 36 in Rutshuru
- 637 phone calls received across all locations, reflecting active listener participation
- 651 text messages received, demonstrating strong community engagement
- 80 testimonies shared, highlighting changes in attitudes and increased understanding of child protection
- 7 case studies documented, providing further evidence of impact and behavioural change
## **Strengthening Trauma-Informed Support for Children**
LVLE has strengthened the capacity of key community leaders and professionals to
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better support traumatised children. Through training with community chiefs, deputy leaders and police officers, participants have been equipped with practical skills in trauma care and child protection, improving responses to vulnerable children within their communities.
## This year:
- 96 heads of avenues, 66 deputy heads and 92 police officers trained
- 51 Action Plans developed to support implementation
- 22 Action Plans put into practice in communities
- 40 testimonies shared, reflecting changes in how children are supported
- Strengthened collaboration between community leaders and local structures
## **Strengthening and Expanding Church-Based Child Protection (Turunga)**
LVLE strengthened the capacity of church leaders in Turunga through both follow-up with previously trained pastors and training of new pastors in child protection and traumainformed care.
school leaders with the knowledge and tools to create safer environments for children.
## This year:
- 60 pastors were trained in child protection, safe environment practices, and traumainformed approaches.
- 45 action plans were developed, supporting leaders to apply the training within their churches and communities.
- 44 churches and schools established child protection measures, strengthening safeguarding structures.
- 9 testimonies reflected improved awareness and practical responses to protecting vulnerable children.
## **Food Security and Livelihoods (Let’s Grow)**
LVLE strengthened food security and livelihoods by equipping community leaders and families with practical skills in agriculture, nutrition and self-reliance. Through training, follow-up and ongoing support, communities were supported to establish gardens, improve food production and reduce vulnerability across Masisi, Nyiragongo, Turunga, Mugunga, Mubambiro and Kibumba.
## This year:
• 30 pastors were evaluated to assess the implementation of Child Protection Policies and previous training.
• 19 Child Protection Policies were actively in place, and 44 pastors had trained others, demonstrating ongoing multiplication of knowledge.
• 87 new pastors were trained in trauma and child protection, strengthening the overall response within churches.
• 45 action plans were developed, with 26 already being implemented, showing practical application of the training.
• 11 testimonies highlighted improved, trauma-informed approaches in supporting vulnerable children.
## This year:
• 237 leaders were trained across multiple locations, strengthening local capacity in agriculture and nutrition.
- 106 experimental gardens were established, creating spaces for learning, demonstration and community engagement.
- 158 gardens were actively cultivated and harvested, improving access to nutritious food for families.
- 32 domestic fields were established through follow-up support, reinforcing continued application of learning.
- 88 testimonies were recorded, showing increased self-reliance, improved food access and positive changes in wellbeing.
## **Child Protection Training Expansion (New**
## **Areas)**
In 2025, LVLE expanded child protection training into new areas, equipping church and
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## **Follow-up, Evaluation and Sustainability**
LVLE carried out follow-up and evaluation activities to assess how training had been applied in practice and to support ongoing sustainability within communities.
## This year:
• 66 leaders demonstrated that they had successfully applied the knowledge and skills gained from the training.
• Follow-up visits confirmed that learning was being put into practice, strengthening longterm impact within churches and communities.
## **Trauma Support and Reintegration of Children**
This year:
- 80 pastors and church leaders were trained in mental health, healing, and challenging harmful beliefs, with 53 testimonies showing positive changes in attitudes and understanding.
- 34 children were successfully reintegrated into their communities, with ongoing support provided through trauma tools such as There is Hope for Me _._
- 9 children received targeted trauma support, and 15 testimonies reflected improved wellbeing among children supported.
- Follow-up and community outreach helped identify vulnerable children and support pathways for reintegration, although 6 children returned to the streets, highlighting ongoing challenges.
In 2025, LVLE strengthened trauma-informed support and reintegration efforts in Goma and surrounding areas through training, follow-up, and community engagement.
## **Communalife, formerly SCWA (Stop Child Witch Accusations)**
Communalife, formerly the Stop Child Witch Accusations (SCWA) coalition brings a Christian response to the issue of child witch accusations. We have reached a stage in our growth and development where we have decided that it would be beneficial to our work and reach to rename ourselves Communalife and to apply for registration as a Charitable Incorporated Organisation (CIO) in our own right. Our application has been with the Charity Commission since the latter part of 2025 and awaits their consideration. Regardless of the outcome of the application, our work continues! The attached statement explains our decision in more detail.
The work in Calabar continues to grow and develop and the local team is taking The Heart of the Matter training to Cross River State Central, with focus group research and a five-day training workshop planned in Yakurr LGA (Local Government Area). This continues the move northwards from Calabar and means that the team is now active in Yakurr as well as in Calabar, Bakassi, Akpabuyo, Odukpani and Akamkpa. The attached map shows the LGAs in Cross River State and gives an idea as to where is being impacted by the rollout of The Heart of the Matter.
The team continues to follow-up with the pastors they have already trained, and this year they held the first one-day conference for them, an event which was very encouraging, with multiple testimonies of impact and change, as well as real enthusiasm and a sense of momentum. This year also saw us complete a report on the impact of the first three years of the work in Cross River State. A copy of the report and a narrative report of the pastors’ conference are attached.
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The school clubs have continued and there is evidence that the children enjoy them. They are often disrupted by other elements of the school calendar, so there is a sense that it is proving difficult to gain real traction. This is an area that we will review in the coming year, although it is clear that the team is keen to continue with them, and it may yet prove to be worth persevering.
The clubs have been a location for the piloting of the children’s resources. This has been slow, for the reasons set out above relating to the disruption of the clubs schedule, but we have received the first feedback, which is generally encouraging. It indicates that the children enjoyed the activities and understood the key messages, finding them relevant and helpful. We are aware that we may need to present the material in two formats, with a parallel approach allowing for shorter sessions and more autonomous use of the resources by the children because of the limited blocks of time available for the clubs. We are awaiting the remaining feedback before making a decision on this. The resources are also being tested in Kenya and by the Salvation Army’s Community of Practice team.
