Community Health & Sustainable Environment
C H A S E A F R I C A **Impact Report 2022**
## **Welcome to the CHASE Africa 2022 Impact Report**
**Welcome from Chair of Trustees .............................................................................4 Welcome from CHASE Africa’s CEO .........................................................................5 Our strategy - building healthy communities .........................................................6 Highlights from our local partners ..........................................................................8 Spotlight on our adolescents and youth projects .................................................12 A united voice to bring about change....................................................................14 Integrating health and environment activities in community programmes .........16 Partnering with conservation organisations to improve healthcare in remote rural communities ..............................................................18 Showcasing Chase Africa’s Partner Network ........................................................20 Looking forward to 2023 .......................................................................................22 Annual Report & Financial Statements..................................................................24 Thank you ...............................................................................................................43**
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Through training provided by our local partner, Dandelion Africa, Venzetina was inspired
to set up her own business running a shop in her village to support her family.
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## **WELCOME FROM CHAIR OF TRUSTEES**
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Toby Aykroyd
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I n many ways this last year has seen CHASE Africa come of age. Since our establishment in 2012 we have grown from a standing start to an annual income of over £670,000 in support of thriving partnerships with 13 organisations in Kenya and Uganda.
Over this time, in collaboration with the respective Ministries of Health, we have brought rights-based medical and family planning services to hundreds of local communities, generally in remote rural locations where access to services is very limited – helping to address healthcare, poverty mitigation, empowerment and environmental issues.
During 2022 the basis was laid for CHASE Africa’s next phase of development. Henry Pomeroy, who as Director has been responsible, alongside Robin Witt, for so much of our achievement to date, retired and handed over to Harriet Gordon-Brown. We are delighted to welcome Harriet as CEO, following a highly competitive recruitment process where her attributes and outstanding previous performance with CHASE Africa proved ideal for the role. Harriet in turn is supported by a very able team, further strengthened by the appointment of new managers for fundraising and programme support. CHASE Africa has adopted the status of a Foundation CIO (Charitable Incorporated Organisation) from 1st January 2023.
We also completed a full review of all our Monitoring, Evaluation and Learning systems, so we will be better able to demonstrate the impact of our work and learn how to further improve our programmes. These changes will enable delivery of CHASE Africa’s future strategy (an update on this is provided on pages 6-7), with our strong Partner Network offering an array of good practice models, as we seek to expand our impact.
Our plans are underpinned by a strong financial base, with well diversified income sources. In the short run the personnel changes have increased expenditure, but they have placed us on a sound footing for further growth and 2023 has already enjoyed a strong funding start.
It has been a privilege supporting CHASE Africa as Chair since its inception, and I would like to pay tribute to our exceptionally hard working and effective personnel and trustees – and of course to our loyal, generous and inspiring donors without whom our achievements would not have been possible.
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## **WELCOME FROM CHASE AFRICA’S CEO**
## **Harriet Gordon-Brown**
In 2022, our local partners’ programmes delivered over 100,000 family planning and other Sexual and Reproductive Health services (including HIV testing and counselling; antenatal and post-natal care; breast, cervical and prostate cancer testing) and 130,995 other basic health services.
Two of the major pilot projects we started in 2021 were scaled-up to become ongoing; seven of our local partners are now running additional activities to specifically reach adolescents and youth to address the connected challenges of teenage pregnancy, early marriage and school drop-out; other local partners integrated a range of environmental and health activities at community level, and we started scoping new partners in Tanzania.
I was honoured to be appointed CEO, following Henry Pomeroy’s retirement in June 2022. Here are a few highlights of the year and some key impressions from my first six months as CEO.
In March 2022, we held the CHASE Africa Partner Conference at the Brackenhurst Conference Centre, Limuru, Kenya. This conference is a forum for sharing of best practice and experience, and an opportunity for professional development. It was a fantastic few days that was rich in learning and collaboration. I was struck by the energy, commitment, knowledge and experience of CHASE Africa’s local partners. The atmosphere was supportive and everyone present had a voice and an opportunity to share their ideas.
an extremely fond farewell to Henry Pomeroy. The sincere and heartfelt thanks that were expressed by those present was a testament to the high regard felt for Henry, alongside an appreciation and respect for his personal enthusiasm and kindness. It also demonstrated the value that CHASE Africa’s local partners hold towards CHASE Africa and the transformational impact it has had on local partner organisations and staff alike.
Over the past 15 months I have been to visit all of CHASE Africa’s local partners and the projects we are supporting. The geographical areas of operation vary; the scale of the organisations range from small community-based organisations to established conservation organisations, and the length of partnership with CHASE Africa ranges from one year to 10 years.
What they have in common is an extraordinary commitment to improve the lives of the communities they are supporting – particularly to improve the health and opportunities for women and children. The innovative, locally-nuanced, constantly-adapting ways of reaching rural communities with information about their sexual and reproductive health and rights; alongside the outreach of health services through Backpack Nurses and outreach clinics is addressing the unmet need, preventing rural communities from being left behind and enabling women and girls to make choices to fulfil their potential.
I hope this report will give a glimpse of some of the work we have supported in the last year and our plans for the future.
It was a wonderful forum for all the local partners to bid
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## **Our Strategy - building healthy communities**
Our **vision** is healthy, empowered communities living sustainably in their natural environment.
Our **mission** is to support partner organisations, in Africa, that enable access to healthcare, family planning and rights, while protecting the environment and building resilience to climate change.
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1 2 3
IMPROVE ACCESS TO HEALTH, EMBED HEALTH, SRHR AND FAMIILY SHOWCASE IMPACT
ADDRESS SRHR AND THE UNMET PLANNING INTO BROADER
AND ADVOCATE FOR SRHR
NEED FOR FAMILY PLANNING PROGRAMMING
• Scale highly effective programmes • Scale work with conservation partners • Build evidence base for
• Identify further innovative partners • Mainstream health, SRHR and family CHASE Africa approach
• Take model to new regions and planning into other conservation • Share learning across partners
countries programmes and sectors
• Pilot integrated approach in other
programme areas
CHASE AFRICA PARTNER NETWORK
Growing Partner Network and a platform for shared learning and experience
STRENGTHENING CHASE AFRICA’S ORGANISATIONAL DEVELOPMENT AND INCREASING INCOME
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**1. Improve access to healthcare, address Sexual and Reproductive Health and Rights (SRHR) and the unmet need for family planning**
- **We will expand to new geographical areas, including starting work in a new country, Tanzania.**
**2. Embed Sexual Reproductive Health and Rights into broader programming**
Over the next three years, we will strengthen and grow our portfolio of partners who run community health programmes focussing on reproductive, maternal, neonatal, child and adolescent health addressing last mile delivery in remote rural areas, improving SRHR and tackling the unmet need for family planning.
- CHASE Africa has developed particular expertise in integrating community health programmes with a range of environmentally focussed activities, with considerable cross-cutting benefits.
- **We will scale work with our current conservation partners, where our integrated approach is already proving compelling.**
- **We will scale our impact by growing the most effective programmes of existing partners. In parallel we will incorporate more formalised training and health system strengthening into all programmes.**
- **We will mainstream health and SRHR into wider conservation programmes, based on showcasing our success working across sectors and by developing toolkits, guidelines and training resources.**
- **We will seek out new partner organisations that are innovating and testing complementary approaches in support of social and behavioural change. We will pilot programmes that have the capacity to be replicated, since delivery at scale will be required to provide sustainable health services in rural areas.**
- **We will pilot integrated approaches in other programme areas. Building on our success with conservation organisations, we will demonstrate how other sectors that have strong links with**
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RCRA Uganda runs an outreach clinic in the Rwenzori foothills, Uganda
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**rural communities, alongside existing networks and infrastructure, can also provide health information and choice and facilitate improved service outreach and access. This will include partnering with organisations whose primary focus lies elsewhere (for example water, farming, micro-finance, education or enterprise development).**
**3. Showcase impact and advocate for Sexual and Reproductive Health and Rights**
In addition to direct partner support, CHASE Africa aims to build and disseminate evidence of the impact of its approaches and models, to share its learning and experience more widely across its own partner network and more widely with other implementing organisations, funders and policy makers.
- **We will build the evidence base for our approach through our monitoring, evaluation and learning systems, and will invite academic partners to scrutinise our programmes and assist in articulating and quantifying impact.**
- **We will continue to present our work through publications and at conferences and events in order to share learning across partners and sectors and drive forward the agenda of empowering women and tackling gender inequality.**
- **We will share the benefits of taking innovative holistic approaches, where health and SRHR activities are integrated into other programmes that reach rural communities and advocate for solutions that are a win-win for both human and environmental health at**
## **a time when the climate emergency dictates urgent action.**
The CHASE Africa Partner Network has become a powerful and valuable forum for sharing best practice and experience. We will continue to strengthen this network, not only to share learning but also as a forum for training and platform for local, regional and national advocacy.
