**Registered number: 04145357 Charity number: 1086159** ## **THE ONE TO ONE CHILDREN'S FUND** (A charitable company limited by guarantee) **MANAGEMENT COMMITTEE'S REPORT AND FINANCIAL STATEMENTS** **FOR THE YEAR ENDED 31 March 2023** ## **THE ONE TO ONE CHILDREN’S FUND (A charitable company limited by guarantee)** |**CONTENTS**|| |---|---| |Reference and administrative details of the Charity, its trustees and advisers|1| |Management Committee's report|2| |Independent auditors' report|13| |Statement of financial activities|16| |Balance sheet|17| |Statement of cash flows|19| |Notes to the financial statements|20| **THE ONE TO ONE CHILDREN’S FUND (A charitable company limited by guarantee)** ## **REFERENCE AND ADMINISTRATIVE DETAILS OF THE CHARITY, IT'S TRUSTEES AND ADVISERS FOR THE YEAR ENDED 31 March 2023** **Management Committee** D S Altschuler **& Trustees** Dr J Altschuler E Bell L J Gould ACA G Lubner J M Penkin R Mishcon MVA D Thompson M MacLeod OBE **Executive Chairman** D S Altschuler **Honorary Treasurer** L J Gould ACA **Website** www.onetoonechildrensfund.org **Telephone** 0207 317 7040 **Email** admin@onetoonechildrensfund.org **Charity registered number** 1086159 **Company registered number** 04145357 **Principal address and registered** 213 Haverstock Hill **office** Belsize Park London NW3 4QP **Independent auditors** Harris & Trotter LLP Chartered Accountants and Registered Auditors 101 New Cavendish Street 1[st] Floor South London W1W 6XH **Bankers** HSBC Bank plc 1 Central Circus Hendon London NW4 3JU - 1 - **THE ONE TO ONE CHILDREN’S FUND (A charitable company limited by guarantee)** ## **MANAGEMENT COMMITTEE'S REPORT FOR THE YEAR ENDED 31 March 2023** The Management Committee present their annual report together with the audited financial statements for the period from 1 April 2022 to 31 March 2023. The Management Committee confirm that the Annual Report and financial statements of the Charity comply with the current statutory requirements, the requirements of the Charity's governing document and the provisions of the Statement of Recommended Practice (SORP), 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 2019). Since the Charity qualifies as small under section 383, the strategic report required of medium and large companies under The Companies Act 2006 (Strategic Report and Director's Report) Regulations 2013 is not required. ## **Financial review** Having weathered the storm of the global Covid pandemic, like many NGOs, the charity has gone on to face the consequences of the global economic downturn, following Russia’s invasion of Ukraine in February 2022. However, despite the escalation in energy prices, cost-of-living squeeze, higher interest rates and inflation, the Trustees are delighted that the Charity has still been able to secure a substantial amount of multi-year project income; building reserves and helping to ensure the sustainability of the charity for the future. Due to the generosity of our core donors, income for the current year is 23% ahead of prior year. Incoming resources were £1,178,609 (2022: £957,434). The resources expended in furtherance of the charitable objectives are set out in Note 4 to the Financial Statements and were £1,065,498 (2022: £957,794), reflecting some “catch up” to South Africa based project work following on from the covid pandemic, together with the expansion of our ‘in house’ programmatic work with refugees in the UK. This resulted in a net surplus of £20,586 (2022: deficit £69,908). As a result, the Charity's reserves at the end of the period were £1,014,732 (2022: £994,146) of which General Unrestricted Funds amounted to £269,326 (2022: £507,003). This includes £36,015 (2022: £47,059) of designated funds, that whilst being unrestricted, are ring-fenced by the Trustees for specific charitable purposes. Whilst General Unrestricted funds have dropped by 47% versus prior year, this is partly due to timing differences and the delayed receipt of one substantial donation into 2023-24. Using income generated in the period together with brought forward reserves, charitable expenditure was 92% (2022: 93%) of total expenditure, providing further essential investment in the Charity's high impact programmes in HIV/AIDS, healthcare, and trauma resilience in South Africa and the UK. ## **Structure, governance and management** The Charity is registered as a charitable company limited by guarantee and was set up by a Memorandum of Association on 22 January 2001 and is a Charity constituted under this Memorandum, registered Charity number, 1086159. The One to One Children's Fund strives to help some of the most vulnerable children in the world deal with disease, trauma and disability. The Trustees confirm that they have complied with the duty in Section 17(5) of the Charities Act 2011, to have due regard to the guidance issued by the Charity Commission on public benefit. - 2 - **THE ONE TO ONE CHILDREN’S FUND (A charitable company limited by guarantee)** ## **MANAGEMENT COMMITTEE'S REPORT (continued)** ## **FOR THE YEAR ENDED 31 March 2023** ## **Organisational structure and decision making** The Management Committee, who are also the Trustees and Directors for the purpose of company law and who served during the year, were: D S Altschuler Dr J Altschuler E Bell L J Gould ACA G Lubner R Mishcon MVA J M Penkin D Thompson M MacLeod OBE No Trustee had any beneficial interest in any contract with the Charity during the period. All of the Management Committee are members of the Charity and guarantee to contribute £1 in the event of a winding up. Trustees' liability insurance has been taken out to protect the Charity against losses arising from neglect or default of the Trustees. Under the Memorandum and Articles of Association, at the first Annual General Meeting all the Trustees shall retire from office and, at every subsequent Annual General Meeting, one third of the Trustees shall retire annually and be eligible for reappointment. Existing Trustees brief new Trustees on the Charity's aims and objectives. They are given a copy of the Memorandum and Articles of Association along with the latest Financial Statements, minutes of prior Trustees' meetings, and the Charity's risk register and governance framework. They are also given literature about the Charity and directed towards the Charity's website. In addition, they are sent a copy of the Charity Commission's guidelines for Trustees, which will help them to fulfil their role in line with Charity and company law. ## **Method of appointment or election of the Management Committee** The management of the Charity is the responsibility of the Management Committee who are elected or coopted under the terms of the Articles of Association. ## **Project Strategy** The Board of One to One Children's Fund includes a Programmes Committee which meets quarterly to review partnerships, programmes and lessons learned, as well as considering new delivery models and programme concepts. New concepts are reviewed against specific criteria to ensure they are in accordance with the charity's strategy and objectives and that the organisation is best placed to respond to the identified need and monitor delivery and impact effectively. The Committee also undertakes project risk management and monitors safeguarding. - 3 - ## **THE ONE TO ONE CHILDREN’S FUND (A charitable company limited by guarantee)** ## **MANAGEMENT COMMITTEE'S REPORT (continued)** ## **FOR THE YEAR ENDED 31 March 2023** ## **Grant making policies** The charity regularly reviews its project funding needs. All new funding proposals are reviewed by the Programme and Finance and Fundraising Committees and full Trustee Board to ensure that they meet with the charity's strategy and objectives. ## **Finance and Fundraising Strategy** The Board of One to One Children's Fund includes a Finance and Fundraising Committee, which meets quarterly to review management accounts, cash flow forecasts and fundraising strategy, as well as governance risk management and HR policies. ## **Executive staff and pay policy** The Executive