The research that we carried out through our collaborators into children’s experiences thinking and attitudes to witchcraft-related issues, including accusations, has now been written up formally into a report, in collaboration with Australia National University. It is jointly published by the International Network Against Witchcraft Accusations and Ritual Attacks (INAWARA), the UN Working Group involved in lobbying the UN for Resolution 47/8 on the topic and its implementation, and also by us. It is also being redrafted for publication in relevant academic journals. A copy is attached.
The Salvation Army pilot has been delayed by changes in personal in the Nigerian territory of the Salvation Army, and is now planned for southern Nigeria, probably in Akwa Ibom or River State, carefully avoiding any areas where sensitisation and training have already taken place through our collaborators in Calabar and Eket. We are hopeful that the first stages, including the focus group research and the five-day workshop, will be completed by June. In the meantime, the Salvation Army is raising the issue in other nations, most recently Angola, and is embedding the topic in its broader child protection materials for use in affected areas.
The work in Akwa Ibom has continued, with initial trainings deemed successful, although follow—up has been sporadic. This is an issue that we are addressing with the team there, although the programme is being driven and funded by Safe Child Africa, not by Communalife, and is an example of our light touch involvement as trainers of trainers and background advisors.
The work in Goma remains largely on hold because of the ongoing security situation there and the absence of key personnel, who are currently basing themselves in the USA.
This year, our focus is on continuing the work outlined above and of progressing our application with the Charity Commission. We are also hoping to attend the INAWARA Conference in November in Mzuzu, northern Malawi, at the University of Livingstonia, where it is hoped that we will be able to present on the children’s research report and on our research-based, faith-based approach to developing resources and to delivering training, and its proven impact. Our attendance is subject to being above to raise the requisite funding. The venue is in a remote part of the country at some distance from the international airport at Lilongwe, so there are cost and time implications. We are already in discussion with the Vice Chancellor of the university, the Very Rev Dr Timothy Nyasulu, about the adaptation of our materials for a curriculum at the Presbyterian Universities in Malawi and Zambia, and the Conference would provide an opportunity for consolidating and advancing these discussions.
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## **BCT’s Transformation Resources**
## **Overview**
BCT's "Transformation Resources" project, initiated in August 2017, addresses harmful attitudes and beliefs that underpin child abuse and neglect. It provides leaders in remote and deprived communities with practical, biblically grounded materials to support and empower children. The resources tackle family relationships, disability inclusion, hunger and nutrition, and health issues, and mental health.
## **Key Activities:**
## **Collaborations:**
Partnerships with organisations such as The Salvation Army have enabled these resources to be used within wider training programmes.
## **Platform Improvement:**
The website has been reorganised to improve access to resources and support wider use.
## **Impact Highlights**
## **Agriculture and Nutrition:**
Let’s Grow! has supported families to improve food production, contributing to better nutrition for children.
**Resource Development and Availability:** Core Bethany resources continue to be developed and used globally:
• **Transform Families (17 modules):** a distinctively Christian resource equipping churches and caregivers with practical and biblical guidance to strengthen family relationships, communication and child protection.
• **Transform Disability:** equips church leaders to understand disability, challenge harmful beliefs and create inclusive communities where children with disabilities can thrive.
• **Let’s Grow!:** a practical resource supporting individuals, families and communities to grow their own food, improve nutrition and strengthen food security, even in lowresource settings.
• **Health and trauma-related resources:** a set of faith-based materials addressing physical and mental health, equipping leaders to respond to illness, challenge harmful beliefs and support those facing mental health challenges.
These resources are available in multiple languages including English, French and Swahili.
## **Disability Inclusion:**
Transform Disability has helped mobilise churches in countries such as Rwanda and Zambia to better support and include children with disabilities.
## **Strengthening Families:**
Transform Families has contributed to improved relationships, communication and care within families.
## **Holistic Health and Safeguarding:**
Health and trauma-focused resources have helped address stigma, promote understanding of illness, and strengthen safeguarding practices.
## **Global Reach:**
Resources are being used in over 10 countries, including across Africa, India and Jamaica, with growing potential for wider impact.
## **Conclusion**
BCT’s Transformation Resources has significantly improved community well-being, empowered families, supported disabled children, and addressed critical health and agricultural challenges across various nations.
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## **Wukwashi wa Nzambi**
**Based in: Copperbelt region, Zambia Partnered with BCT since: 2005 Supports: Children living with disabilities**
## **Overview**
Wukwashi WA Nzambi, based in Zambia's Copperbelt region, supports children with disabilities and advocates for their rights. Established in 2005, it partners with local volunteers to provide vital services, addressing challenges like stigma, discrimination, and lack of access to resources
## **Key Activities**
1. **Support Groups** : Sixteen groups provide physiotherapy, play therapy, and social opportunities for children, as well as advice and encouragement for parents.
2. **Mentoring** : Weekly visits and calls offer practical advice and encouragement, especially on physiotherapy exercises.
3. **Physiotherapy** : Professional therapists enhance children’s mobility and train parents in home exercises.
4. **Mobility Aids** : Provision of wheelchairs, walking frames, and support shoes; a workshop creates custom supportive chairs.
5. **Medical Referrals** : Doctors assess children at support groups and arrange hospital treatments, with transport costs covered when needed.
6. **Training for Leaders** : Disability awareness workshops for church and community leaders challenge stigma.
7. **Advocacy** : Outreach through media and conferences shifts societal attitudes toward children with disabilities.
## **Impact Highlights**
## **Promoting Disability Inclusion through Church Engagement (WWN)**
Over the past year, WWN has continued to work with churches to raise awareness of disability inclusion and equip leaders to better support children with disabilities. Through church visits, training and practical engagement, there has been growing understanding and response to the needs of children who were previously isolated.
## This year:
- A total of 16 churches were visited, raising awareness on disability inclusion.
- 118 church leaders and members signed up for Transform Disability training.
• 41 children came out of isolation, becoming more visible and included within their communities.