## **CHASE AFRICA’S**
## **ORGANISATIONAL DEVELOPMENT**
- **We will diversify and increase income streams to over £1.25 million by the end of 2025. Tight controls and our cost-effective approach will ensure we continue to spend a high proportion of income on charitable activities.**
- **We will continue to review and strengthen our operational processes and governance structures, to ensure we have the necessary procedures, experience and skills in place to support the next phase of growth. One goal is to ensure that the communities served are represented at all levels of the organisation.**
- **CHASE Africa continues to explore whether an office in East Africa would be of benefit. While a fundraising function will remain in the UK, moving the decisionmaking to East Africa is a longer-term goal. CHASE Africa will remain open to collaboration with other charities that have overlapping aims and values.**
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## **Highlights from our local partners**
Thanks to your generous donations, these are some of the ways CHASE Africa supported our partners to grow during 2022
## **1 Big Life Foundation**
Launched Child Rights Clubs in 20 schools and trained 70 Youth Peer Mentors.
- **2 South Rift Association of Land Owners (SORALO)**
New three-year Community Health Project launched with established conservation organisation in Kenya’s South Rift Valley.
- **3 Mount Kenya Trust**
Launched a new project in schools providing vital information on health and rights to students in schools in Meru County.
## **4 The Maa Trust**
The trailblazing Adolescent Sexual Health Project trained 50 Youth Peer Mentors to provide services at the newly constructed Talek Youth Friendly Centre.
## **5 Kalyet Afya Foundation (KAF)**
Started a youth programme in local schools and continued well-attended outreach clinics.
## **6 Dandelion Africa**
Having proudly supported Dandelion Africa for eight years, we were delighted that the Founder, Wendo Aszed, won prestigious Bill Gates’ ‘Hero in the Field’ award.
## **7 Community Health Volunteers (CHV)**
The project continued to reach thousands of people with information and health services through doorto-door visits and large scale outreach clinics in Kakamega County.
## **8 Rwenzori Centre for Research and Advocacy (RCRA) Uganda**
Opened an Adolescents Centre in Rugendabara, offering youth friendly health services, sports facilities, and desktop computers.
- **9 Rural Initiative for Community Empowerment-West Nile (RICE-WN)**
Thousands were reached with healthcare services and information in West-Nile Fishing Communities through dialogues, mobile day clinics, door-to-door visits and radio talk shows.
## **10 Save the Elephants**
Launched a community health project which encourages children and youth to understand the mutual benefit of human and wildlife health.
## **11[ Communities Health Africa Trust (CHAT)]**
Focussed on providing an inclusive service ensuring that it reached all members of society regardless of age, gender, or physical disabilities.
## **12 Wildlife Works**
Successfully completed a pilot project which introduced Sexual and Reproductive Health and Rights into the world’s leading REDD+ carbon exchange programme.
## **Milgis Trust**
Newly employed Community Health Liaison attended CHASE Africa’s Partner Conference to enhance their learning and network with like-minded organisations.
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**Dandelion Africa speaks to children in and out of school**
## **CHASE Africa’s local partners drive efforts to reach adolescents and youth**
Many of CHASE Africa’s local partners have been growing and expanding their Adolescent Sexual and Reproductive Health and Rights (ASRHR) programmes throughout 2022. The programmes build on the great success of The Maa Trust’s newly established Talek Youth Centre, and their ASRHR Programme in the Maasai Mara, and Dandelion Africa’s ‘Girls for Leaders, Boys for Change’ Programme.
## **Challenges facing young women**
In Kenya and Uganda adolescents and youth face violations of their Sexual and Reproductive Health and Rights (SRHR). Discussing Sexual and Reproductive Health is often seen as a taboo topic between generations, so parents are also unlikely to pass information onto their children. Sex education does not form part of the school curriculum, so many young people do not learn about consent, autonomy, relationships, family planning, sexuality, gender equality, patriarchal gender stereotypes or harmful social norms whilst growing up.
Reaching adolescents and youth with this knowledge, and including parents, teachers and the wider community, is key to preventing sexually transmitted infections, sexual and gender-based violence, harmful cultural
practices such as Female Genital Mutilation (FGM), child marriage and unplanned pregnancies.
Despite some progress in Kenya and Uganda to address these issues, the figures are still alarming.
According to the World Health Organisation, the leading causes of death for 15-19 year old girls globally are complications from pregnancy and childbirth, and deaths caused by HIV among adolescents are rising.
UNAIDS reports that women and girls accounted for a staggering 63% of all new HIV infections in sub-Saharan Africa in 2021. The Kenya Demographic and Health Survey (KDHS 2014) indicated that over 40 percent of women have experienced physical or sexual intimate partner violence in their lifetime.
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- **In Kenya, one in every five adolescents aged 15-19 are already mothers or pregnant with their first child (KDHS 2014). Almost two-thirds (63%) of pregnancies among adolescents in Kenya are unintended.[1]**
- **Similarly in Uganda, approximately half of all pregnancies among women aged 15–19 in Uganda are unintended, totalling an estimated 214,000 unintended pregnancies each year. The overwhelming majority (88%) of these pregnancies occur among adolescents with an unmet need for modern contraception.[2]**
These factors combine to impact on adolescent girls and often lead to school drop-out and missed educational and other opportunities.
## **How we raise awareness of young people’s rights**
The issues are complex and a variety of approaches are needed to tackle them. CHASE Africa’s local partners have developed different methods to suit their context, but most have two streams: one being school based, and the other is community based reaching young people out of school.
Thanks to your support, seven of our partners launched ‘child rights clubs’ in 2022. These clubs are run in schools and bring students together in groups split by age and gender to discuss relevant issues and watch educational videos. Here the adolescents are taught about puberty, menstrual hygiene, child rights, and SRHR. The information is age and gender appropriate and run by trained teachers, counsellors and Youth Peer Mentors to suit the needs of the groups.
In 2022, 215 trained and engaged local Youth Peer Mentors reached ‘outof-school’ youth by talking to the young people in their homes, at pool table dens, motorbike taxi parking bays, bars, salons, and rivers. The Youth Peer Mentors adapt the messaging to suit the needs of the groups and focus on equipping the young people to make informed decisions about consent, sex, and contraception.
- **“ The statistics are appalling and the awful thing is they are getting worse. Behind each number is a girl who has not been able to determine her own future. Young girls are facing unprecedented levels of sexual and gender-based violence, getting pregnant and married earlier, contracting HIV, leaving education, and facing pregnancy and childbirth related complications that will affect them and their families for life.**
**CHASE Africa’s programmes understand the multi-faceted barriers and complexities in enabling girls to realise their Sexual and Reproductive Health and Rights. By working with the men, women and youth in the communities as well as the Ministries of Health and Education, girls in our projects are using their voice, can realise their potential and have their individual choices respected. ”**
## **Georgia Burford**
Programmes & Partnership Manager at CHASE Africa
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Simon Kipila from The Maa Trust leads an ASRHR Meeting with youth from Nkoilale village
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1. https://www.guttmacher.org/fact-sheet/adding-it-up-contraception-mnh-adolescents-kenya
2. In Uganda, Sexual and Reproductive Health Services and Information Fall Short for Adolescents, March 2019 https://www.guttmacher.org/news-release/2019/uganda-sexual-and-reproductive-health-services-and-information-fall-short
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## **Spotlight on our adolescents and youth projects**
## **UPDATE ON THE TALEK YOUTH FRIENDLY CENTRE’S EFFORTS TO REACH ADOLESCENTS AND YOUTH**
T hroughout 2022 the Talek Youth Friendly Centre has been a hub of activity. From running regular counselling sessions, to providing a space for young mothers to receive antenatal and postnatal care. Youth in the region also come for training and career guidance that provides them with skills and opportunities to diversify their sources of income.
In 2022, The Maa Trust staff and 12 Youth Peer Mentors based at the centre held talks in schools, ran village-based workshops and focus group discussions, reaching a total of 576 adolescents and youths, and regularly mentored 92 young people.
The team raise awareness on Sexual and Reproductive Health and Rights (SRHR) topics, including family planning, sexually transmitted diseases, teenage pregnancy and early marriage, menstrual health and hygiene, and gender-based violence including Female Genital Mutilation (FGM).
In April, The Maa Trust ran the first ‘Alternative Rite of Passage’ ceremony in the Maasai Mara in Kenya to show that a girl’s coming of age could be marked in a different way to the harmful practice of FGM.
## **14-year-old Pesi tells us about changing his mind on FGM following a workshop,**
**“Before the training, I did not understand why girls were against FGM. I thought because boys also undergo circumcision it is the same as FGM. Now I understand unlike circumcision, FGM is dangerous to the health of women and girls. I wanted to only marry a circumcised woman when I grow up but now I have changed my mind.”**
## **Dominic, a Youth Peer Mentor at the centre says,**
**“Many teenagers and adolescents have been approaching me for advice on various things from education to SRHR. I am grateful that The Maa Trust trained me to be able to help my community by spreading the right information. I have also been invited by other organisations to participate in youth talks on SRHR.’’**
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## **BIG LIFE FOUNDATION LAUNCHES PROJECT TO REACH STUDENTS**
At the end of 2021, our local partner Big Life Foundation, ran a pilot project to teach students about SRHR. In 2022, thanks to your support, this programme was scaled up to 20 schools. A further 20 schools in the area are being reached by another funder who wanted to scale-up CHASE Africa’s model to reach adolescents and youth in the area.