Chairman, in conjunction with the Executive Director, lead a small team of staff, supported by two senior consultants, advising on programmes and finance / accounting. Staff remuneration is set by the Executive Chair and the Treasurer, aiming to be in line with salaries paid in comparable organisations taking into account experience required. Staff pay is revised annually, when deemed affordable for the Charity. ## **Investment policy** In accordance with the Memorandum and Articles of Association, the Trustees have the power to invest in such assets as they see fit. The Charity has a policy of keeping surplus liquid funds in short term deposits. This low risk investment policy provides the flexibility in making charitable grants and ensures the Charity has adequate funds to meet ongoing project commitments and administration costs in accordance with its reserves policy. ## **Activities for achieving objectives** During the year, the charity delivered programmes in South Africa and the UK. ## **Statement regarding relationship between One to One Children’s Fund and One to One Africa** One to One Africa Children's Fund NPC was incorporated in South Africa in 2014 as an independent, nonprofit company. One to One Children's Fund UK is its parent organisation. The core objective of the charity is the support of children and young people affected by trauma and to relieve the suffering, hardship and neglect they may be experiencing as a result. One to One Africa focuses on delivering localised, community-led interventions which fill the gaps in care to improve children's access to healthcare and support. One to One Africa receives funding from One to One Children’s Fund to deliver programmes which have been developed in partnership. The two organisations have a Memorandum of Understanding ratified by both Boards that outlines the nature of the partnership and reporting requirements. David Altschuler, Co-founder and Chair of One to One Children’s Fund, is the Chair of One to One Africa Children’s Fund NPC, whose Board also includes One to One Children’s Fund Trustees, Jenny Altschuler and Jonathan Penkin and One to One Children’s Fund Executive Director Catriona Fox. - 4 - **THE ONE TO ONE CHILDREN’S FUND (A charitable company limited by guarantee)** ## **MANAGEMENT COMMITTEE'S REPORT (continued) FOR THE YEAR ENDED 31 March 2023** ## **Risk management** The Management Committee has assessed the major risks to which the Charity is exposed, in particular those related to operations and finance, and is satisfied that systems and procedures are in place to mitigate exposure to the major risks. The Trustees have formalised their risk assessment and governance procedures to include a full review of the risk register, compiled by the Trustees and executive staff at least twice annually. The register is used as a management tool and risk management is part of all Trustee decisions. As a result, the financial health and operational effectiveness of the Charity is maintained in the best possible state. The Trustees delegate responsibility for day-to-day management of risks to the Executive Chair. The risk register identifies the following significant residual risks after controls and safeguards: - over-reliance on a small number of key donors - currency fluctuations and/or inflation creating resource shortfalls which may impact delivery of programmes - accountability gaps and communication issues between One to One Children’s Fund and One to One Africa In mitigation, we have a programme to broaden our financial support, and a currency management policy is in place to minimise the currency fluctuation risk. There are regularised meetings between UK and SA staff, UK Trustee representation on the SA Board, and a planned joint UK/SA Committee to be established to ensure accountability, shared mission, and process. ## **Objectives and Activities** The core objective of the charity is to provide care and support to children and young people affected by trauma and chronic illness, including families living with HIV, and to aspire to help each child reach their potential. One to One Children’s Fund’s vision is a world where every child has access to care and education to enable them to realise their potential, lead a fulfilling life and feel valued. The Charity’s Mission is to improve the well-being and life chances of children, young people and families affected by dislocation, poverty and chronic illness, such as HIV. It seeks to address core gaps in physical and mental healthcare by developing innovative peer leadership models in neglected and under-served communities, and using local knowledge to build the capacity of those best placed to respond. One to One Children's Fund focuses on delivering localised, community-led interventions. We identify and fill the gaps in care to improve children's access to healthcare and support and build models at grassroots level, which can, as they become established and impact proven, be adopted and replicated by governments, civil society organisations and local NGOs to ensure sustainability. We seek to transform short and long term outcomes for young people and build practical and effective pathways to ensure that the future for every participant is a positive one. One to One Children’s Fund aims to be a consistent beacon of good practice in our charitable missions to create delivery models that we can hand over for governments or local NGOs to scale up, embed, and develop and extend so it is ultimately sustainable. The Charity leverages local knowledge and lived experience and builds the capability of those best placed to respond to the needs of vulnerable children and their families in the community - health professionals, teachers, peer mentors and local civil society organisations. Our key focus currently is on children, - 5 - ## **THE ONE TO ONE CHILDREN’S FUND (A charitable company limited by guarantee)** ## **MANAGEMENT COMMITTEE'S REPORT (continued)** ## **FOR THE YEAR ENDED 31 March 2023** adolescents and families affected by HIV and associated trauma in South Africa and a programme in the UK working with refugees. Our key delivery partner in South Africa is One to One Africa Children’s Fund who are working side by side with us to develop models that are scalable and replicable. Our approach can be summarized as follows: We **INNOVATE** by identifying where crucial gaps exist to pilot new, evidence-based approaches to tackle the greatest risks facing children and young people. We **ESCALATE** successful programmes, using a strong evidence base to refine and expand holistic, costeffective interventions into new communities. We **GRADUATE** programmes by embedding proven models into local systems and integrating them into government structures or local civil society organisations. ## **Achievements and Performance** Each project is described more fully on the Charity's website at www.onetoonechildrensfund.org and a summary of the expenditure incurred on these projects is included in note 12 of the Financial Statements. ## **SOUTH AFRICA PROGRAMME** ## **Enable** The _Enable_ programme - our model for transforming community healthcare in Eastern Cape - trains local women to become Mentor Mothers. Operating in remote and rural areas where there is very limited healthcare, the Mentor Mothers form a trusted source of support to families and provide the most vulnerable expectant mothers and young children with door-to-door healthcare interventions from pregnancy until the child is 5 years old. The key to the _Enable_ model is that it brings healthcare out of the clinic and into last mile communities with our team of community-based Mentor Mothers providing proactive not reactive care. Enable has been in operation since 2016 and in the last year, we commenced Phase 3 of our Enable project which sees us deepen our impact and expand our reach. We now have a team of 40 Mentor Mothers (including nurse coordinators and supervisors) who delivered healthcare to 5,500 mothers and children living in 31 villages. We have taken on new villages in the