• 2 church buildings became more accessible, helping to create inclusive environments for children with disabilities.
## **Transform Disability Training and Church Inclusion (WWN)**
Transform Disability training workshops have equipped church leaders to better understand disability inclusion and take practical steps to support children within their churches and communities. This has strengthened the capacity of churches to respond more
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intentionally and create more inclusive environments.
## This year:
• 3 four-day Transform Disability workshops were delivered, equipping church leaders.
• 98 church leaders participated in the training across multiple churches.
• 12 action plans were agreed, supporting churches to begin implementing inclusive practices.
• 15 Church Inclusiveness Assessments were carried out, helping churches reflect on and improve accessibility.
## **Equipping Volunteers to Support and Protect Children (WWN)**
Volunteers have been equipped through training in child safeguarding, Let’s Grow, financial management and first aid. This has strengthened their ability to support children within their communities and enabled trained volunteers to share their knowledge with others, extending the impact across support groups.
## This year:
• 108 volunteers were trained, building their capacity to support and protect children.
• 43 additional volunteers gained skills through the cascading of training within support groups.
• 732 children benefited from support and protection, reflecting a significant reach of the programme.
• 191 parents and guardians were trained in Let’s Grow!, supporting families to improve food security and care.
• 5 cases of abuse were identified and reported, demonstrating increased awareness and safeguarding response.
• 5 gardens were established, supporting families in food production and sustainability.
## **Ongoing Support through Community Support Groups (WWN)**
Support groups have continued to provide a safe and consistent space for children with disabilities and their families to receive care, encouragement and practical support. Through regular gatherings, children have
accessed services such as therapy, play, feeding programmes and spiritual support, while parents and guardians have been equipped through training and counselling. These groups have also helped to reduce isolation and increase acceptance within families and communities.
## This year:
• A total of 1,836 attendances were recorded across support group meetings.
• 196 new children joined the support groups, increasing reach within the community.
• 138 children showed noticeable improvements, as reported by parents and guardians.
• 195 children came out of isolation, becoming more visible and included in their communities.
• Families demonstrated spiritual growth, with many able to pray, share God’s word and encourage one another.
• Greater acceptance of children with disabilities was reported, with at least 135 families showing increased inclusion, including participation in school, church and community activities.
## **Home Visits, physiotherapy Support and Family Empowerment (WWN)**
Home visits have continued to play a vital role in supporting children with disabilities and their families. Through personalised assessments, counselling, mentorship and practical services such as physiotherapy and feeding support, families are being equipped to better care for their children within their home environments. This approach has also encouraged greater understanding and acceptance among parents and guardians.
## This year:
- 451 children were visited in their homes, supported by 103 volunteers.
• 205 children received assistive equipment, including 29 wheelchairs, 32 special chairs, 23 standing frames and 118 pairs of special shoes.
• 63 children showed improvements in their development, including mobility and daily living activities.
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• 238 parents and guardians were actively involved in physiotherapy for their children at home.
• 283 parents demonstrated increased acceptance of their children, with many actively seeking ways to support their development and wellbeing.
## **Access to Medical Care and Life-Changing Treatment (WWN)**
Children with disabilities have been supported to access essential medical care through hospital referrals, transport and financial support. This has enabled children to receive specialist treatment, including corrective surgery and assistive interventions, leading to significant improvements in their health and wellbeing.
## This year:
• 57 children secured hospital appointments, enabling access to specialist care.
• 52 children were supported with transport to and from hospitals.
• 60 children had medical fees covered, removing barriers to treatment.
• 73 children showed noticeable improvements in their health and development following medical support.
• 57 children came out of isolation, including those whose confidence and visibility improved after receiving treatment.
## **Physiotherapy Support and Capacity Building (WWN)**
Physiotherapy support has continued to play a key role in improving the mobility and wellbeing of children with disabilities. Through regular visits to support groups and
homes, children have received tailored physiotherapy services, while parents, guardians and volunteers have been equipped with practical skills to continue care within the home.
## This year:
• 29 support groups were reached across both the Copperbelt and surrounding regions.
• 711 children received physiotherapy services, supporting their physical development.
• 118 children showed direct improvements in mobility, including progress in movement and daily activities.
• 122 volunteers were trained, strengthening local capacity to support children through basic physiotherapy techniques.
## **Strengthening Families through Let’s Grow Training (WWN)**
Parents and guardians have been equipped through Let’s Grow training to improve food security and support the wellbeing of their families. Through practical training and ongoing support, families are increasingly able to grow their own food and provide better nutrition for their children.
## This year:
• 175 parents and guardians were trained in Let’s Grow, building their capacity to support their households.
- 59 home gardens were established, enabling families to produce their own food.
• 233 children benefited, with improved access to nutritious food and better overall health.
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## **2024/25 Income and Expenditure**
Each year, BCT endeavours to set a realistic income and expenditure budget, in line with its goals and objectives. BCT is prudent with its financial management and knows that it cannot achieve its goals and objectives in supporting projects, raising awareness and networking with churches and other agencies, without the generosity and loyal commitment of its supporters in their various forms: trusts and foundations, businesses, churches and individuals.
## **Income**
BCT's total income in 2024/25 was £142,636 a year-on-year increase of £7,943 (+5.8%). The increase was split as an increase of £17,964 in unrestricted income and a decrease of £10,021 in restricted income. Following last year's year-on-year increase in receipts of 1.4%, this year's larger increase was unexpected. This was due to a number of generous donations from supporters. Moreover, given the current level of inflation and the UK economic forecast for 2026 we have again taken a cautious view in budgeting for income in 2025/2026.
With regard to the primary sources of income in 2024/25, donations from Trusts and Foundations decreased from £49,935 to £46,463 (-7.0%) and donations from business decreased from £3,000 to £2,176 (-27.5%). Conversely, those from supporter increased from £70,636 to £81,526 (+15.4%) and those from churches increased from £10,959 to £12,347 (+12.7%).