Big Life Foundation’s Youth Peer Mentors, who received refresher training in 2022, each support ten young people both in school and at home.
The project team discusses Adolescent Sexual and Reproductive Health and Rights (ASRHR) during community dialogues to encourage the support of parents and elders, so everyone is aware of adolescents’ rights and the challenges and risks they face. Big Life Foundation also made sure all nurses were given information on how to provide youth-friendly services.
A child rights club run by Big Life Foundation
The team reports that more children are becoming champions in matters of children’s rights and have been reporting cases where these rights have been violated.
**Josephine, aged 19, is a pastor’s daughter and attended a community dialogue. She tells us,**
**“ I am glad today the youth from my community are learning this information from a reliable source. We have so many barriers to access to information and we end losing our way and our focus. This information too will be of help to my fellow youth in my church as many of them are sexually active and have become victims of teenage pregnancy and so drop out of school. Only a few of us from this village have achieved university level education. I am thankful to Big Life Foundation for educating us on SRHR. We have heard what no one has ever told us!”**
## **MOUNT KENYA TRUST ADDRESSES RISE IN TEENAGE PREGNANCIES**
Mount Kenya Trust, with support from CHASE Africa and Ernest Kleinwort Charitable Trust, launched their first Adolescent Sexual and Reproductive Health and Rights project in 2022, to tackle the rising numbers of teenage pregnancies, HIV transmissions and shocking cases of adolescent sexual and gender based violence in Meru County.
To improve young people’s levels of knowledge of SRHR, counsellors and clinicians were trained to provide monthly information sessions at 10 schools. They also ran counselling sessions with pregnant mothers to support them in pregnancy, motherhood and enable their return to education. Two Youth Peer Mentors and two teachers were trained from each school to provide regular information to their fellow students.
**“ The Ernest Kleinwort Charitable Trust has supported Chase Africa for nearly 10 years. Their experience and understanding of the challenges facing women and families in Africa, alongside the need to secure vital landscapes, is second to none. Trustees value their small, lean and highly effective structure which squeezes value out of even modest funds. Working with the Mount Kenya Trust they have been able to support community health volunteers to provide sexual and reproductive health education and services to reach more adolescents.”**
**Mount Kenya Trust runs an information session in a local school**
## **Ernest Kleinwort Charitable Trust**
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**A men’s dialogue run by the Maa Trust**
## **A united voice to bring about change**
I n order to promote gender equality and the rights of women and youth, it is important to engage the decision makers and elders in the community. Thanks to your generous support, many of our local partners give talks and hold dialogues with the wider community, including Faith Leaders, elders, men, parents and teachers.
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Joel Lekeni
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Together a community can tackle the cultural acceptance of some of the practices that prevent women and youth from being able to realise their Sexual and Reproductive Health and Rights (SRHR) and which can lead to sexual and gender-based violence, early marriage, HIV infections and unplanned pregnancies, including amongst adolescents aged 10-14.
Joel Lekeni, Community Health Project Officer at Big Life Foundation, helped to organise 118 community dialogues in 2022.
Joel tells us **, “Faith leaders are very respected and influential people in society. So when they accept family planning and other sexual reproductive health issues, the rest of the congregate will be positively influenced.**
**Our men’s dialogues play a significant role, as we have been able to address misconceptions about family planning which have been leading men to forbid their wives from using modern contraception.**
**We incorporate other issues into our discussions, such as the importance of educating children, and being able to afford to do so. We also talk about women’s health and the importance of spacing children. Due to the current economic hardships facing our communities, we advise giving women the opportunity to find time to work so they can help support their families.”**
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Isaac is a well-respected pastor, businessman, community leader and advocate of SRHR and family planning. Although he comes from a large polygamous family, Isaac chose to have one wife and he has six children.
**“Family planning is important so you can keep your family healthy and satisfy them with good health, education and support them financially. I enjoy working with Big Life Foundation as they are educating family members in the importance of a healthy and educated family.”**
60-year-old Mzee Naeku*, a livestock keeper who shares ten children with his two wives, explains how the Maa Trust, who ran 26 community dialogues in 2022, changed his perception of family planning.
**“Traditionally sexual reproductive health topics, particularly family planning, could not be discussed amongst the Maasai community, especially among men. I never advocated for any of my wives to use any family planning method as I was afraid of the side effects.**
**That was until The Maa Trust held an outreach clinic in our village and I got to learn and get a lot of information. I had the opportunity to learn about general health as well as the different methods of family planning and their pros and cons. I do not want to have any more children as the cost of living is so high, and I would like to provide quality education for all my children. When I returned home I discussed it with my wives and they both opted to have three-year implants.**
**I am happy I got informed and helped my family make a decision. I have been talking to some of my male friends and sharing my experience. We hope that we will grow our business and continue to support our family.”**
Through outreach clinics, many local partners also reach people who have challenges accessing health facilities: the elderly, the frail, the sick and those living with physical disabilities, therefore proudly providing a more integrated service.
*This name has been changed to protect his identity.
## **Up to 1.5 million Maa speaking people hear messages about family planning on the radio**
**In 2022 we translated our learning and experience into a series of radio broadcasts. We shared messages about family planning on Nosim and Sidai FM radio stations in Kenya reaching up to 1.5 million Maa speaking people in Kenya and Tanzania. The programmes reinforced our messages in the communities we already work with, and spread it much more widely to other Maa speaking communities.**
**CHASE Africa was involved in the script writing, in partnership with the Population Media Centre, who are experts in generating radio content, and three of our partners who collaborate with Maasai Communities. A workshop established priorities of messaging and the issues to overcome, such as misconceptions and negative attitudes to family planning.**
**Following the broadcasts, we held focus groups with men and women in Narok and Kajiado counties in Kenya. Feedback shows the messages were well received and understood, and demonstrated that radio has the potential of changing listeners’ attitudes towards family planning and SRHR more widely.**
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A community dialogue run by Dandelion Africa
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**A group in Bidibidi Refugee Settlement learns how to use energy efficient cook stoves**
## **Integrating health and environment activities in community programmes**
W e believe human and environmental health are closely inter-linked and are advocates of a one-health approach. We support many of our local partners to take an integrated, community-based approach to sustainably manage natural resources, increase food security, improve livelihoods, and improve both ecosystem and human health.
## **RICE-West Nile Supports refugee and host communities in Uganda to thrive**
Bidibidi Refugee Settlement in northern Uganda, home to almost a quarter of a million refugees who fled the civil war in South Sudan, is one of the world’s largest refugee camps. The high population density of the area puts pressure on natural resources, which both refugee and host communities rely on, including timber, firewood, land and water. Unsustainable farming practices cause low yields and soil erosion and climate change is causing longer, more unpredictable droughts.
Difficulties accessing health services and a lack of information has led to a high unmet need for family planning. Refugee and host communities are trapped in a cycle of poverty, facing economic hardship and health issues.
**Ampaire, a young mother, uses an energy efficient cook stove to prepare a meal.**
In November 2021 we launched a one-year project funded by JAC Trust, with our local partner RICE-West Nile. Over the course of 2022, 5,766 people in hard-to-reach areas received information and advice on environmental issues and Sexual and Reproductive Health.
Through the creation of eight groups totalling 220 people,
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from both host and refugee communities, we taught people how to conserve natural resources while improving food security and nutrition, helping them to build resilience to climate change. For example, one group grew and planted a mix of 24,500 fruit and timber trees and sold 9,000 tree seedlings for income.
## **Daniela Lloyd-Williams from JAC Trust tell us more:**
**“I was very fortunate to be able to visit RICE-West Nile in December 2022 as part of a partner visit to Uganda. The team impressed me greatly, this was their first project in Bidibidi Refugee Settlement and they were very open about the challenges they had faced, the lessons they had learnt and the changes they were making as a result.**
**The highlight of my visit was meeting the project participants in BidiBidi Refugee Settlement. In particular, a women’s self-help group established by RICE-West Nile that consisted of refugees and host community members. The women proudly shared all they had learnt and achieved in the last 12 months, explaining how to grow vegetables in a climate smart way, the principles of agroforestry and how to construct an energy efficient cookstove. The vegetables they now grow provide them not only with nutritious food but also a steady source of income. At the same time, the energy efficient cookstoves have reduced their workload, cooking is quicker, cleaner and safer and not nearly as much wood is needed which also saves time.**
**But just as important is the solidarity that these women now have with one another – learning as a group expanded into saving as a group (establishing savings and loans associations), working as a group, and sharing their joys and sorrows as a group.**
We are hoping to raise funding in 2023 for a three year follow-on project in Bidibidi Refugee Settlement.