last year, which according to the baseline data have considerably worse health outcomes than in the Enable area; demonstrating both the need and impact of our Enable programme. - As a snapshot of their achievements, in the last year, the Enable programme has been able to ensure that: - 58% of pregnant women are now attending their four antenatal appointments, 80% of underweight children are rehabilitated, and 89% of children are vaccinated - all crucial building blocks for improved health outcomes. - HIV rates continue to be high in the project area and HIV prevention continues to be a key plank to our work: 98% of pregnant women know their status, 91% of babies to pregnant women have received PCR testing, and 94% of pregnant women who are HIV+ are adhering to their ART – combined this has ensured HIV transmission from mother to child is down to almost 0%. Since 2016, just one baby has been born with HIV in our project area. - Poverty is deep-rooted in the communities in which the Mentor Mothers operate, as such the programme has ensured that 81% of children are registered to receive child support grants. With malnutrition becoming an increasing concern, _Enable_ is providing nutritional support to all families through partnerships with other agencies to deliver multiple micronutrient supplements for children between 1- 6 years; nutritional porridge for children between 2 - 16 years (3400 packs/month); weekly food parcels for extremely food insecure households; as well as food garden start up kits. - 6 - ## **THE ONE TO ONE CHILDREN’S FUND (A charitable company limited by guarantee)** ## **MANAGEMENT COMMITTEE'S REPORT (continued)** ## **FOR THE YEAR ENDED 31 March 2023** _Ayanda (26 years) was 4 months pregnant and newly diagnosed with HIV when she was visited by Nokwanda, a Mentor Mother during house-to-house registrations. Realizing that Ayanda was in denial and had not fully accepted her status, Nokwanda enrolled her into the Enable programme and provided ongoing counselling and support. Ayanda was initiated on ART treatment and has adhered to her treatment. In the 5th month of her pregnancy, Ayanda started having complications, the Mentor Mother referred her to Canzibe Hospital. On the 28th October 2022, Ayanda gave birth to two healthy baby boys. Both twins’ PCR tests at birth were negative._ ## _Deepening our impact_ As our roots have deepened and our learning has grown out of the Mentor Mother programme, we have been developing a more integrated approach. Improved health outcomes depend on multifactorial influences, and indeed, improved health is just one outcome towards improved life chances for children. In addition, In the last year, we have also launched our two new components of (i) early play learning (ii) mentor brothers and are developing the final component (iii) deepening our work with adolescents. - (i) Using the Mentor Mother methodology of getting out of a facility and going into the community to deliver an initiative, a team of 5 specifically-trained early play learning (EPL) Mentor Mothers have delivered literacy initiatives to 1,000 caregivers and their children. These caregivers are existing participants in the Enable programme. These activities are part of a broader 10-month EPL intervention that will cover toy-based structured play learning, book learning and responsive and positive parenting sessions to caregivers. The key plank of the intervention is the toy-based play learning, which is grounded in the research of Professor Lorraine Sherr of UCL who co-developed the curriculum with us. It is based on evidence that play is essential to positive development outcomes. The sessions are structured for graded learning and encourage caregivers and their children to integrate play into their daily routine at home. - (ii) 10 Champions for Change (Mentor Brothers) have been recruited and trained and over 500 men have been identified as project participants. The aim of this component is to empower men to challenge discrimination and inequality through the provision of safe spaces to discuss issues, increasing their positive involvement with their partners’ health, equipping them to be responsive parents and addressing gender-based violence. There has been thorough preparatory work with community leaders and the broader community to understand the issues, how to best engage men, and build understanding of the value of the project. The project will meet the men where they are in the community and facilitate community events. There has been considerable interest and engagement from men so far. - (iii) In 2022, 31% of pregnant mothers on the Enable programme were adolescents. In response, we plan to recruit and train 10 Peer Mentors to provide age and gender appropriate HIV and sexual reproductive health (SRH) information and referrals. The Peer Mentors will be trained in our Better Together curriculum, which has been delivered in Groote Schurr Hospital since 2018 and is proven to effectively educate and change behaviour around SRH and gender inequalities. The Peer Mentors will facilitate support groups in the community setting and will refer young people who require clinical HIV or SRH services or nutritional support. The Enable community nurse will deliver weekly clinics. The Peer Mentors will be managed by a social worker who can take on cases, as appropriate. Activities will commence in the next Quarter. ## _Working with government to adopt the Enable model_ Over the last year, we have been able to make considerable progress towards our strategic goal to expand the Enable model through government adoption. The provincial government has demonstrated a commitment to adopt the _One to One_ methodology for the delivery of community child and maternal healthcare. We have invested resource to build our relationship with key, relevant government stakeholders in the Eastern Cape. The South African government has been trying to implement a country-wide ward based primary healthcare outreach team (WBPHCOT) strategy, using master trainers to train CHW trainers and mentors. It's been slow to implement and they have been struggling. With our strong relations with - 7 - ## **THE ONE TO ONE CHILDREN’S FUND (A charitable company limited by guarantee)** ## **MANAGEMENT COMMITTEE'S REPORT (continued)** ## **FOR THE YEAR ENDED 31 March 2023** provincial government, One to One has been able to position itself to provide the solution. In February, _One to One_ made a presentation at a provincial meeting for WBPHCOT team managers. The meeting resolved that _One to One's_ work must be scaled up to cover the whole province. The immediate actions agreed were (1) an Impact Assessment be conducted on the work with the current 8 facilities where _One to One_ is delivering training and support (2) alignment of the _One to One_ training methodology with the community component of the Integrated Management of Childhood Illnesses Training methodology. Crucially, key Managers were identified in the meeting to work on developing the scale up. The next step will be to roll out Enable training to all health facilities in Nyandeni, prioritising the five Wards identified for anti-poverty alleviation, and then the whole Eastern Cape. The plan is for _One to One_ to train 50 government master trainers in the Eastern Cape who will then cascade the training down to the community health workers (CHWs). We have a team of experienced Mentor Mothers who have been trained to deliver the bulk of the training alongside our programme team and a newly recruited qualified nurse. In order to ensure quality assurance, _One to One_ will also train the clinic facility managers and operation managers, and will provide follow up technical support and visits. ## **Better Together** The Better Together programme, created by Groote Schuur Hospital (GSH) in partnership with _One to One_ , is one of the first to identify the advantages of bringing together young people who live with HIV and other chronic health conditions, especially when it comes to overcoming the sense of isolation and stigma. Better