An analysis of income by primary source and fund is given below:
**----- Start of picture text -----**
Trusts/ Trusts/ Churches Business Business Supporters Supporters Total
Churches
Foundations Foundations Unrestricted Restricted Unrestricted Restricted Unrestricted
Restricted
Restricted Unrestricted Total
£37,906 £8,557 £3,248 £9,099 £2,176 - £15,949 £65,577 £142,512
2024/25
2023/24 £44,012 £5,923 £1,763 £9,196 - £3,000 £23,525 £47,111 £134,530
**----- End of picture text -----**
## **Expenditure**
Total expenditure in 2024/25 was £135,139, a decrease of £9,577 (-6.6%) from 2023/24. Of that decrease, £14,487 came from unrestricted funds due to cost savings following the restructure during the year. Restricted spend increased by £4,910.
We take very careful consideration of our fund levels when making decisions on disbursements and spending on core costs. We continue our direct participation in, and giving financial support towards vital work for the ultimate benefit of some of the most marginalised children. Our biggest expenditure area continues to be the assisting and training of BCT’s partner projects and churches to meet the needs of children at risk in their communities. Spend on this in 2024/25 reached £64,288 i.e. 47.6% of the overall total, compared to 42.1% of the overall cost in 2023/24.
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||**Grants Payable**|**Other Direct**
**charitable activities**
**costs**|**Support and**
**Administration**|**Fundraising**|**Total**
**Expenditure**|
|---|---|---|---|---|---|
|**2024/25**|£64,288|£41,571|£15,478|£13,802|£135,139|
|**2023/24**|£60,855|£49,547|£18,598|£15,716|£144,716|
## **Looking Forwards**
I am sure you will agree that we have reason to be deeply grateful to God for His faithful provision of both people and finances throughout the past year. After reducing staffing costs, streamlining our processes, and consolidating our operations, we can look to the future with renewed hope and expectation.
As we move forward, we are prayerfully exploring new opportunities to maximise and expand the impact of our work.
In particular, we are excited by the potential to see our proven Transformation Resources for children at risk being used more widely, reaching even more churches, organisations, and communities across Africa, bringing greater positive change. Alongside this, we are investing in strengthening our staff and volunteer team - including recruiting an assistant for Dorcas, developing our funding capacity, and enhancing our digital presence so that our resources and message can reach further than ever before.
We are also encouraged by the continued development of our Board of Trustees. We recently welcomed Michelle Arthur to the Board, and her contribution is already making a positive difference. In the coming year, we hope to appoint two additional Trustees to broaden our skills, experience, and diversity as we continue to grow.
On behalf of all the Trustees - Hazel, Rose, Michelle, and myself - thank you for your faithful support. Every prayer, donation, fundraising effort, word of encouragement, and act of partnership is deeply valued and makes a real difference. We hope you will continue to journey with us as, together, we equip churches, organisations, and communities to bring lasting change to marginalised children in Africa.
## **Structure, Governance and Management**
## **Organisational Structure**
The Executive Director (ED) is responsible for the day-to-day running of BCT, and all staff and volunteers report to her. In collaboration with her team, the ED draws up BCT’s annual goals and objectives, taking into account the charity commission’s Public Benefit Requirement and BCT’s vision and mission, and annual budget. These are then passed to BCT’s trustees for discussion, revision and final approval. The ED makes recommendations to the trustees at their quarterly meetings, in respect of BCT’s policies, procedures, disbursement of monies to BCT’s project partners and selection of new project partners. The trustees are responsible for final decision-making in respect of
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the above. In all aspects of decisions related to BCT’s objectives and activities, they take into account the Charity Commission’s guidance on Public Benefit.
## **Appointment of BCT Trustees**
Potential candidates for BCT trusteeship are given a job description and are required to complete and submit an application form and two references. Suitable candidates are then invited for an initial interview. At least two BCT trustees, one of whom must be the BCT Chair, are present at this interview. A proposal is then made to the board of trustees to appoint the successful candidate. This appointment must be ratified at a meeting of the board of trustees, according to Article 14 of the Declaration of Trust. Successful candidates are given a full set of all BCT’s policies, procedures and foundational documents, as well as a copy of the governing Deed of Trust document. They are also given the minutes of the four previous meetings of the board of trustees, a copy of the Charity Commission’s guide, ‘The Essential Trustee: What You Need to Know’ and a copy of the ‘Charities and Public Benefit’ document. All trustees are required to read BCT’s Safeguarding Policy and sign a commitment to upholding it. All new trustees are required to spend an induction day, meeting all members of staff and discussing their roles, and are also required to enhance their knowledge and understanding of issues pertaining to children at risk through the reading materials provided to them, and by attending study days or conferences from time to time. Pertinent reports and best practice papers are forwarded to BCT trustees, so that they maintain an awareness of issues that may affect their decision-making.
## **Appraisal of BCT Trustees**
All trustees are required to fulfil a six-month probationary period followed by a review. Upon successful completion of the probationary period, the term of office is for three years, followed by an appraisal. Trustees can then stand for a further term of office if the appraisal is satisfactory. BCT trustees are also required to undergo an appraisal after 18 months in office. The reviews are facilitated by the Chair and one other trustee. The term of office for the Chair of Trustees is 3 years, with an appraisal at 18 months. None of BCT’s trustees receive remuneration or other benefits for their work with BCT.
## **Risk Management**
BCT recognises the need, as well as responsibility, to assess all of its activities against risk, in line with the Charity Commission’s ‘Statement of Recommended Practice 2005’ (SORP 2005). BCT’s Risk Management Policy demonstrates potential risks, the steps taken to mitigate or remove them, and BCT’s commitment to on-going monitoring and assessment. BCT has also drawn up a Business Continuity Plan as part of its Risk Management Policy. The greatest current risk is economic sustainability in light of the global economic climate, but BCT’s trustees confirm that they have reviewed BCT’s accounts on a monthly basis and put in place a strategy for on-going fundraising and increasing income for sustainability.