## **RCRA Uganda reaches rural communities with holistic services**
Based in Kasese, one of the largest districts in Uganda, our local partner RCRA Uganda addresses the high unmet need for Sexual and Reproductive Health services in the area while also involving community members in environmental activities.
In 2022, RCRA Uganda reached 57,453 people with information about Sexual and Reproductive Health and Rights (SRHR) and the environment by visiting people in their homes and at community events, such as dialogues. These figures are really impressive as they work in very rural and hard to reach areas.
During the year, the team taught 25 households how to use energy efficient cookstoves. It also involved the community in tree planting, donating fruit trees to women who attend mobile clinics.
Women were taught how to design and plant a kitchen garden to grow vegetables. The gardens provide a platform for women to come together and learn about nutrition, chemical-free agriculture, SRHR and climate change.
Through a new Adolescent Centre, and health clubs run by RCRA Uganda in schools, young people learn about their rights and wider Sexual and Reproductive Health, to help reduce the high levels of teenage pregnancies. They are also taught about the importance of biodiversity and the benefits of planting fruit and timber trees.
**Their own hard work has seen these women go from surviving to living, and I am confident that they will soon be thriving. And in no small part that is down to RICE-West Nile who continue to visit and check-up on the groups even now that the project has finished.”**
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The team from JAC Trust interacting with members of a women’s group in Bidibidi refugee settlement
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**Outreach clinic at Kirumbi by Save the Elephants**
## **Partnering with conservation organisations to improve healthcare in remote rural communities**
A fter the success of our pilot projects in 2021 with Save the Elephants and the South Rift Association of Land Owners (SORALO), we were delighted to secure funding to scale up these community health projects in 2022.
This work builds on our experience with five other conservation organisations in Kenya, who have successfully integrated a health programme into their work with support from CHASE Africa. These projects are aligned with wider campaigns including The International Union for Conservation of Nature’s (IUCN) resolution entitled, ‘Importance for the conservation of nature of removing barriers to rights-based voluntary family planning’.
**Elephant conservation charity expands into healthcare**
Save the Elephants (STE) work to secure a future for elephants and the places they live. In June we launched the community health project which is serving the communities of Sagalla, where STE’s Elephant and Bees Research Centre is based to the south west of Tsavo West National Park. The 11 Community Health Workers who were recruited during the pilot project received refresher training, gathered data for a baseline survey and carried out over 500 home visits sharing Sexual and Reproductive Health and Rights (SRHR) information.
**A school health talk focusing on the health of people and the health of wildlife run by Save the Elephants**
The project team visited four schools, where it encouraged children to
> **18** www.chaseafrica.org.uk | CHASE Africa Impact Report 2023
understand the mutual benefit of human and wildlife health in the area. The team also reached over 400 people at six community dialogues and four youth dialogues, providing information on aspects of SRHR, including living with HIV, gender-based violence, consent and family planning. Outreach clinics offering health services reached over 300 people.
STE has seen the effectiveness of the programme in bringing a spectrum of healthcare to these under-resourced areas, and is very keen to continue and expand the project into the future.
## **Rural livestock keepers benefit from healthcare and SRHR services**
Based in Kenya’s South Rift Valley, SORALO works with pastoralist communities. The 2021 pilot project identified issues including poor access to services, high levels of maternal mortality and morbidity, very low levels of awareness of SRHR, high levels of teenage pregnancy, and fears and misconceptions about family planning. Another NGO ran health clinics in the past, but they have not worked in the area for eight years.
The next phase of the project will see 15 Community Health Workers trained, so they can reach the communities with information on SRHR and facilitate access to health services. Trained Youth Peer Mentors will engage with youth. We are pleased to have secured a multi-year grant running until December 2025 to scale up this much-needed project. We look forward to keeping you updated on its progress.
**A couple being advised on various long-term family planning methods available at an outreach clinic run by Save the Elephants**
**A women and men’s dialogue at Kirumbi organised by Save the Elephants**
CHASE Africa Impact Report 2023 | www.chaseafrica.org.uk **19**
**The CHASE Africa team and staff from our local partners at the CHASE Africa Partner Conference**
## **Showcasing Chase Africa’s Partner Network**
W e place great emphasis on building a strong relationship with each of our local partners to support them to map and measure their organisational effectiveness and develop a clear vision and action plan.
CHASE Africa and our local partners are immensely proud of our Partner Network. All 13 of our local partners in Kenya and Uganda actively share knowledge and learning, and collaborate to develop their organisations and deliver excellence in their programmes.
We offer local partners the opportunity to learn and network through a variety of means, including funding trainings and partner exchange visits, as well as organising regular webinars and an annual face to face conference where the CHASE Africa Partner Network come together.
## **Exchange visits enrich our local partners’ work**
In 2022 we enabled several of our local partners to take part in a variety of exchange visits. Dandelion Africa, Mount Kenya Trust and The Maa Trust hosted several project teams from our Partner Network. Project staff shared how they run the different elements of their programmes and attended activities such as community dialogues and outreach clinics.
Wendo Aszed, founder of Dandelion Africa, says, **‘We would like to host more visits because we realised that we were able to learn as much from the visiting organisation as they are learning from us. Exchange visits are very crucial to any organisation, especially those implementing similar projects so they can share their way of working and other success stories.’**
Visits to The Maa Trust focussed on exchanging knowledge and best practice on Adolescent Sexual and Reproductive Health and Rights (ASRHR) projects.
Delphin Mukira, Chief Programmes Officer at The Maa Trust, says, **‘It is incredible to be able to learn and observe the programmes and strategies of other organisations, as well as their approach to working with communities. We will implement the majority of the activities and strategies used by the other partners because they will help us reach more people with information about ASRHR.’**
## **Building meaningful connections**
Outside of our organised activities, many of our local partners have found it useful to connect with staff from other organisations working on community health projects. Our Partner Network provides project staff with an opportunity to find peer to peer support and get quick answers to practical problems they are dealing with.
**‘Personally I value being part of the CHASE Africa Partner Network. The annual conference and webinars are very helpful because we are able to exchange ideas with local partners and grow our projects. I have connected with staff at other projects and have built a bond with them. They really helped me with the launch of Mount Kenya Trust’s adolescent project. We talk anytime I have an issue or they need some support.’**
**Ketty Gitonga**
Health Programme Manager, Mount Kenya Trust.
**“It is clear that being part of the CHASE Africa Partner network has made a tremendous contribution towards improving our programmes in health and environment through the partner exchange visits and the annual conference where we picked up a number of lessons. We are grateful to CHASE Africa for these great opportunities and platforms created for us to learn from one another as partners, as we pull our diverse experiences and expertise to support our communities live healthy lives in well planned families and in harmony with the environment for generations to come.”**
## **Comfort Mercy Yikiru**
Manager of Programmes, RICE-West Nile
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## **ANNUAL CHASE AFRICA PARTNER CONFERENCE BRINGS PROJECT STAFF TOGETHER**
From 22nd to 24th March we hosted our third CHASE Africa Partner Conference at Brackenhurst Conference Centre in Kenya. 34 participants benefitted from the opportunity to share learning, best practice and find common solutions to challenges they face in their community health projects.
A wide range of topics were covered by a mixture of CHASE Africa staff and guest speakers, including Blue Ventures, Triggerise, Zana Africa and Avert Health, facilitating different sessions. Topics included monitoring and evaluation, ASRHR, safeguarding, integrating health and environment activities, and fundraising. The participants took part in a variety of workshops, debates and group activities. There was also plenty of opportunity for further exchange of experience between sessions and in the evening.
**‘It was an interactive and informative experience for me, especially being my first conference. I was able to have met different partners that work towards the same goal, and a chance to meet the Chase Africa team,’** says Liz Sereya from The Maa Trust.
A group session at the CHASE Africa partner conference discussing ways to integrate health and environment
## **LOCAL PARTNERS COLLABORATE THROUGH NEW WEBINARS**
Following feedback at the CHASE Africa Partner Conference, we launched a series of webinars to bring together project staff from our local partner organisations to discuss issues that they have identified in their work.
For our first session, the team at Dandelion Africa shared how they design, implement and monitor their successful youth programme. As many of our local partners are now focussing their efforts on engaging young people in conversations about Sexual and Reproductive Health and Rights, this discussion was particularly useful for all local partners.
Another session focussed on safeguarding. We established a focus group where members can share issues and learn from each other to improve safeguarding practices and build on existing organisational safeguarding policies.
Staff from The Maa Trust and Dandelion Africa during an exchange visit
The final webinar of 2022 discussed the topic of sustainability, including how to strengthen the rights of under-represented communities, ongoing training, and ways we can measure and demonstrate our impact. The webinars have been well-attended and enabled participants to share experiences, challenges and best practice. We look forward to hosting more webinars in 2023..