Together trains peer mentors under clinical supervision to provide peer support to young people living with HIV and other chronic illnesses at Groote Schuur Hospital in Cape Town. _One to One_ is working with Groote Schuur hospital to hone this approach, creating a new model of peer-led support groups that help young people cope with their illness on a physical, psychological and social level. After significant disruption to activities in our Better Together Programme due to COVID-19, the full range of activities have resumed over the last year. In the last year, 10 Peer Mentors have delivered sessions to 138 young people through weekly groups and individual counselling. The sessions have become increasingly varied and innovative. Groups now often start with an activity - a karate group or hip-hop dance class have proved particularly popular. These activity-focused sessions often lead to meaningful discussions after the activity is complete. The project has also seen increasing input from the group participants with the young people suggesting their own topics for sessions. All groups continue to be co-facilitated by a psychologist to provide appropriate support and take up issues individually. Even with the return of face-to-face meetings the WhatsApp and Facebook groups continue, and the Peer Mentors also provide support telephonically. A child experiencing chronic illness impacts the whole family and Better Together also provides parent support groups in waiting rooms and specific support for at-risk families. Economic difficulties faced by the young people have impacted the project with young people, and their parents, struggling to afford transport to get to the hospital. They are cut off from the project and its benefits, often at a time when they need the psychological support the most. As we go forwards we will build some transport costs into the project. There has also been increased demand from young people living with HIV who are in need of peer and mental health support. In order to understand the impact of Better Together, we have commissioned research to explore the impact of the intervention on adolescents’ resilience, internalised stigma, adherence behaviour and mental wellbeing have been conducted. Our goal is to expand the impact and reach of Better Together. We have developed a toolkit for replication and this has been shared with organisations in Malawi, Zambia and South Africa and presented at the PATA Summit attended by healthcare workers in 26 sub-Saharan African countries. Technology is key to the scale up of Better Together and a mobile health app has been developed to aid recruitment, capture - 8 - **THE ONE TO ONE CHILDREN’S FUND (A charitable company limited by guarantee)** ## **MANAGEMENT COMMITTEE'S REPORT (continued)** ## **FOR THE YEAR ENDED 31 March 2023** real time data, increase understanding of impact to improve project delivery, and be an information-sharing resource. ## **UK PROGRAMME** ## **Future Leaders** The Future Leaders Programme is a leadership course specifically for refugees and asylum seekers aged between 18 and 27. We work towards empowering these young people, who have sought sanctuary in the UK, to reach their full potential and contribute positively to their communities. Online workshops, and one-toone mentoring led by inspirational leaders from across the UK help the participants develop a range of new skills and a supportive network, empowering them to support others in their own community. Towards the end of the programme, each participant is teamed up with an experienced professional who will be their coach to take them through a coaching programme run by our partner organisation, CIRCL. Following successful completion of the Future Leaders Course, graduates become a part of a dynamic and diverse network of leaders spread across the UK. This year, we conducted two leadership cohorts with 30 participants along with various alumni events. 45% of participants were male and 55% were female with an average age of 23 years from 18 different nationalities. We had over 95% attendance rate. Our programme, comprising nine expert-led modules, covers topics including employability skills, creative writing, confidence-building and communication. Our objective is to unlock and develop each participant’s potential. Along with the workshops, students undertake readings and assignments and receive a Certificate in Professional Learning through the CIRCL coaching programme. We received almost 150 applications from young people supported by 37 referral organisations from 43 towns and cities across UK. We incorporate lived experience into our approach by recruiting alumni as interns who assist in managing the programme and contribute insights for our direction and strategy. - 100% of our graduates feel more confident and empowered in navigating life in the UK since completing the Future Leaders programme and 100% feel more able to contribute positively to their community. - Over 70% feel they have a clear plan for the next two years of life since completing the programme. - • 100% of graduates would recommend the Future Leaders Programme to others. In the coming year, we will conduct four cohorts and aspire to leverage the experiences of our alumni by building the network and alumni events. ## **Joint Refugee Action Network.** Established in 2020, JRAN is an online community supported by One to One, of over 150 organisations aiding displaced people in the UK. Its free membership offers updates, research, and event details to any organisation interested in refugee support. In the last year, JRAN has continued and deepened its activities to further its aims to i) create and develop a community of organisations and individuals within the refugee sector ii) share knowledge, skills and connections, iii) mobilise, strengthen and take joint action to bring about positive change in refugee-related policy and service delivery through shared values. JRAN further expanded its nationwide connections across the refugee sector to include educational institutions, health services, and volunteer groups. Its extensive experience uniquely enables JRAN to unite frontline organisations in providing direct, systemic solutions to refugee challenges. To identify sector needs and strategic gaps, JRAN maintains email communication with its members, event attendees, and Roundtable Forum participants. Previous forum findings, field experiences, and ongoing relationships with key aid-providing organisations indicate a persistent need for emotional wellbeing support for refugees, families, and trauma victims. In response, JRAN held a series of forums focusing on the emotional wellbeing challenges encountered by displaced people in the UK, and the accessibility of relevant services. One forum report insight emphasised the need to initiate mental health support earlier, given that achieving refugee status in the desired country - 9 - ## **THE ONE TO ONE CHILDREN’S FUND (A charitable company limited by guarantee)** ## **MANAGEMENT COMMITTEE'S REPORT (continued)** ## **FOR THE YEAR ENDED 31 March 2023** can take over a decade. In response to this, JRAN maintains an online directory of member organisations offering crucial support to new arrivals in the UK. ## **Going Concern** One to One Children's Fund remains well placed to manage the operational and financial risks it faces. As noted above, despite a difficult fundraising environment, the Charity still managed to increase income by more than 20% this year. As at 31 March 2023 the Charity had reserves in excess of £1m at £1,014,732, (2022: £994,146). This, together with the continued support and commitment of our major funders have given the Trustees substantial confidence in the Charity’s ability to continue operating into the foreseeable future. Further, the Trustees have prepared detailed monthly projections, and undertaken sensitivity analysis to demonstrate that the Charity will be able to deal with reasonable downside scenarios. It is on this basis therefore that the Trustees remain confident over