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## **Responsibilities of trustees under charity law**
The trustees are responsible for preparing the trustees’ annual report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). Charity law requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of the affairs of the charity as at the balance sheet date and of its incoming resources and application of resources, including income and expenditure, for the financial year. In preparing these financial statements, the trustees are required to:
1. Select suitable accounting policies and apply them consistently;
2. Observe the methods and principles in the Charities SORP;
3. Make judgements and estimates that are reasonable and prudent;
4. State whether the applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements; and
5. Prepare the financial statements on a going concern basis unless it is inappropriate to presume that the charity will continue in operation.
The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and enable them to ensure that the financial statements comply with the Charities Act 2011 and the Charity (Accounts and Reports) Regulations 2008. They are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.
## **Reserves Policy**
The trustees have determined that the charity aim to hold unrestricted cash/net current assets of no less than £13,915 (which equates to about 3 months’ of unrestricted expenditure) so that the charity could continue to operate should income and/or expenditure vary adversely. At the year end, the charity held unrestricted cash of £43,487 and the charity was complying with its reserves policy as at the balance sheet date.
## **Grant-making Policy**
(Based on Article 18 of the minutes of a meeting of the BCT trustees on 2nd March 2002).
BCT has a Grant Making Policy that outlines criteria for issuing grants to projects and or individuals, the procedure for
issuing grants and the review of grants. This policy is reviewed at set intervals, as are all BCT’s policies.
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**The report of the trustees was approved by the trustees** on and signed on their Jun 24, 2026 behalf by:
Gill Bradley Gill Bradley (Jun 24, 2026 09:49:04 GMT+1)
Gill Bradley BCT Chair of Trustees
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## **INDEPENDENT EXAMINER’S REPORT TO THE TRUSTEES OF THE BETHANY CHILDREN’S TRUST**
I report to the charity trustees on my examination of the accounts of the Charity for the year ended 31 December 2025 on pages 27 to 37 following, which have been prepared on the basis of the accounting policies set out on pages 29 to 31.
## **Responsibilities and basis of report**
As the charity’s trustees of the Trust you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 ('the Act').
I report in respect of my examination of the Charity’s accounts carried out under section 145 of the Act and in carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act.
## **Independent examiner’s statement**
I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe:
1. accounting records were not kept in respect of the Charity as required by section 130 of the Act; or
2. the accounts do not accord with those records; or
3. the accounts do not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a ‘true and fair' view which is not a matter considered as part of an independent examination.
I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.
## Nicola Harrison
Nicola Harrison (Jun 26, 2026 14:53:16 GMT+1)
Nicola Harrison CA
## **Stewardship**
1 Lamb’s Passage, LONDON, EC1Y 8AB t: 0208 502 5600 e: enquiries@stewardship.org.uk
w: www.stewardship.org.uk
> Date: Jun 26, 2026
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## THE BETHANY CHILDREN’S TRUST
## **The Bethany Children’s Trust**
## **Statement of Financial Activities**
## year ended 31 August 2025
|||**Unrestricted**|**Restricted**|**Total Funds**|**Total Funds**|
|---|---|---|---|---|---|
||**Note**|**Funds**|**Funds**|**2025**|**2024**|
|||**£**|**£**|**£**|**£**|
|**INCOME AND ENDOWMENTS**||||||
|**FROM**||||||
|Donations and legacies|3|83,232|59,280|142,512|134,530|
|Investments|3|24|0|24|163|
|Other income|3|100|0|100|0|
|||________________________|________________________|________________________|________________________|
|Total income and endowments||83,356|59,280|142,636|134,693|
|**EXPENDITURE ON**||||||
|Charitable activities|4|55,952|65,385|121,337|129,000|
|Raising funds|5|13,516|286|13,802|15,716|
|||________________________|________________________|________________________|________________________|
|Total expenditure||69,468|65,671|135,139|144,716|
|**Net income/(expenditure)**||13,888|(6,391)|7,497|(10,023)|
|||________________________|________________________|________________________|________________________|
|**Net movement in funds**||13,888|(6,391)|7,497|(10,023)|
|||________________________|________________________|________________________|________________________|
|**Reconciliation of funds:**||||||
|Total funds brought forward||44,175|45,994|90,168|100,191|
|||________________________|________________________|________________________|________________________|
|Total funds carried forward||58,063|39,603|97,666|90,168|
|||________________________|________________________|________________________|________________________|
Movements on reserves and all recognised gains and losses are shown above. The notes on pages 29 to 36 form part of these accounts.
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## **The Bethany Children’s Trust Balance Sheet**
## as at 31 August 2025
|**alance Sheet**
s at 31 August 2025||||||
|---|---|---|---|---|---|
|||**Unrestricted**|**Restricted**|**Total Funds**|**Total Funds**|
||**Note**|**Funds**|**Funds**|**2025**|**2024**|
|||**£**|**£**|**£**|**£**|
|**FIXED ASSETS**||||||
|Tangible assets|7|0|0|0|206|
|||________________________|________________________|________________________|________________________|
|||0|0|0|206|
|**Current Assets**||||||
|Debtors|8|16,751|0|16,751|8,995|
|Cash at bank|9|43,487|39,603|83,090|84,014|
|||________________________|________________________|________________________|________________________|
|||60,238|39,603|99,841|93,009|
|**Current Liabilities**||||||
|Liabilities falling due within one|10|2,175|0|2,175|3,046|
|year||||||
|||________________________|________________________|________________________|________________________|
|Net Current Assets||58,063|39,603|97,666|89,963|
|||________________________|________________________|________________________|________________________|
|**NET ASSETS**||58,063|39,603|97,666|90,169|
|||________________________|________________________|________________________|________________________|
|**FUND BALANCES**||||||
|Unrestricted funds|11|||||
|General funds||58,063|0|58,063|44,174|
|Restricted funds|11|0|39,603|39,603|45,994|
|||________________________|________________________|________________________|________________________|
|||58,063|39,603|97,666|90,169|
|||________________________|________________________|________________________|________________________|
Approved by the Trustees and signed on their behalf on by: Jun 24, 2026
Gill Bradley Gill Bradley (Jun 24, 2026 09:49:04 GMT+1)
## Gill Bradley, Chair
The notes on pages 29 to 36 form part of these accounts.