**“Being part of the CHASE Africa network**
**“Being a CHASE Africa partner means opportunity for growth. We have become one big family because we have peer learning and mentorship. We are grateful for the partnership and that is has now become friendship.”**
**is very valuable. Through exchange visits we have learned how we can improve our services for adolescents. The partner conference has been very useful as we were able to network and learn best practices from Kenya and Uganda.”**
**Wendo Aszed,** Founder, Dandelion Africa.
**Jostas Mwebembezi,** Executive Director, RCRA Uganda.
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## **Looking forward to 2023**
**We have big plans for 2023, continuing the work started in 2022 and expanding into new areas.**
## **We plan to:**
- **Chase Africa’s Partner Conference will be held in Nairobi between the 1st and 4th of May. The conference will provide a platform for knowledge exchange and learning. In addition, in line with our strategic aim of sharing learning and influencing other organisations, we have invited other conservation organisations who are interested in starting health programmes to attend part of the conference.**
- **We will increase our geographical reach by supporting a new partner in Tanzania.**
- **2022 saw significant growth in youth and adolescent Sexual and Reproductive Health and Rights services across many of CHASE Africa’s partner organisations. This will continue to be a focal area for CHASE Africa in 2023 as we continue to grow and strengthen these projects.**
- **We will conduct baseline surveys in all programme areas and commission an external evaluation of our work, as part of our enhanced monitoring, evaluation and learning system. We will also seek an academic research partner to strengthen the evidence of our impact.**
- **We will continue our focus on supporting conservation organisations to integrate Sexual and Reproductive Health services within their established programmes – in this way, meeting the unmet need for family planning in their area of operation.**
- **We will continue to research and scope out new organisations working in a variety of rural sectors, such as agriculture, who could integrate community health into their work.**
- **We aim to grow our income by 20% to expand the work of our current partners and grow the Partner Network further.**
## **Annual Report & Financial Statements**
**Year Ended 31st December 2022**
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## **Table of Contents**
**Trustees Report .....................................................................................26 Statement of Trustees’ Responsibilities ................................................30 Independent Examiners Report .............................................................31 Statement of Financial Activities ..........................................................32 Balance Sheet ........................................................................................33 Cashflow Statement ...............................................................................34 Notes to the Cash Flow Statement ........................................................35 Notes to the Financial Statements ........................................................36 Detailed Statement of Financial Activities ...........................................40 Notes to the Statement of Financial Activities ......................................41 Reference and administrative details ...................................................42**
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## **Trustees Report**
## **Structure, Governance and Management in 2022**
CHASE Africa’s application to become a Charitable Incorporated Organisation (CIO) was approved by the Charity Commission in November 2022 (charity number 1200992), and the transfer of assets took place with effect from 1st January 2023. We will maintain CHASE Africa Unincorporated Trust for a while, in parallel, to ensure a smooth transition to the new entity.
Henry Pomeroy, CHASE Africa’s Director retired in June 2022, following a highly successful tenure when he built the organisation from scratch and established all its current partnerships. Harriet Gordon-Brown was appointed as Chief Executive Officer with effect from the 1st June 2022. Further appointments include a Fundraising Coordinator and a Programme Manager, both full time, and this together with other staff increasing their total hours, considerably enhances the capacity of the executive team. Additionally, the charity moved to new offices in Rode, Somerset in September 2022.
The expanded team, together with replacement of the Director, who was working and providing office space on a fully pro bono basis, has led to a significant increase in overhead costs for CHASE Africa. A transition fund has been raised to cover some of these increased costs, and is now being released at a rate of £5,000 per month. £30,000 was released from the transition fund in 2022.
The growth of the staff team is an important investment in the organisation’s capacity to achieve its longer-term goals. As the scale of CHASE Africa’s programmes also grows, we aim to bring our cost ratios back down to the low levels we have previously delivered.
## **Financial Review**
In 2022 CHASE Africa maintained income at a similar level to 2021 (£669,712 compared to £678,342), with a few funders postponing commitments until 2023 and a reduction in smaller individual donations, as donors themselves faced a tougher financial environment; our regular individual giving was sustained at the same level as 2021.
## **INCOME AND EXPENDITURE**
**Income and Expenditure**
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2016 2017 2018 2019 2020 2021 2022
Income Expenditure
£165,376 £156,854 £250,146 £235,839 £387,287 £309,332 £489,709 £482,266 £547,991 £451,467 £678,342 £564,328 £669,712 £688,725
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CHASE Africa continued to receive strong support from trusts and foundations. In particular, we are pleased that so many trusts / foundations have been sufficiently impressed with both our programme impact and the way that we have managed their grants that they have awarded us follow-on funding, or encouraged us to reapply in 2023. At the same time, we had a number of significant successes with new trusts and foundations in 2022.
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INCOME
**----- End of picture text -----**
**----- Start of picture text -----**
2022 - £669,712 2022 - £669,712 2021 - £678,3422021 - £678,342
£18,600
£25,492
£104,229
£119,022
£224,599 £233,366
£322,284 £300,462
Trust Funds Restricted Trust Funds Individuals Gift Aid
**----- End of picture text -----**
Expenditure, as explained previously, increased from £564,328 to £688,725. In addition to investing in CHASE Africa’s own infrastructure, this has included an increase in spending on charitable activities (direct support for partner projects) from £499,372 to £571,349, part of which was funded by a carryover from income in 2021.
For the first time we provided dedicated funds to many of our partners for their organisational development, in addition to their project funding. This included various technical areas of support (financial management, fundraising, project management and learning on health programme delivery). Such expenditure is included under the “Enabling Costs”.
## **EXPENDITURE**
**----- Start of picture text -----**
2022 - £688,725 2021 - £564,328
2022 - £688,725 2021 - £564,377
£38,217 £16,457
£79,159 £48,548
£571,349 £499,372
Project & Enabling Costs Fundraising Costs Administration Costs
**----- End of picture text -----**
CHASE Africa Impact Report 2022 | www.chaseafrica.org.uk **27**
## **Organisational Structure**
The trustees oversee the affairs of the charity on a voluntary basis and meet as necessary for this purpose. Where required, decisions are made by majority vote at trustees’ meetings. The charity benefits from a close working relationship between trustees, staff and partners.
Day to day management of CHASE Africa is delegated to the CEO and her team of 8 staff (6.1 FTE).
Other information on operational procedures for CHASE Africa are outlined below.
We are extremely grateful to everyone who continues to support our work in East Africa.
## **Risk Management**
Responsibility for risk management lies with the trustees. We have established a risk register with controls in place to mitigate and manage the risks that exist. The register is regularly reviewed by a sub-committee of the trustees.
## **Policy on Reserves**
The trustees consider it prudent to hold a balance of unrestricted funds in order to:
1. Ensure continuity of the charity’s activities and delivery of programmes in Africa in the event of unforeseen circumstances;
2.
3. Maintain an additional level of unrestricted funds to enable the charity to take advantage of future eventualities requiring rapid support.
Based on the above policy, the Trustees have calculated that the desirable level of free reserves is £188,000 made up of 3 months UK expenditure, 2 months of future overseas expenditure and an opportunity fund of £25,000.
At the balance sheet date, the charity held £263,756 of unrestricted funds. It should be noted that this amount included £88,437 for partner expenditure in quarter 1 2023. We normally send funds to our partners on a quarterly basis in advance. However, due to the transition of CHASE Africa to a CIO, as a new legal entity we needed to sign new Memorandum of Understanding and Grant Agreements with all our partners in January 2023.
The reserves policy will be reviewed in 2023 to ensure it continues to meet the needs of the charity.
The annual report was approved by the trustees of the charity on 05 May 2023 and signed on its behalf by:
………………………………….........................................
**Toby Aykroyd Date Signed**
Chair of Trustees 05/05/2023
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## **OTHER INFORMATION**
## **Nature of Governing Document**
The charity was constituted under a Declaration of Trust signed on 14 September 2000 and constituted as The Rift Valley Tree Trust on the same date. The charity changed its name to Community Health and Sustainable Environment on 14 April 2012 and now operates under the name of CHASE Africa.
## **Recruitment and appointment of trustees**
New trustees are appointed by the Board of Trustees as deemed necessary. There are currently 12 trustees. In selecting trustees, consideration is given to the overall breadth of knowledge and experience required.
##
The trustees confirm that they have complied with all the requirements of Section 17 of the Charities Act 2011 to have due regard to the public benefit guidance published by the Charity Commission for England and Wales.
## **Fundraising disclosures**
There are clear procedures for monitoring performance during the year with detailed monthly management accounts prepared by the Finance Manager, and reports provided to funders and other relevant parties. CHASE Africa raises funds from a broad base of donors that includes individuals, trust funds and institutions.
## **Grant making policies**
The charity only supports local partner organisations with whom it has established a good working relationship and where due diligence has been undertaken to ensure the capacity and credentials of a new partner. A detailed grant making policy has been developed to guide selection of new partners and grant making to existing partners. Memorandum of Understanding and Grant Agreements are in place for all partnerships and grants.