the Charity’s ability to continue as a Going Concern. ## **Reserves policy** The Trustees have adopted a policy that, where possible, a general fund cash reserve covering 3 months running costs of the Charity will be maintained. Three months regular running costs (being staff and ongoing support costs) for this year amounted to just over £177,000. The unrestricted reserves at 31 March 2023 (excluding designated funds and fixed assets) were £188,917. This adequately covers the Charity's reserves policy criteria and provides a cushion for seasonal cash flow fluctuations that impact the organisation from time to time, plus the uncertainty that the charity may now face as a result of unforeseen circumstances, such as the ongoing market impact of the war in Ukraine. ## **Looking forward** One to One has a three-year strategy 2020 – 2023 to: 1) deepen and expand our existing programmes – Enable, Bright Start and Better Together - in South Africa and 2) build the sustainability of the work by (i) strengthening One to One Africa in its organisation, fundraising and governance capability and (ii) building our relationships with relevant government systems and organisations that will assist with scale-up. This strategy is reconfirmed but there is a particular focus on building the sustainability of One to One Africa over the next three years with a view to moving the locus of decision-making to South Africa. There is now a stated goal to support One to One Africa to become a sustainable and self-reliant organisation through: 1) Active and successful fundraising; raising 70% of funds directly 2) Impactful child and maternal health projects, partnered with government, with results disseminated and recognised by key stakeholders 3) Appropriately-trained and motivated staff team with adequately resourced head office and projects 4) Good governance and strong process to assure accountability. One to One Children’s Fund will support One to One Africa to build capacity over the next three years and during this transition time will continue to provide strategic and programmatic guidance, financial oversight and fundraising income and networks. All work supported in this financial year was in line with this strategy and in the coming year we will monitor progress against our strategic goals. - 10 - ## **THE ONE TO ONE CHILDREN’S FUND** ## **(A charitable company limited by guarantee)** ## **MANAGEMENT COMMITTEE'S REPORT (continued) FOR THE YEAR ENDED 31 March 2023** ## **Management Committee Responsibilities Statement** The Management Committee (who are also directors of The One To One Children's Fund for the purposes of company law) are responsible for preparing the Management Committee's report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice) including FRS 102. The Financial Reporting Standard applicable in the UK and Republic of Ireland. - 11 - THE ONE TO ONE CHILDREN'S FUND A eh•rh•bl• com Ilmlt•d b uarnnl•• MANAGEMENT COMMrrTEE'8 REPORT l¢onllnu•d) FOR The YEAR ENDED 31 March 2023 Company requires the Man8g•m6nl Committee to prepare financial ststements for each finaneAal yoar. Under c¢)mpany law th8 Management Committee mu8t not approva the financ1818tatements, unless they aro satiSf￿d that they gNe a true and falr of the stata of affairs of the chaistabte company and of the incthning resour￿8 and appIl￿tion of re8wm8. Includlng the incomé and expendiiurtr ofthe charitsbie comparry forthal pericyj. In preparing the8e fin?ncial stalomonts. the Managoment Committee aro roquir•d to.. 8elgCt 8Uitabkry acayjntlng polKI88 ond thèn appty theAn con8Wntry; ¢)b8erve the method8 and pMndple8 In the cha￿1188 SORP,. make judgments and acc￿nting e#lmat88 that are reooonable and pnjdent.. 8tate whether appli￿blo UK Ac¢tyJnling Standards have been follNed. 8uWect to any m8tots1 d8parture• dWo8od and explaino(l in th• finondal $tstements; pr6parn tho finon¢i81 slatemont8 on th¢ golng conc4m b88h unleu rfé 18 inapprcprlate to pr•8uTh that th• charltsble ccthpany wlll conUnue In oper8tlon. Tho Managgment Committe• are re8pon•ibh for kwing ad￿U8￿ acc4wnting rwd8 that are suff￿nt to sh¢x and eyplain the chadtablè compa￿8 tran8Ktions 8nd di￿ with rgacfflable 8c£uracy. at ary financial positi'on of the choritable crynpany. and en8bk8 them to ensuro that the finandal Stalen￿ wrth the Companiw 2008. Th•y are al80 re8ponsib￿ for 8of•2uording the 08wts of tho choritable comFery and honce for tsknng reasonab￿ 8teps for the prevenfjon and detection of fraud and other lrrtyukqr1t￿. The Manwont Commrit•& 8re r68pon•ibl8 fof the malntenance 8nd Intsgrity d th• ano finan￿1 info￿nat￿ induded on the tharitsbla wnpany's Webs￿8. Legislalion in the United Kirykni govemirYJ preparation and di88emin8tion of financkql etatemonts may differ from legthtion in cAherjuriBdKaK)rn. Dl•clwr• of InfcKmthn to Audltor• confim)ed that the Charitab￿ company'$ 8udttors are unaware. and that The Management Committee have laken all th• sty to tr￿an 88 The Managemant Committee in order to be 8ware of any rethant audit infcfftAkn ejslablsh that the charilable companys auditor8 are ￿[8 of that Infomwtion. Ihe ManwJwwit Commlttee, on 26 Sepknber2(r23 and b•W ty. D S Alt•ehul•r 12- ## **THE ONE TO ONE CHILDREN’S FUND (A charitable company limited by guarantee)** ## **INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF THE ONE TO ONE CHILDREN'S FUND** ## **OPINION** We have audited the financial statements of The One to One Children’s Fund (the 'Fund') for the year ended 31 March 2023 set out on pages 16 to 31. The financial reporting framework that has been applied in their preparation is applicable law and United Kingdom Accounting Standards, including Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' (United Kingdom Generally Accepted Accounting Practice). In our opinion the financial statements: - give a true and fair view of the state of the charitable company's affairs as at 31 March 2023 and of its incoming resources and application of resources, including its income and expenditure for the year then ended; - have been properly prepared in accordance with United Kingdom Generally Accepted Accounting Practice; and - have been prepared in accordance with the requirements of the Charities Act 2011. ## **BASIS FOR OPINION** We conducted our audit in accordance with International Standards on Auditing (UK) (ISAs (UK)) and applicable law. Our responsibilities under those standards are further described in the Auditors' responsibilities for the audit of the financial statements section of our report. We are independent of the charitable company in accordance with the ethical requirements that are relevant to our audit of the financial statements in the United Kingdom, including the Financial Reporting Council's Ethical Standard, and we have fulfilled our other ethical responsibilities in accordance with these requirements. We believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis for our opinion. ## **CONCLUSIONS RELATING TO GOING CONCERN** We have nothing to report in respect of the following matters in relation to which the ISAs (UK) require us to report to you where: - The Management Committee use of the going concern basis of accounting in the preparation of the financial statements is not appropriate; or - The Management Committee have not disclosed in the financial statements any identified material uncertainties that may cast significant doubt about the charitable company's ability to continue to adopt the going concern basis of accounting for a period of at least twelve months from the date when the financial statements are authorised for issue. ## **OTHER INFORMATION** The Management Committee are responsible for the other information. The other information comprises the information included in the Annual report, other than the financial statements and our Auditors' report thereon. Our opinion on the financial statements does not cover the other information and we do not express any form of assurance conclusion thereon. In connection with our audit of the financial statements, our responsibility is