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## **The Bethany Children’s Trust**
## **Notes to the Accounts**
for the year ended 31 August 2025
## **1 Statutory Information**
The charity is registered with the Charity Commission in England & Wales. The charity’s registered number and principal address can be found on the Charity Information page of the trustees’ annual report.
## **2 Accounting Policies**
These financial statements are prepared on a going concern basis, under the historical cost convention.
These financial statements have been prepared in accordance with the “Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)” (“the Charities SORP”), with the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (“FRS 102”) and with the Charities Act 2011. The charity meets the definition of a public benefit entity as set out in FRS 102.
The Charities (Accounts and Reports) Regulations 2008 (the ‘2008 Regulations’) requires charities to prepare their accounts in accordance with ‘Accounting and Reporting by Charities: Statement of Recommended Practice effective from 1 April 2005’ but this accounting standard has since been withdrawn and has been replaced by the Charities SORP mentioned in the preceding paragraph. The charity has prepared these financial statements in accordance with the new Charities SORP; this departure from the 2008 Regulations is believed to be necessary for these financial statements to give a ‘true and fair view’.
The principles adopted in the preparation of the financial statements are set out below.
## **a) Going concern**
The trustees have assessed whether the use of the going concern basis is appropriate and have considered possible events or conditions that might cast significant doubt on the ability of the charity to continue as a going concern. The trustees have made this assessment for a period of at least one year from the date of approval of the financial statements. In particular the trustees have considered the charity’s forecasts and projections and the possible implications should projected income and / or expenditure vary unexpectedly. The trustees have concluded that there is a reasonable expectation that the charity has adequate resources to continue to operate for the foreseeable future. The charity therefore continues to adopt the going concern basis in preparing its financial statements.
## b) **Income**
Income including investment income is recognised in the period in which the charity becomes entitled to receipt, the amount receivable can be measured with reasonable certainty, and receipt is probable. For the most part, income is generally recognised when it is received. Income is only deferred when the charity has to fulfil conditions before becoming entitled to it or where the donor has specified that the income is to be expended in a future period.
## **Income from donations and legacies includes:**
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- i. Recoverable gift aid. This is recognised when the related donation is received. Gift aid that has not been recovered by the balance sheet date is included as a debtor.
- ii. The charity relies on volunteers to carry out many of its activities, particularly those involving connection with our project partners, connection with other organisations and individuals in the furtherance of our aims, and the writing and provision of training resources. However, in accordance with the SORP, the value of these services has not been included in these financial statements as they cannot be reliably measured.
- iii. Legacies. Income from legacies is recognised when a distribution is received from the estate or, if earlier, when the charity has been notified that a distribution will be made and the amount receivable can be reliably measured
## **c) Expenditure**
Expenditure, including irrecoverable VAT, is recognised when it is incurred or, if earlier, when a legal or constructive obligation for a payment arises provided that it is probable that settlement will be required and the amount of the obligation can be measured reliably. The charity makes grants to other institutions to further its charitable objectives. Grants payable are recognised as constructive obligations arise, which is generally when the charity expresses a commitment to the recipient that can be measured reliably and then only to the extent that any conditions associated with the grant are outside of the control of the charity. Governance costs, which are included in expenditure on charitable activities but are identified separately in the notes to the accounts, includes costs associated with the independent examination of the financial statements, compliance with constitutional and statutory requirements and any other expenditure incurred on the strategic management of the charity.
## d) **Fund accounting**
General funds are unrestricted funds which are available for use at the discretion of the trustees in furtherance of the general objectives of the charity. Designated funds comprise unrestricted funds that have been set aside by the trustees for particular purposes. Restricted funds are donations which are to be used in accordance with specific restrictions imposed by donors; they include donations received from appeals for specific activities or projects. Endowment funds are donations that are retained as capital in accordance with the donor’s wishes. The nature of the restriction determines whether the endowments represent permanent endowments or expendable endowments.
## e) **Tangible fixed assets**
Items purchased or donated for the charity’s own use are capitalised when the cost of purchased items, or the fair value of donated items, is more than £1000 and the item is expected to benefit the charity over more than one accounting period. Depreciation is charged on a straight line basis so as to write down the value of each asset to its estimated residual value (if any) over its expected useful economic life. To achieve this objective the following rates of depreciation are charged:
- Equipment Over 2 to 3 years
The carrying values of tangible fixed assets are reviewed for impairment in periods when events or changes in circumstances indicate that the carrying value may not be recoverable.
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## **f) Pension scheme arrangements**
The charity operates defined contribution pension schemes for its employees. Obligations for contributions to these schemes are recognised as an expense when the liability arises. The assets of these schemes are held separately from those of the charity in independently administered funds.
## **g) Taxation**
The charity has taken advantage of the various reliefs from taxation available to charities and no tax is payable on the charity’s income.
## **h) Financial instruments**
The charity’s financial assets and financial liabilities all qualify as basic financial instruments, as defined by FRS102. Except for loans, creditors and debtors are measured at their expected settlement value (normally the amount of cash that the charity expects to pay or receive). The charity recognises liabilities for the principal of those loans that remains outstanding at the year-end (i.e. the liabilities exclude any interest chargeable on the loans in future years).
## **i) Exemption from preparing a cash flow statement**
The charity has taken advantage of an exemption conferred by the Charities SORP and has not prepared a cash flow statement.
## **j) Critical accounting estimates and areas of judgement**
The trustees do not consider that there are any material sources of estimation or uncertainty at the balance sheet date that could result in a material adjustment to the carrying values of assets and liabilities in the next reporting period.