## **Objectives and policies**
The charity’s activities expose it to the usual financial risks, including credit risk and liquidity risk. The use of financial instruments is governed by the charity’s policies approved by the board of trustees, which provide written principles to manage these risks. The charity does not use financial instruments for speculative purposes.
## **Credit Risk**
The charity’s principal financial assets are bank deposits. Credit risk is limited because the counterparties are banks with high credit-ratings assigned by international credit-rating agencies, with exposure spread over a large number of counterparties and customers.
## **Liquidity risk**
The charity seeks to maintain sufficient liquidity to ensure that sufficient funds are available for ongoing operations and future developments. Further details regarding liquidity risk can be found in the Statement of Accounting policies in the financial statements.
CHASE Africa Impact Report 2022 | www.chaseafrica.org.uk **29**
## **Statement of Trustees’ Responsibilities**
The trustees are responsible for preparing the trustees’ report and the financial statements in accordance with the United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice) and applicable law and regulations.
The law applicable to charities in England and Wales 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 charity and of the incoming resources and application of resources of the charity for that period.
- select suitable accounting policies and then apply them consistently;
- observe the methods and principles in the Charities SORP;
- make judgements and estimates that are reasonable and prudent;
- state whether applicable accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements and accompanying notes; and
- prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in business.
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, the applicable Charities (Accounts and Reports) Regulations, and the provisions of the constitution. The trustees 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.
Approved by the trustees of the charity on 05 May 2023 and signed on its behalf by:
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…………………………………...........
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## **T Aykroyd**
Chair of Trustees
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## **Independent Examiner’s Report to the Trustees of Community Health and Sustainable Environment**
I report to the charity trustees on my examination of the accounts of the charity for the year ended 31 December 2022 which are set out on pages 32-42.
Respective responsibilities of trustees and examiner
As the charity’s trustees of Community Health and Sustainable Environment 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 Community Health and Sustainable Environment’s accounts carried out under section 145 of the 2011 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
Since Community Health and Sustainable Environment’s gross income exceeded £250,000 your examiner must be a member of a body listed in section 145 of the 2011 Act. I confirm that I am qualified to undertake the examination because I am a member of the Institute of Financial Accountants, which is one of the listed bodies.
I have completed my examination. I confirm that no material matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:
1. accounting records were not kept in respect of Community Health and Sustainable Environment 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 accounting 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.
.........................................................
## **Mr C E Weare**
AFA MIPA 7A King Street, Frome, Somerset, BA11 1BH 05/05/2023
CHASE Africa Impact Report 2022 | www.chaseafrica.org.uk **31**
## **STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31st DECEMBER 2022**
|**Note**
**Income and Endowments from:**
Donations and legacies|**Unrestricted**
**Funds**|**Restricted**
**Funds**|**Transition**
**Funds**|**2022**|
|---|---|---|---|---|
||£
£
£
569,825
96,092
0
**665,917**||||
|Investment income
**3**|3,795
0
0
**3,795**||||
|**Total Income**
**Expenditure on:**
Fundraising& administrative support
**4**|573,620
96,092
0
**669,712**||||
||109,593
7,783
0
**117,376**||||
|Charitable activities
**5**
**Total expenditure**
Net movement in funds|393,725
177,624
0
**571,349**||||
||503,318
185,407
0
**688,725**||||
||70,302
(89,315)
0
**(19,013)**||||
|Transition Fund|30,000
0
(30,000)
**0**||||
|**Reconciliation of funds**
**Total funds brought forward**
**Total funds carried forward**
**11**|163,454
129,485
75,000
**367,939**||||
||263,756
40,170
45,000
**348,926**||||
## **STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 DECEMBER 2021**
|**Note**
**Income and Endowments from:**
Donations and legacies|**Unrestricted**
**Funds**|**Restricted**
**Funds**|**Transition**
**Funds**|**2021**|
|---|---|---|---|---|
||£
£
£
443,711
233,966
0
**677,677**||||
|Investment income
**3**|665
0
0
**665**||||
|**Total Income**
**Expenditure on:**
Fundraisingand administrative support
**4**|444,376
233,966
0
**678,342**||||
||(60,553)
(4,403)
0
**(64,956)**||||
|Charitable activities
**Total expenditure**
Net movement in funds|(351,797)
(147,575)
0
**(499,372)**||||
||(412,350)
(151,978)
0
**(564,328)**||||
||32,026
81,988
0
**114,014**||||
|Transition Fund|(30,000)
0
30,000
**0**||||
|**Reconciliation of funds**
**Total funds brought forward**
**Total funds carried forward**
**11**|161,428
47,497
45,000
**253,925**||||
||163,454
129,485
75,000
**367,939**||||
All of the charity’s activities derive from continuing operations during the above two periods.
The funds breakdown for 2021 and 2022 is shown in note 11 below.
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## **BALANCE SHEET AS AT 31st DECEMBER 2022**
|**Note**
**Current Assets**
Debtors
**9**|**2022**|**2021**|
|---|---|---|
||£
£
100,108
146,811||
|Cash held in Long Term Deposits|173,720
227,266||
|Cash held in Savings and Current Accounts
**Creditors**
Amounts falling due within one year
**10**
**Net Assets**
**11**
**Funds of the charity:**
**Restricted funds**|108,081
132,840||
||381,909
506,917
(32,983)
(138,978)||
||348,926
367,939||
||40,170
129,485||
|**Transition Fund**|45,000
75,000||
|**Unrestricted income funds:**
**Unrestricted funds**
**Total funds**
**11**|263,756
163,454||
||**348,926**
**367,939**||
The financial statements were approved by the trustees and authorised for issue on 05 May 2023 and signed on their behalf by:
………………………………..................
## **T. Aykroyd**
Chair of Trustees
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## **CASHFLOW STATEMENT FOR THE YEAR ENDED 31st DECEMBER 2022**
|**Note**
**Cash fows from operating activities**
Cash generated from operations
**Net cash provided by operating activities**
**1**
**Cash fows from investing activities**
**2**
Interest Received
Net cash using investment activities
Change in cash and cash equivalents
in the reporting period
Cash and cash equivalents at the
beginning of the reporting period
Cash and cash equivalents at the
end of the reporting period|**2022**||**2021**|
|---|---|---|---|
||£
(82,100)
(82,100)
3,795
3,795
(78,305)
360,106
281,801||£
149,364|
||||149,364|
|||||
||||665|
|||||
||||665|
|||||
||||150,029|
|||||
||||210,077|
||||360,106|
|||||
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## **NOTES TO THE CASH FLOW STATEMENT FOR THE YEAR ENDED 31st DECEMBER 2022**
|**1**
**2**|**Reconciliation of net income to net cash fow**
**from operating activities.**
**Net income for the reporting period**
**(as per the Statement of Financial Activities)**
Adjustments for:
Interest Received|**2022**||**2021**|
|---|---|---|---|---|
|||£
(19,013)
(3,795)||£
114,014
(665)|
||Movement in Debtors|46,703||(18,383)|
||Movement in Creditors
**Net cash provided by operations**
**Analysis of net changes in funds**
**Net Cash**
Cash at bank and in hand
**Net Cash**
Cash at bank and in hand|(105,995)
(82,100)||54,398|
|||||149,364|
||||||
|||**At 1**
**January**
**2022**|**Cash**
**fow**|**At 31**
**December**
**2022**|
|||£
£
360,106
(78,305)||£|
|||||281,801|
||||||
|||**At 1**
**January**
**2021**|**Cash**
**fow**|**At 31**
**December**
**2021**|
|||£
£||£|
|||210,077
150,029||360,106|
## **3 Explanation for changes in Cash Balances.**
Advance payments made in December 2022 to partners for quarter 1 of 2023 were restricted to 1 month, due to the need for new Grant Agreements to be signed by all partners, as a result of CHASE Africa changing its structure to become a CIO with effect from the 1st January 2023. In 2021, this advance was made for the normal period of 3 months. Hence the fall in the net cash balance was reflected in the balance in other net assets and Total Funds were only reduced from £367,939 down to £348,926.
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## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2022**
## **1. Accounting policies**
## **a. Statement of compliance**
The financial statements have been prepared in accordance with Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) (effective 1 January 2015) – (Charities SORP (FRS 102)), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) and the Charities Act 2011.
## **b. Basis of preparation**
Community Health and Sustainable Environment meets the definition of a public benefit entity under FRS 102. Assets and liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the relevant accounting policy notes.
## **c. Going concern**
The trustees consider that there are no material uncertainties about the charity’s ability to continue as a going concern. The detailed budgets and management controls that are in place, alongside the number of regular, repeat donors that CHASE Africa has built up, demonstrate that the charity can continue as a going concern without breaching the reserve policy of the charity.
## **d. Income and endowments**
Voluntary income including donations, gifts, legacies and grants that provide core funding or are of a general nature is recognised when the charity has entitlement to the income, it is probable that the income will be received and the amount can be measured with sufficient reliability.