to read the other information and, in doing so, consider whether the other information is materially inconsistent with the financial statements or our knowledge obtained in the audit or otherwise appears to be materially misstated. If we identify such material inconsistencies or apparent material misstatements, we are required to determine whether there is a material misstatement in the financial statements or a material misstatement of the other information. If, based on the work we have performed, we conclude that there is a material misstatement of this other information, we are required to report that fact. - 13 - **THE ONE TO ONE CHILDREN’S FUND (A charitable company limited by guarantee)** ## **INDEPENDENT AUDITORS' REPORT TO THE MEMBERS OF THE ONE TO ONE CHILDREN'S FUND** We have nothing to report in this regard. ## **MATTERS ON WHICH WE ARE REQUIRED TO REPORT BY EXCEPTION** We have nothing to report in respect of the following matters where the Charities (Accounts and Reports) Regulations 2008 requires us to report to you if, in our opinion: - the information given in The Management Committee report is inconsistent in any material respect with the financial statements; or - sufficient accounting records have not been kept; or - the financial statements are not in agreement with the accounting records and returns; or - we have not received all the information and explanations we require for our audit. ## **RESPONSIBILITIES OF TRUSTEES** As explained more fully in The Management Committee responsibilities statement, The Management Committee (who are also the directors of the charitable Fund for the purposes of company law) are responsible for the preparation of the financial statements and for being satisfied that they give a true and fair view, and for such internal control as The Management Committee determine is necessary to enable the preparation of financial statements that are free from material misstatement, whether due to fraud or error. In preparing the financial statements, The Management Committee are responsible for assessing the charitable company's ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless The Management Committee either intend to liquidate the charitable company or to cease operations, or have no realistic alternative but to do so. ## **AUDITORS' RESPONSIBILITIES FOR THE AUDIT OF THE FINANCIAL STATEMENTS** We have been appointed as auditor under section 144 of the Charities Act 2011 and report in accordance with the Act and relevant regulations made or having effect thereunder. Our objectives are to obtain reasonable assurance about whether the financial statements as a whole are free from material misstatement, whether due to fraud or error, and to issue an Auditors' report that includes our opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with ISAs (UK) will always detect a material misstatement when it exists. Misstatements can arise from fraud or error and are considered material if, individually or in the aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements. A further description of our responsibilities for the audit of the financial statements is located on the Financial Reporting Council's website at: www.frc.org.uk/auditorsresponsibilities. This description forms part of our Auditors' report. ## **EXPLANATION AS TO WHAT EXTENT THE AUDIT WAS CONSIDERED CAPABLE OF DETECTING IRREGULARITIES, INCLUDING FRAUD** The objectives of our audit are to identify and assess the risks of material misstatement of the financial statements due to fraud or error; to obtain sufficient appropriate audit evidence regarding the assessed risks of material misstatement due to fraud or error; and to respond appropriately to those risks. Owing to the inherent limitations of an audit, there is an unavoidable risk that material misstatements in the financial - 14 - THE ONE TO ONE CHILDREN'S FUND IA charltable company limhed by guarantee) INDEPENDENT AUDITORS. REPORTTO THE MEMBERS OF THE ONE TO ONE CHILDREN'S FUND slalemenls may not be detected, even though the audrf( is properly planned and performed in accordance with the ISAS IUKI. In identifying and assessing risks of material misslalemenl in respect of Irregularille$. including fr￿L￿ and non-compliance with laws and regulations, our procedures included the followlng". We obtained an underslandlng of the legal 8nd regulatory frameworks applicable lo the Company and the industry in which il operates. We delemined that the following laws and regu18tions were most significant.. FRS 102 and the Companie8 Act 2006. We obtained an under$landing ol how the Company is complying wf(h Ih08e legal and regulatory frameworks by making enquiries of management, We challenged assumptions and judgments made by management In Ils significant accounllng estimates. We dkl not Identlfy any key audit matters rèlating lo irre9ularrt468, In¢luding fraud. USE OF OUR REPORT This report is made solely lo tha charitable company's trustees. a5 a body, in accordanc8 with Part 4 of the Charlli88 (Accounts and Report81 Regulations 2008. Our audit work has been undertaken so that we might slate lo the charitable company's trustees those matters we are required to 8lale lo them in an Auditors, report and for no olhgr purpose. To the fullest gxtenl permilled by law, wo tjo not accept or assume re5ponsibillly lo anyone other than the charitable company and itts Iruslegs. as a body, for our audlt work, for this report, or ft)r the opinion8 we have formed. Harrls & Trotter LLP Chartered Account8n18 Registered Auditr)rs 101 New Cavendish Street 1 It Flooi SoLth London W1W6XH Dale.. 26 September 2023 Harris & Trotter LLP arg gligible to act as auditors in terms of section 1212 of th• CompanS08 Act 2006. 15 ## **THE ONE TO ONE CHILDREN’S FUND (A charitable company limited by guarantee)** ## **STATEMENT OF FINANCIAL ACTIVITIES INCORPORATING INCOME AND EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 March 2023** |**Statement of Financial Activities**

**Income:**
Donations
Charitable activities
**Total incoming resources**
**Expenditure:**
**Costs of Raising Funds:**
Fundraising costs
**Expenditure on Charitable Activities:**
Total Charitable Activities
**Total expenditure**
**Net income / (expenditure) and**
**Net Movement in Funds for the year**
**Reconciliation of Funds**
Total Funds brought forward
**Total Funds carried forward**
|**Year ended 31 March 2023**
_Year ended_
_31 March_
**Unrestricted**
**Restricted**
**2023**
_2022_
**Fund**
**Fund**
**Totals**
_Totals_
Notes
**£**
**£**
**£**
_£_
2
199,230
301,879
**501,109**
439,267
3
15,000
662,500
**677,500**
518,167
**_________**
**________**
**________**
________
214,230
964,379
**1,178,609**
957,434
_________
________
________
________
4
92,310
215
**92,525**
69,548
_________
________
________
________
4
359,597
705,901
**1,065,498**
957,794
_________
________
________
________
4
451,907
706,116
**1,158,023**
1,027,342
_________
________
________
________
**(237,677)**
**258,263**
**20,586**
(69,908)
**507,003**
**487,143**
994,146
1,064,054
_________
________
________
________
10-12
**269,326**
**745,406**
**1,014,732**
994,146
_________
________
________
________| |---|---| All income and expenditure derive from continuing activities. There were no other recognised gains or losses other than those stated above. Movements in funds are disclosed in Notes 10 to 12 to the financial statements. The notes on pages 20 to 31 form part of these financial statements. - 16 - ## **THE ONE TO ONE CHILDREN’S FUND (A charitable company limited by guarantee)** ## **BALANCE SHEET AS AT 31 March 2023** |**Fixed Assets:**
Tangible Fixed Assets
**Current assets:**
Debtors
Cash at bank and in hand
**Liabilities**:
Creditors falling due within one year
**Net current assets**
**Net Assets**
**Funds**:
Unrestricted funds
Designated funds
Restricted funds|**At 31 March**
At 31 March
**2023**
2022
Notes
**£**
£
6
**44,394**
30,520
7
**26,628**
414,336
**1,001,079**
616,500
**_______**
_______
**1,027,707**
1,030,836
8
**(57,369)**
(67,210)
**_______**
_______
**970,338**
963,626