## **3 Voluntary Income**
||**Unrestricted**|**Restricted**|**Total Funds**|**Total Funds**|
|---|---|---|---|---|
||**Funds**|**Funds**|**2025**|**2024**|
||**£**|**£**|**£**|**£**|
|General donations and|78,373|56,354|134,727|127,855|
|legacies|||||
|Tax Recoverable|4,859|2,926|7,785|6,675|
||________________________|________________________|________________________|________________________|
|Other income|||||
|Miscellaneous|100|0|100|0|
|Bank Interest|24|0|24|163|
||________________________|________________________|________________________|________________________|
|Total Incoming Resources|83,356|59,280|142,636|134,693|
||________________________|________________________|________________________|________________________|
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## **4 Charitable activity**
|**4 Charitable activity**|||||
|---|---|---|---|---|
|||**Unrestricted**|**Restricted**
**Total Funds**|**Total Funds**|
|||**Funds**|**Funds**
**2025**|**2024**|
|**a Direct Charitable Activities**||**£**|**£**
**£**|**£**|
|Grants Payable|Note 4c|0|64,288
64,288|60,855|
|Salaries and pension costs||36,381|720
37,101|41,568|
|Office Expenses||3,573|0
3,573|3,692|
|Other Charitable Costs||806|92
898|4,287|
|||________________________|________________________
________________________|________________________|
|||40,760|65,100
105,859|110,402|
|||________________________|________________________
________________________|________________________|
|**b Support & Administration**||**£**|**£**
**£**|**£**|
|Governance costs||1,444|0
1,444|2,445|
|Office expenses||3,573|0
3,573|3,692|
|Other sundry support costs||192|46
238|669|
|Salaries and pension costs||12,159|240
12,399|13,856|
|Depreciation||206|0
206|392|
|||________________________|________________________
________________________|________________________|
|||15,192|286
15,478|18,598|
|||________________________|________________________
________________________|________________________|
|**Combined charitable activity**||55,952|65,385
121,337|129,000|
|**cost**||________________________|________________________
________________________|________________________|
|The fee payable to the independent examiner for examining the accounts was £1,980||||(2024:|
|£1,980); in addition the charity|paid £615|(2024: £712) to Stewardship for payroll bureau services.|||
|||**Institutions**|**2025**
**2024**||
|**c Grants**||**£**|**£**
**£**||
|**Analysis by receiving project/appeal**|||||
|APRECOM||9,578|9,578
8,852||
|Transformation Resources||2,196|2,196
1,727||
|Stop Child Witch Accusation||18,958|18,958
17,194||
|Wukwashi||21,640|21,640
15,958||
|LVLE||11,915|11,915
12,538||
|Food Security||0|0
4,586||
|||________________________|________________________
________________________||
|||64,288|64,288
60,855||
|||________________________|________________________
________________________||
|**Analysis by key purpose**|||||
|Awareness raising||1,899|1,899
2,053||
|Training||12,146|12,146
18,735||
|Medical||7,644|7,644
5,911||
|Food & sanitisation resources||2,545|2,545
6,764||
|Transport||155|155
152||
|Parent/Family support||3,420|3,420
1,754||
|Child/Young person support &||12,845|12,845
8,799||
|empowerment|||||
|Enterprise||936|936
372||
|Administration||22,698|22,698
16,316||
|||________________________|________________________
________________________||
|||64,288|64,288
60,855||
|||________________________|________________________
________________________||
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## **5 Fundraising Costs**
|**5 Fundraising Costs**|||||
|---|---|---|---|---|
||**Unrestricted**|**Restricted**|**Total Funds**|**Total Funds**|
||**Funds**|**Funds**|**2025**|**2024**|
||**£**|**£**|**£**|**£**|
|Salaries and pension costs|12,127|240|12,367|13,856|
|Other fundraising costs|1,389|46|1,435|1,860|
||________________________|________________________|________________________|________________________|
||13,516|286|13,802|15,716|
||________________________|________________________|________________________|________________________|
|**6 Staff & Trustees**|||||
|**Staff & Trustees**|||
|---|---|---|
||**Total Funds**|**Total Funds**|
||**2025**|**2024**|
||**£**|**£**|
|Gross Wages|47,245|66,571|
|Employer’s national insurance costs|3,609|4,809|
|Employer’s allowance|(3,577)|(4,809)|
|Employer’s pension contributions|1,336|1,997|
|Redundancy costs|11,438|0|
||________________________|________________________|
||60,051|68,568|
||________________________|________________________|
During the year the charity had 1.5 full time equivalent employed staff (2024: 2.5). No staff received salaries at a rate of more than £60,000 per annum (2024: none).
Remuneration payable to key management (excluding trustees) amounted to £39,497 in the year (2024: £44,758). Currently, key management is considered to comprise the Chief Executive Officer, Executive Director and the Finance Manager.
No remuneration was paid to any trustee during the year. No trustee received reimbursement for expenses incurred on BCT's behalf (2024: Nil).
The total amount of donations funded by trustees [and connected parties] and key management was £968 (2024: £2,915).