## **e. Donations and legacies**
Donations and legacies are recognised on a receivable basis when receipt is probable and the amount can be reliably measured.
## **f. Grants receivable**
Grants are recognised when the charity has an entitlement to the funds and any conditions linked to the grants have been met. Where performance conditions are attached to the grant and are yet to be met, the income is recognised as a liability and included on the balance sheet as deferred income to be released.
## **g. Investment income**
Dividends are recognised once the dividend has been declared and notification has been received of the dividend due.
## **h. Expenditure**
All expenditure is recognised once there is a legal or constructive obligation to that expenditure, it is probable settlement is required and the amount can be measured reliably. All costs are allocated to the applicable expenditure heading that aggregate similar costs to that category. Where costs cannot be directly attributed to particular headings, they have been allocated on a basis consistent with the use of resources, with central staff costs allocated on the basis of time spent, and depreciation charges allocated on the portion of the asset’s use. Other support costs are allocated based on the spread of staff costs.
## **i. Raising Funds**
These are costs incurred in attracting voluntary income, the management of investments and those incurred in trading activities that raise funds.
## **j. Charitable activities**
Charitable expenditure comprises those costs incurred by the charity in the delivery of its activities and services for its beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nature necessary to support them.
## **k. Grant provisions**
Provisions for grants are made when the intention to make a grant has been communicated to the recipient but there is uncertainty about either the timing of the grant or the amount of the grant payable.
## **l. Administration and governance costs**
Administration costs are those functions that assist the work of the charity but do not directly undertake charitable activities. Governance costs are the costs associated with the governance arrangements of the charity, including the cost of complying with constitutional and statutory requirements and any costs associated with the strategic management of the charity’s activities.
## **m. Taxation**
The charity is considered to pass the tests set out in Paragraph 1 Schedule 6 of the 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 11 of the 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 purposes.
## **n. Stock**
Items purchased for future resale are written off against costs at the time of purchase.
## **o. Cash and cash equivalents**
Cash and cash equivalents comprise cash on hand and call deposits, and other short-term highly liquid investments that are readily convertible to a known amount of cash and are subject to an insignificant risk of change in value.
## **p. Borrowings**
Interest-bearing borrowings are initially recorded at fair value, net of transaction costs. Interest-bearing borrowings are subsequently carried at amortised cost, with the difference between the proceeds, net of transaction costs, and the amount due on redemption being recognised as a charge to the Statement of Financial Activities over the period of the relevant borrowing.
Interest expense is recognised on the basis of the effective interest method and is included in interest payable and similar charges.
Borrowings are classified as current liabilities unless the charity has an unconditional right to defer settlement of the liability for at least twelve months after the reporting date.
## **q. Fund structure**
Unrestricted income funds are general funds that are available for use at the trustees’ discretion in furtherance of the objectives of the charity.
Restricted income funds are those donated for use in a particular area or by a specific partner or for a specific purpose, the use of which is restricted to that area or partner or purpose.
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##
##
## **r. Financial instruments Classification**
Financial assets and financial liabilities are recognised when the charity becomes a party to the contractual provisions of the instrument. Financial liabilities and equity instruments are classified according to the substance of the contractual arrangements entered into. An equity instrument is any contract that evidences a residual interest in the assets of the charity after deducting all of its liabilities.
Financial assets are derecognised when and only when a) the contractual rights to the cash flows from the financial asset expire or are settled, b) the charity transfers to another party substantially all of the risk and rewards of ownership of the financial asset, or c) the charity, despite having retained some, but not all, significant risks and rears of ownership, has transferred control of the asset to another party. Financial liabilities are derecognised only when the obligation specified in the contract is discharged, cancelled or expires.
## **Recognition and measurement**
All financial assets and liabilities are initially measured at transaction price (including transaction costs), except for those financial assets classified as at fair value through profit or loss, which are initially measured at fair value (which is normally the transaction price excluding transaction costs), unless the arrangement constitutes a financing transaction. If an arrangement constitutes a financing transaction, the financial asset or financial liability is measured at the present value of the future payments discounted at a market rate of interest for a similar debt instrument.
## **Fair value measurement**
The best evidence of fair value is a quoted price for an identical asset in an active market. When quoted prices are unavailable, the price of a recent transaction for an identical asset provides evidence of fair value as long as there has not been a significant change in economic circumstances or a significant lapse of time since the transaction took place. If the market is not active and recent transactions of an identical asset on their own are not a good estimate of fair value, the fair value is estimated by using a valuation technique.
Financial assets and liabilities are only offset in the statement of financial position when, and only when, there exists a legally enforceable right to set off the recognised amounts and the charity intends either to settle on a net basis, or to realise the asset and settle the liability simultaneously.
## **2 Income from donations and legacies**
|**Income from donations and legacies**|||||
|---|---|---|---|---|
|Fundraising costs
Administrative support|**Unrestricted**
**Funds**|**Restricted**
**Funds**|**Total**
**2022**|**Total**
**2021**|
||£
£
£
£
99,834
600
100,434
118,256
18,600
0
18,600
25,492||||
||**118,434**
**600**
**119,034**
**143,748**||||
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CHASE Africa Impact Report 2022 | www.chaseafrica.org.uk
**NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31st DECEMBER 2022**
## **3 Investment income**
|Interest receivable on bank deposits|**Unrestricted**
**Funds**|**Total**
**2022**|**Total**
**2021**|
|---|---|---|---|
||£
£
£|||
||3,795
3,795
665|||
The increased income has resulted from improved cash management and higher interest rates.
## **Expenditure on fundraising**
## **4 and administration**
|Fundraising costs
Administrative support|**Unrestricted**
**Funds**|**Restricted**
**Funds**|**Total**
**2022**|**Total**
**2021**|
|---|---|---|---|---|
||£
£
£
£
71,376
7,783
79,159
48,548
38,217
0
38,217
16,408||||
||109,593
7,783
117,376
64,956||||
|**Expenditure on charitable activities**
Enablingcosts|**Unrestricted**
**Funds**|**Restricted**
**Funds**|**Total**
**2022**|**Total**
**2021**|
|---|---|---|---|---|
||£
£
£
£
136,868
22,237
159,105
61,769||||
|Payments to partners|256,857
155,387
412,244
437,603||||
||393,725
177,624
571,349
499,372||||
## **5 Expenditure on charitable activities**
## **6 Trustees remuneration and expenses**
No trustees, nor any persons connected with them, have received any remuneration from the charity during the year. (2022: £ Nil)
## **7**
|**Staf Costs**|||
|---|---|---|
|Payroll costs were as follows|**2022**|**2021**|
||£|£|
|**Total Remuneration**|171,308|97,377|
Staff costs have increased as the number of persons employed by the charity has increased by 1.5 FTE between 2021 to 2022. The director (who had been working on a pro-bono basis) was replaced with a new Chief Executive, recruited in an open and competitive process. In addition, there has been an increase in some other salaries to keep up with inflation and the competitive job market. There was also a handover period between various staff, to ensure a smooth transition. No employee earned more than £50,000 during the year.
## **8 Taxation**
The charity is a registered charity and is therefore exempt from taxation.
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## **NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31st DECEMBER 2022**
|**9**
**10 **
**11 **|**Debtors**
Advance Payments made to Partners|||**2022**|**2021**|
|---|---|---|---|---|---|
|||||£
£
42,150
111,704||
||Partner Underspends carried forward|||3,083
5,272||
||Other debtors
**Creditors: amounts falling due within one year**
Deferred Income - Trust Funds|||54, 875
29,835||
|||||100,108
146,811||
|||||||
|||||**2022**|**2021**|
|||||£
£
24,904
129,485||
||Partner Payments Outstanding|||266
4,666||
||Payroll Creditors|||5,177
1,268||
||Other creditors
**Funds**
Unrestricted funds|||2,636
3,559||
|||||32,983
138,978||
|||||||
|||**Balance at**
**01 Jan 2022**|**Incoming**
**resources**|**Resources**
**expended**|**Balance at**
**31 Dec 2022**|
|||£
£
163,454
603,620||£
£
(503,318)
263,756||
||Transition Fund|75,000
0||(30,000)
45,000||
|**12 **|Restricted funds
**Total funds**
Unrestricted funds|129,485
96,092||(185,407)
40,170||
|||367,939
699,712||(718,725)
348,926||
|||||||
|||**Balance at**
**01 Jan 2021**|**Incoming**
**resources**|**Resources**
**expended**|**Balance at**
**31 Dec 2021**|
|||£
£
161,428
444,376||£
£
(442,350)
163,454||
||Transition fund|45,000
30,000||0
75,000||
||Restricted funds
**Total funds**
**Analysis of net assets between funds**
Current assets|47,497
233,966||(151,978)
129,485||
|||253,925
708,342||(594,328)
367,939||
|||||||
|||**Unrestricted**
**Funds**|**Transition**
**Fund**|**Restricted**
**Funds**|**Total**
**funds**|
|||£
£
271,568
45,000||£
£
65,341
381,909||
||Current liabilities
**Total net assets**|(7,812)
0||(25,171)
(32,983)||
|||263,756
45,000||40,170
348,926||
## **13 Related Parties**
There were no related party transactions in the current or prior year.