**_______**
_______
13
**1,014,732**
994,146
**_______**
_______
10
**233,311**
459,944
10, 11
**36,015**
47,059
10, 12
**745,406**
487,143
**_______**
_______
**1,014,732**
994,146
**_______**
**_______**| |---|---| - 17 - THE ONE TO ONE CHILDREN'S FUND {A eh•rttabl• comp*ny Ilmlt•d ty gu•rnnt••) BALANCE SHEET (contlnu•dl A8 AT 31 M•r¢h 2023 The Managemènl Commlttea (who 8r¢ 81•0 the Tru8téa8 and Dlrector8) con8Kler that the Chaiitabl• com￿nY i• antillad to ox•mptlon from tho roquiromant to have an 8udit undor the provi8h)n• of ￿Ct10Th 477 of the Companies Act 20C61"tho Art) relating to •m411 ia)mponle•. H(ywevor, an audit twn eArri8d out nder ￿¢tIOn 44 of the Charitie8 A£t 2011. No m8mb8r8 01 the Man8gem8nt Commhteo hov• r•quIr￿1 the Charltsblg c￿￿pary to obtAln an audit ol its a¢¢ounts for tho year In quo81ton In 8Ctordanc• wlth eadion 476 01 the Comp8ni•s kt 2￿. Th• Man•gem•nl Commltt•o ad(nowledsp rnipon•lbllitl•• lor comptylng wlth tho requlrem•nts ol the Act w￿h rnspoct to ¥c￿Unts.ng record8 and th• pr6p8r•llon ol flnancigl •tOtements. Tho fin8nGlal 8talements have t•8n prepared in occordanc4 wlth th• pfovkgions opplk•bkn to r￿MPon1•S •ubJect to thé •mall c¢)mpanlo• r•glm6 Th• fin•ncl•l •tat•m•nt• W•rn Approv•d and •uthorl••d lor IMu• th• M4n•gThnt C**Unrestricted**
**Fund**
**Restricted**
**Fund**
**£**
**£**
Donations (incl Events)
**199,230**
**301,879**
**________**
**________**
Total 2022
331,868
107,399

|_Year ended_
**Total**
**Funds**
_31 March_
_2022_
**£**
_£_
**501,109**
439,267
**________**
**________**
439,267
| |---|---| ## **3. Income from Charitable Activities** |**Year ended 31 March 2023**
**Unrestricted**
**Fund**
**Restricted**
**Fund**
**£**
**£**
Institutional Donors
**15,000**
**662,500**
**________**
**________**

Total 2022
15,000
503,167
**________**
**________**|_Year ended_
**Total**
**Funds**
_31 March_
_2022_
**£**
_£_
**677,500**
518,167
**________**
________
518,167
**________**| |---|---| - 23 - ## **THE ONE TO ONE CHILDREN’S FUND (A charitable company limited by guarantee)** ## **NOTES TO THE FINANCIAL STATEMENTS (continued) FOR THE YEAR ENDED 31 March 2023** ## **4. Analysis of total expenditure** |**Expenditure**
**Costs of raising funds:**
Event costs
Fundraising & publicity
**Charitable activities:**
Project Funding
Governance costs:
Foreign exchange (gains) /
losses
**Total Charitable activities**
**Total expenditure 2023**
Total expenditure 2022|**Year ended 31**|**March 2023**
**Project**
**Activity**
**Grants**
**Payable**
**Staff**
**Costs**
**£**
**£**
-
-
-
47,351
**________**
**________**
**-**
**47,351**
19,325
497,126
-
-
-
-
**________**
**________**
**19,325**
**497,126**
**19,325**
**544,477**
**________ ________**
143,042
475,261

|**Support**
**Costs**
**£**
-
-
**________**
**-**
116,460
11,278
41,226
**________**
**168,964**
**168,964**
**________**
101,350
|_Year ended 31_
_March 2022_
**Total**
**Costs**
_Total_
_Costs_
**£**
_£_
**24,609**
1,732
**67,916**
67,816
**________**
________
**92,525**
69,548
**1,012,994**
959,990
**11,278**
7,446
**41,226**
(9,642)
**________**
________
**1,065,498**
957,794
**1,158,023**
1,027,342
**________**
________
1,027,342
|_Year ended 31_
_March 2022_
**Total**
**Costs**
_Total_
_Costs_
**£**
_£_
**24,609**
1,732
**67,916**
67,816
**________**
________
**92,525**
69,548
**1,012,994**
959,990
**11,278**
7,446
**41,226**
(9,642)
**________**
________
**1,065,498**
957,794
**1,158,023**
1,027,342
**________**
________
1,027,342
| |---|---|---|---|---|---| ||**Activities**
**Undertaken**
**Directly**
**£**
24,609
20,565
**________**
**45,174**
380,083
-
-
**________**
**380,083**
**425,257**
**________**
307,689
|**Project**
**Activity**
**Grants**
**Payable**
**£**
-
-
**________**
**-**
19,325
-
-
**________**
**19,325**
**19,325**
**________**
143,042
|||| ||||||________
69,548
959,990
7,446
(9,642)| ||||||________
957,794
1,027,342
________| ||**Year ended**|_Year ended_| |---|---|---| ||**31 March 2023**|_31 March 2022_| ||**£**|_£_| |**Project activity grants payable included grants approved**||| |**in the year as follows:**||| |Project activity funding to institutions|**19,325**|143,042| ||**_________**|_________| |**Governance costs**||| |Auditor’s fees|**7,571**|7,160| |Management consultancy|**3,707**|286| ||**_________**|_________| ||**11,278**|7,446| ||**_________**|_________| - 24 - ## **THE ONE TO ONE CHILDREN’S FUND (A charitable company limited by guarantee)** ## **NOTES TO THE FINANCIAL STATEMENTS (continued) FOR THE YEAR ENDED 31 March 2023** ## **4. Analysis of total expenditure (continued)** ||**Year ended**|_Year ended_| |---|---|---| ||**31 March 2023**|_31 March 2022_| |**Support Costs**||| |Space and Office Costs|**18,561**|17,894| |Management and Personnel Costs|**2,681**|3,045| |IT Costs|**2,833**|2,341| |S Africa office related costs (excl salaries)|**76,847**|63,783| |Other support costs|**15,537**|16,484| ||_________|_________| |**Regular Support Costs**|**116,459**|103,546| |Foreign exchange (gains) / losses *|**41,226**|(9,642)| |Governance Costs|**11,278**|7,446| ||_________|_________| |**Total Support Costs**|**168,964**|101,350| ||**_________**|**_________**| ***** The Charity buys South African Rand to ensure it can meet its commitments in that currency. Failure to buy Rand risks the Charity having insufficient funds to meet its obligations in South Africa. Having bought Rand, Sterling strengthened, such that the Charity made an exchange loss as at 31 March 2023 (gain at 31 March 2022). |**5.**|
**Trustees and employees**||| |---|---|---|---| ||**Staff costs**:||_Year ended_| |||**Year ended 31**|_31 March_| |||**March 2023**|_2022_| |||**£**|_£_| ||Salaries|**342,062**|274,955| ||Social security costs|**11,091**|3,554| ||Pension scheme contributions|**269**|512| ||Consultant, temporary and agency staff|**191,055**|196,240| |||**__________**|__________| |||**544,477**|475,261| |||**__________**|__________| |The average number of persons employed / contracted||**Number**|Number| |during the year was:|||| ||UK|**3**|4| ||S Africa|**58**|44| |||**__________**|__________| |||**61**|48| |||**__________**|**__________**| - 25 - ## **THE ONE TO ONE CHILDREN’S FUND (A charitable company limited by guarantee)** ## **NOTES TO THE FINANCIAL STATEMENTS (continued) FOR THE YEAR ENDED 31 March 2023** The Trustees and persons connected with them have not received or obtained any remuneration or other financial benefits for the period, either directly or indirectly from The One to One Children’s Fund (this including no reimbursement of expenses / travel expenses in either this financial year nor the prior year). The Charity considers its key management personnel to now comprise the Trustees, the Executive Chair, Deputy Executive Director, South Africa Country Director. The total contracted payments of the key management personnel were £113,881 (2022: £121,037). No employees had employee benefits above £60,000 (2022: none). ## **6. Tangible fixed assets** |
**Tangible fixed assets**|||| |---|---|---|---| ||**Motor**|**Computers**|**Total**| ||**Vehicles**||| ||**£**|**£**|**£**| |**Cost**|||| |Balance at 1 April 2022|51,963|2,853|**54,816**| |Additions|35,558|-|**35,558**| |Disposals|(27,863)|(2,682)|**(30,545)**| |Assets written off|||| |Foreign exchange differences|(6,413)|(171)|**(6,584)**| ||______|______|**______**| |Balance at 31 March 2023|53,245|-|**53,245**| ||______|______|**______**| |**Accumulated depreciation**|||| |Balance at 1 April 2022|21,443|2,853|**24,296**| |Charge for period|10,236|-|**10,236**| |Disposals|(20,824)|(2,663)|**(23,487)**| |Assets written off|||| |Foreign exchange differences|(2,004)|(190)|**(2,194)**| ||______|______|**______**| |Balance at 31 March 2023|8,851|-|**8,851**| ||______|______|**______**| |**Net book value at 31 March 2023**|44,394|-|**44,394**| ||______|______|**______**| |Net book value at 31 March 2022|30,520|-|**30,520**| ||______|______|**______**| |**7.**
**Debtors**
**At**
Trade Debtors
Accrued income
Prepayments
|**31 March**
**2023**
_At 31 March_
_2022_
**£**
_£_
**-**
203,878
**17,009**
185,289