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## **7 Fixed Assets**
|**7 Fixed Assets**|||||
|---|---|---|---|---|
||**Computer &**|**Total 2025**|||
|Cost|**Software**||||
||**£**|**£**|||
|At 1st September 2024|5,593|5,593|||
|Additions|0|0|||
|Disposals|0|0|||
||________________________|________________________|||
|At 31st August 2025|5,593|5,593|||
||________________________|________________________|||
|Accumulated Depreciation|||||
|At 1st September 2024|5,387|5,387|||
|Charge for the year|206|206|||
|Disposals|0|0|||
||________________________|________________________|||
|At 31st August 2025|5,593|5,593|||
||________________________|________________________|||
|Net book value|||||
|At 1st August 2025|0|0|||
||________________________|________________________|||
|At 31st August 2024|206|206|||
||________________________|________________________|||
|**8 Debtors and Prepayments**|||||
||||**2025**|**2024**|
||||**£**|**£**|
|Income tax receivable|||9,288|8,474|
|Sundry Debtors|||0|7|
|Accrued Revenue|||5,632|0|
|Prepayments|||1,831|515|
||||________________________|________________________|
||||16,751|8,995|
||||________________________|________________________|
|**9 Cash at Bank and in Hand**|||||
||||**£**|**£**|
|Co-operative Bank|||66,023|67,237|
|NatWest Bank|||17,067|16,671|
|Petty cash|||0|106|
||||________________________|________________________|
||||83,090|84,014|
||||________________________|________________________|
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## **10 Creditors: liabilities falling due within one year**
|**0 Creditors: liabilities falling due within one year**|||
|---|---|---|
||**£**|**£**|
|Trade creditors|190|557|
|Accruals|1,950|2,489|
|Payroll Liabilities|35|0|
||________________________|________________________|
||2,175|3,046|
||________________________|________________________|
## **11 Funds**
**a** The restricted funds represent amounts received for specific purposes and the movements in the year are as follows:
||**Opening**|**Incoming**|**Outgoing**|**Closing**|
|---|---|---|---|---|
||**balance**|**resources**|**resources**|**Balance**|
||**£**|**£**|**£**|**£**|
|Administration|880|0|(184)|697|
|APRECOM|10,000|5,483|(9,578)|5,905|
|LVLE|8,972|10,292|(11,915)|7,349|
|Stop Child Witch Accusation|4,105|19,879|(18,958)|5,025|
|Transformation Resources|6,694|0|(2,196)|4,498|
|Wukwashi (Zambia)|14,157|19,626|(21,640)|12,143|
|Food Security|1,186|0|0|1,186|
|Grants/Bids Writer|0|4,000|(1,200)|2,800|
||________________________|________________________|________________________|________________________|
||45,994|59,279|(65,671)|39,603|
________________________ ________________________ ________________________ ________________________
With the exception of Administration, the movement on each of the above funds reflects donations received and disbursements and expenditures made in the financial year in respect of activities carried out by the named project or in accordance with the named appeal or campaign. Funds unused at the end of the year are carried forward. A description of the purpose of the other funds and the nature of the restriction can be found in the Trustees Annual Report.
The Administration fund is solely in respect of donations received for non-project-related and nonappeal or campaign-related purposes. £880 of the Administration fund's opening balance are unused funds carried forward from previous years and are specifically restricted to cover the cost of BCT staff team social activities as and when incurred. £184 was incurred this year on travel costs for a handover with a new staff member. The closing balance is again carried forward.
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For comparison, movements in restricted funds in the year to 31st August 2024 are reproduced below:
||**Opening**|**Incoming**|**Outgoing**|**Closing**|
|---|---|---|---|---|
||**balance**|**resources**|**resources**|**Balance**|
||**£**|**£**|**£**|**£**|
|Administration|987|200|(306)|880|
|APRECOM|6,707|11,945|(8,652)|10,000|
|LVLE|5,954|15,356|(12,338)|8,972|
|Stop Child Witch Accusation|7,400|13,899|(17,194)|4,105|
|Transformation Resources|5,264|3,158|(1,727)|6,694|
|Wukwashi (Zambia)|9,471|20,644|(15,958)|14,157|
|Food Security|1,673|4,099|(4,586)|1,186|
||________________________|________________________|________________________|________________________|
||37,455|69,301|(60,761)|45,994|
||________________________|________________________|________________________|________________________|
|The assets and liabilities represented by the various funds are as follows:|||||
||**Fixed**|**Bank &**|**Other net**|**Total**|
||**assets**|**cash**|**assets**||
|||**balances**|||
||**£**|**£**|**£**|**£**|
|Restricted funds|0|39,603|0|39,603|
|Unrestricted funds|0|43,487|14,576|58,063|
||________________________|________________________|________________________|________________________|
||0|83,090|14,576|97,666|
||________________________|________________________|________________________|________________________|
**b** The assets and liabilities represented by the various funds are as follows:
For comparison, the assets and liabilities represented by the various funds as at 31st August 2024 are reproduced below:
||**Fixed**|**Bank &**|**Other net**|**Total**|
|---|---|---|---|---|
||**assets**|**cash**|**assets**||
|||**balances**|||
||**£**|**£**|**£**|**£**|
|Restricted funds|0|45,994|0|45,994|
|Unrestricted funds|206|38,019|5,949|44,174|
||________________________|________________________|________________________|________________________|
||206|84,014|5,949|90,169|
||________________________|________________________|________________________|________________________|
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## **The Bethany Children’s Trust Detailed Statement of Financial Activities**
## year ended 31 August 2025
|||**Unrestricted Funds**|**Unrestricted Funds**|**Restricted Funds**|**Restricted Funds**|**Total**|**Funds**|
|---|---|---|---|---|---|---|---|
|||**2025**|**2024**|**2025**|**2024**|**2025**|**2024**|
||**Note**|**£**|**£**|**£**|**£**|**£**|**£**|
|**INCOME AND**||||||||
|**ENDOWMENTS FROM**||||||||
|Donations and legacies|3|83,232|65,230|59,279|69,300|142,512|134,530|
|Investments|3|24|163|0|0|24|163|
|Other income|3|100|0|0|0|100|0|
|||________________________|________________________|________________________|________________________|________________________|________________________|
|Total income and||83,357|65,393|59,279|69,300|142,636|134,693|
|endowments||||||||
|**EXPENDITURE ON**||||||||
|Charitable activities|4|55,952|68,303|65,385|60,097|121,337|129,000|
|Raising funds|5|13,516|15,652|286|64|13,802|15,716|
|||________________________|________________________|________________________|________________________|________________________|________________________|
|Total expenditure||69,468|83,955|65,671|60,761|135,139|144,716|
|**Net**||13,889|(18,562)|(6,392)|8,539|7,497|(10,023)|
|**income/(expenditure)**||||||||
|||________________________|________________________|________________________|________________________|________________________|________________________|
|**Net movement in funds**||13,889|(18,562)|(6,392)|8,539|7,497|(10,023)|
|||________________________|________________________|________________________|________________________|________________________|________________________|
|**Reconciliation of funds:**||||||||
|Total funds brought||44,175|62,736|45,994|37,455|90,168|100,191|
|forward||||||||
|||________________________|________________________|________________________|________________________|________________________|________________________|
|Total funds carried||58,064|44,175|39,602|45,994|97,666|90,168|
|forward||||||||
|||________________________|________________________|________________________|________________________|________________________|________________________|
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