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## **DETAILED STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31st DECEMBER 2022**
|**INCOME**
**Donations and Legacies**
Individuals Regular
Individuals one-of < £500
Individuals one-of > £500
Legacies
HMRC Gift Aid
Fundraisingactivities
Trust and Institutional funds
**INVESTMENT INCOME**
Interest received
**Total Income**
**EXPENDITURE**
**Fundraising costs**
Remuneration
Consultancy
General costs & Travel
**Administrative support**
Remuneration
Consultancy
Ofce costs and equipment
Insurance
Membership & Training
**Fundraising & Admin support**
**CHARITABLE ACTIVITIES**
**Partnership Enabling**
Remuneration
Partner EnablingCosts
Overseas travel
Payments to partners
**Total Charitable Activities**
**Total expenditure**
**Surplus of Income over Expenditure**|**INCOME**
**Donations and Legacies**
Individuals Regular
Individuals one-of < £500
Individuals one-of > £500
Legacies
HMRC Gift Aid
Fundraisingactivities
Trust and Institutional funds
**INVESTMENT INCOME**
Interest received
**Total Income**
**EXPENDITURE**
**Fundraising costs**
Remuneration
Consultancy
General costs & Travel
**Administrative support**
Remuneration
Consultancy
Ofce costs and equipment
Insurance
Membership & Training
**Fundraising & Admin support**
**CHARITABLE ACTIVITIES**
**Partnership Enabling**
Remuneration
Partner EnablingCosts
Overseas travel
Payments to partners
**Total Charitable Activities**
**Total expenditure**
**Surplus of Income over Expenditure**|**Notes**|**Unrestricted**
**funds**|**Restricted**
**funds**|**Total**
**2022**|**Total**
**2021**|
|---|---|---|---|---|---|---|
||||£
£
£
£
26,154
600
26,754
29,509||||
||Individuals one-of < £500|**1**|14,128
0
14,128
28,526||||
||Individuals one-of > £500||54,770
0
54,770
57,976||||
||Legacies||0
0
0
0||||
||HMRC Gift Aid||18,600
0
18,600
25,492||||
||Fundraisingactivities||4,782
0
4,782
2,345||||
||||451,391
95,492
546,883
533,829||||
||||569,825
96,092
665,917
677,677||||
||||3,795
0
3,795
665||||
||||573,620
96,092
669,712
678,342||||
||||||||
|||**2**|57,399
7,783
65,182
41,539||||
||Consultancy||6,915
0
6,915
3,600||||
||General costs & Travel
**Administrative support**
Remuneration||7,062
0
7,062
3,409||||
||||71,376
7,783
79,159
48,548||||
||||||||
|||**2**|11,860
0
11,860
3,525||||
||Consultancy||7,607
0
7,607
3,396||||
||Ofce costs and equipment|**3**|13,878
0
13,878
4,709||||
||Insurance||632
0
632
204||||
||||4,240
0
4,240
4,574||||
||||38,217
0
38,217
16,408
109,593
7,783
117,376
64,956||||
|||**2**|72,029
22,237
94,266
52,313||||
||Partner EnablingCosts|**4**|50,922
0
50,922
3,596||||
||Overseas travel
Payments to partners
**Total Charitable Activities**
**Total expenditure**
**Surplus of Income over Expenditure**|**5**|13,917
0
13,917
5,860||||
||||136,868
22,237
159,105
61,769
256,857
155,387
412,244
437,603||||
||||393,725
177,624
571,349
499,372
503,318
185,407
688,725
564,328||||
||||||||
|||**6**|70,302
(89,315)
(19,013)
114,014||||
www.chaseafrica.org.uk | CHASE Africa Impact Report 2022
**40**
## **NOTES TO THE DETAILED STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31st DECEMBER 2022**
## **1 Individuals Donations**
Although regular donations held up for the year at £26,754 (2021 £29,509), there was an overall fall in the number of individual donors reflected in the lower income from individual donors < £500 at £14,128 (2021 £28,526) in line with the harsher financial climate experienced by lower income households.
## **2 Remunerations**
Henry Pomeroy retired as CEO during the year. He worked for Chase Africa without charging a salary for his services. Harriet Gordon Brown was appointed as his replacement and receives a competitive salary for her services. In addition the size of the team grew, by 1.5 FTE, and salaries rose to keep up with inflation and competitive job market. The total cost of employment for each member of staff is allocated to the three cost centres above on a time spent basis and each has increased due to the reasons above. To mitigate these additional costs a Transition Reserve had been set up in 2020 and 2021. This amounted to £75,000 and it is being released back to unrestricted funds at the rate of £5,000 per month commencing in July 2022.
## **3**
Chase Africa has benefited from free office accomodation provided by Henry Pomeroy. With his retirement Chase Africa has moved into new offices for which it pays rent. The increase in office costs and equipment includes the cost of setting up this new office and the payment of rent.
## **4 Partner Enabling Costs**
In addition to funding the programme costs of partners, Chase Africa has funded additional services for the benefit of partners including various types of capacity building training and exchange visits between partners. In addition, the CHASE Africa Partner Network Conference took place for the first time since 2019 (post-COVID).
## **5 Overseas Travel**
Visits by Chase Africa staff to overseas partners were severly disrupted by COVID19. In 2022, visits were able to resume properly and return to preCOVID frequency of twice yearly visits by programme staff.
## **6 Surplus Expediture over Income**
During the year expenditure exceeded income for the year. (-£19,013). The cash balances and unrestricted fund balance bought forward from 2021 provided funding for this whilst retaining the balance of unrestricted funds in excess of the pollicy level for reserves.
CHASE Africa Impact Report 2022 | www.chaseafrica.org.uk **41**
## **Reference and Administrative Details**
## **Chair**
Toby Aykroyd
## **Trustees**
Penny Aeberhard Toby Aykroyd Steve Bown Jacqueline Comyn Julia Hailes Krupa Hirani Mehta Claire Maxey Matilda Mutanguha Dorothy Payne Edward Pycraft Victoria Rumbold Wright Oliver Whaley Michael Wheeler
Appointed 14th September 2022
Retired 10th February 2022 Appointed 19th May 2022 Appointed 10th February 2022
##
The Office, Barrow Farm, Rode Hill, Rode, Somerset BA11 6PS
## **Charity Registration Number**
1082958
CHASE Africa changed its charitable status to a CIO, with effect from the 1st January 2023. The new charity number is 1200992.
## **Honorary Treasurer**
Krupa Hirani Mehta Appointed 19th May 2022
##
Harriet Gordon Brown
## **Finance Manager**
J P W Clarke FCA
## **Independent Examiner**
C E Weare AFA MIPA
**42**
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**----- Start of picture text -----**
Lilian Langat (Finance Director) and Laban Langat (Project Manager) from Kalyet Afya Foundation
Thank You
**----- End of picture text -----**
ur work is made possible because of your incredible support. We would like to thank the many individual supporters, trusts, foundations and Oinstitutions who supported us during 2022 to reach rural communities in Africa with healthcare services, and enabled women and girls to make choices to fulfil their potential. We could not carry out our work without your generous support.
We would also like to thank our Trustees, Advisory Group and Patrons for dedicating their valuable time to our cause.
Thank you to everyone who has fundraised in support of CHASE Africa, we are grateful for your generosity and passion. If you would like to find out how you can get involved, please get in touch (our contact details are on the back cover of this impact report).
We are grateful to have received a number of gifts in Wills in 2022. They will ensure our work lives on for future generations.
## **Can you help us do more?**
Will you help us improve access to Sexual and Reproductive Health and Rights (SRHR) and tackle the unmet need for family planning? Can you help us expand into new areas? Will you support us to integrate SRHR into more organisations, including conservation organisations? Can you help us to showcase our work to drive forward the agenda of empowering women and tackling gender inequality?
You can support our work through making a regular donation, fundraising with your community or leaving us a gift in your will. Every gift, large or small, makes a difference.
## **chaseafrica.org.uk/donate**
**A Community Health Worker checks a patient’s blood pressure at an outreach clinic run by Kalyet Afya Foundation**
Community Health & Sustainable Environment
Community Health and Sustainable Environment (CHASE) Africa
The Office, Barrow Farm, Rode Hill, Rode, Somerset, BA11 6PS, UK Tel: +44 (0) 7775 631280 or +44 (0) 7773 993023 Email: info@chaseafrica.org.uk **chaseafrica.org.uk**
/chaseafrica @chaseafricaphe @ chase_africa_
CHASE Africa is a Charitable Incorporated Organisation registered with the Charity Commission (No. 1200992). (Former no. 1082958.)
**Cover Picture:** An outreach clinic in the Rwenzori foothills organised by our local partner RCRA Uganda