**9,619**
25,169
________
________
**26,628**
414,336
**_______**
________| |---|---| - 26 - ## **THE ONE TO ONE CHILDREN’S FUND (A charitable company limited by guarantee)** ## **NOTES TO THE FINANCIAL STATEMENTS (continued) FOR THE YEAR ENDED 31 March 2023** |**8.**|
**Creditors**||| |---|---|---|---| ||**amounts falling due within one year**|**At 31 March**|_At 31 March_| |||**2023**|_2022_| |||**£**|_£_| ||Trade Creditors|**27,249**|32,344| ||Taxation and social security|**-**|-| ||Accruals and Other Creditors|**30,120**|34,866| |||__________|__________| |||**57,369**|67,210| |||__________|__________| |**9.**|**Operating Lease Commitments**||| |---|---|---|---| |||**Land & Buildings**|| |||**At 31 March**|At 31 March| |||**2023**|2022| |||**£**|_£_| |**Expiry**|**Date:**||| |Within 1 year||**19,022**|17,136| |Within 2 and 5 years||**8,487**|7,140| |||__________|__________| |||**27,509**|24,276| |||__________|__________| Operating lease charges totalling £20,096 (2022: £20,354) were expensed during the period in both the UK and South Africa. - 27 - ## **THE ONE TO ONE CHILDREN’S FUND (A charitable company limited by guarantee)** ## **NOTES TO THE FINANCIAL STATEMENTS (continued) FOR THE YEAR ENDED 31 March 2023** ## **10. Statement of Funds** ||Balance at|Incoming|(Outgoing)||**Balance at**|| |---|---|---|---|---|---|---| ||1 April 2022|Resources|Resources|Transfers|**31 March**|| ||||||**2023**|| ||£|£|£|£|**£**|| |Unrestricted Funds|459,944|214,230|(405,863)|(35,000)|**233,311**|| |Designated Funds|47,059|-|(46,044)|35,000|**36,015**|| |Restricted Funds|487,143|964,379|(706,116)|-|**745,406**|| ||_________|_________|_________|_________|_________|| |Total|994,146|1,178,609|(1,158,023)|-|**1,014,732**|| ||_________|_________|_________|_________|_________|| |The Unrestricted Income|Funds are classified as follows:|||**At 31 March**|_At 31_|_March_| |||||**2023**||_2022_| |||||**£**||_£_| |Unrestricted Funds||||**233,311**|459,944|| |Designated Funds||||**36,015**|47,059|| |||||_______|_______|| |Total||||**269,326**|507,003|| |||||_______|_______|| ## **11. Designated Funds** Designated funds are those unrestricted funds that have been ‘ring-fenced’ by the Charity – in cases where there is a commitment to spend charitable funds, without first securing restricted income to fund this spend. ||Balance at|
Incoming|Eligible|Project activity|**Balance at**| |---|---|---|---|---|---| ||1 April 2022|Resources|Transfers|paid & payable|**31 March**| ||||||**2023**| ||£|£|£|£|**£**| |Innovation fund – UK|39,324|-|-|(39,324)|**-**| |Innovation fund – South Africa|7,735|-|-|(6,720)|**1,015**| |iThemba Fund for Enable Mobile Clinic|-|-|35,000|-|**35,000**| ||_________|_________|_________|_________|**_________**| |**Total**|47,059|**-**|**35,000**|**(46,044)**|**36,015**| ||_________|_________|_________|_________|_________| - 28 - ## **THE ONE TO ONE CHILDREN’S FUND (A charitable company limited by guarantee)** ## **NOTES TO THE FINANCIAL STATEMENTS (continued) FOR THE YEAR ENDED 31 March 2023** ## **12. Restricted Funds** Restricted funds are accounted for in accordance with the particular terms of trust arising from the wishes of donors in so far as these are intended to be binding on the Trustees. Where any such wishes are not intended to be legally binding, they are taken into account and recognised in appropriate alternative funds, as indicated as transfers in the table below. |||Balance at|Incoming|Eligible|Project activity|**Balance at**| |---|---|---|---|---|---|---| |||1 April 2022|Resources|Transfers|paid & payable|**31 March**| |||||||**2023**| |||£|£|£|£|**£**| |Enable, South Africa||326,165|726,871|(114,230)|(558,143)|380,663| |Better Together, South Africa||2,126|150,408|-|(52,169)|100,365| |Bright Start, South Africa||1,212|-|-|(149)|1,063| |South Africa Fund||85,453|50,000|114,230|(47,547)|202,136| |One London, UK||70,232|30,100|-|(41,857)|58,475| |Other||1,955|7,000|-|(6,251)|2,704| |||_________|_________|_________|_________|**_________**| ||**Total**|487,143|964,379|-|(706,116)|**745,406**| |||_________|_________|_________|_________|_________| ## **13. Analysis of the Charity’s net assets by Fund** ||**Unrestricted**|**Designated**|**Restricted**|**Total**| |---|---|---|---|---| ||**Fund**|**Fund**|**Funds**|**Funds**| ||**£**|**£**|**£**|**£**| |**Fund balances at 31 March 2023 are**||||| |**represented by:**||||| |Tangible Fixed Assets|44,394|-|-|**44,394**| |Debtors|26,628|-|-|**26,628**| |Cash at bank and in hand|219,658|36,015|745,406|**1,001,079**| |Creditors: amounts falling due within one year|(57,369)|-|-|**(57,369)**| ||_______|______|_______|_______| ||233,311|36,015|745,406|**1,014,732**| ||_______|______|_______|_______| - 29 - ## **THE ONE TO ONE CHILDREN’S FUND (A charitable company limited by guarantee)** ## **NOTES TO THE FINANCIAL STATEMENTS (continued) FOR THE YEAR ENDED 31 March 2023** ## **14. Taxation status and Gift Aid** The One to One Children’s Fund is a registered charity and no taxation is payable on its income arising in the United Kingdom from its charitable activities. ## **15. Related Party transactions** During the year to 31 March 2023, The One to One Children's fund gratefully received donations from a number of Trustees, Trustee family members and organisations to which Trustees are connected. Donations were also received from other related parties, including individuals and organisations connected to the Charity's audit firm, Harris and Trotter LLP. The total amount received from related parties amounted to £719,300 (2022: £218,200) These accounts are prepared to consolidate the results of One to One Children's Fund in the UK with the financial records for One to One Africa Children's Fund. One to One Africa Children's Fund NPC was incorporated in South Africa in 2014 as an independent, non-profit company. One to One Africa delivers lifesaving and life-enhancing programmes to vulnerable children, families and communities, developed with and on behalf of One to One Children's Fund. The two organisations have a Memorandum of Understanding ratified by both Boards that outlines the nature of the partnership and reporting requirements. David Altschuler, Co-founder and Chair of One to One Children’s Fund, is also the Chair of One to One Africa Children’s Fund NPC, whose Board also includes One to One Children’s Fund trustee Jenny Altschuler and One to One Children’s Fund Executive Director, Catriona Fox. ## **16. Summary of Project Activity Grants Payable** |**Summary of Project Activity Grants**
**Africa**
Connect Malawi - Yoneco
Connect Malawi - PATA
Better Together
**Other**
UK – One London
**Total Project Activity Grants Payable**|**2023**
**£**
2022
£
-
44,810
-
44,162
19,325
12,305| |---|---| ||19,325
101,278
-
41,764| ||**19,325**
143,042| - 30 - ## **THE ONE TO ONE CHILDREN’S FUND (A charitable company limited by guarantee)** ## **NOTES TO THE FINANCIAL STATEMENTS (continued) FOR THE YEAR ENDED 31 March 2023** ## **17. Comparative 2022 Statement of Funds** ||Balance at|Income|**Balance at**| |---|---|---|---| ||1 April 2021|/ (Expenditure)|**31 March 2022**| ||£|£|**£**| |Unrestricted Funds|**405,923**|54,021|**459,944**| |Designated Funds|**163,218**|(116,159)|**47,059**| |Restricted Funds|**494,913**|(7,770)|**487,143**| ||_________|_________|_________| |Total|**1,064,054**|**(69,908)**|**994,146**| ||_________|_________|_________| ## **18. Comparative 2022 Analysis of the Charity’s net assets by Fund** ||**Unrestricted Funds**|**Unrestricted Funds**||| |---|---|---|---|---| ||**Unrestricted**|**Designated**|**Restricted**|**Total**| ||**Fund**|**Fund**|**Funds**|**Funds**| ||**£**|**£**|**£**|**£**| |**Fund balances at 31 March 2022 were**||||| |**represented by:**||||| |Tangible Fixed Assets|30,520|-|-|**30,520**| |Debtors|154,081|-|260,255|**414,336**| |Cash at bank and in hand|339,045|47,059|230,396|**616,500**| |Creditors: amounts falling due within one year|(63,702)|-|(3,508)|**(67,210)**| ||_______|______|_______|_______| ||459,944|47,059|487,143|**994,146**| ||_______|______|_______|_______| - 31 -