Charity Registration No: 1102273 Company Registration No: 4889316
STAND UP FOR AFRICA
Annual Report
And
Annual Accounts 30[th] September 2022
LEGAL AND ADMINISTRATIVE DETAILS
Name of the Charitable Company: Stand up for Africa Charity Registration No: 1102273 Company Registration No: 4889316
Registered Office and Operational Address: Unit 52 Battersea Business Centre 99/109 Lavender Hill Battersea London, SW11 5QL Directors (Trustees) on the date the Annual Report was approved: Danmore Sithole Cleve McCollin Dr Bola Odepidan Volunteer Managing Officer : Cleve McCollin Bankers: HSBC Bank PLC 89 Buckingham Palace Road Belgravia, London SW1W 0QL
TRUSTEES REPORT
‘Dignity and Empowerment’
The trustees (who are directors of the charity for the purposes of the Companies Act 1985) present their report together with the financial statements for the year ended 30[th] September 2022.
Company Status
The company is a registered charity limited by guarantee and does not have a share capital. The Directors have no interest in the company's deficit or assets and receive no remuneration
Organisation
The Trustees, who are directors for the purpose of company law and trustees for the purpose of charity law, are listed in the legal and administrative details on page 2. One-third of the trustees retire each year and they may stand for re-election. Their election is determined by the membership of the company, which comprises of a mixture of individuals and organisations.
The Board of Trustees meets between six and eight times a year. When needed appropriate sub-committees or working parties are formed to address specific matters, with appropriate terms of reference defined by the Board. Within the Committee there is a wide range of expertise and experience.
The Charity has a comprehensive set of policies and procedures in place in relation to finance, operations, human resources and health and safety. Performance with in SUFA is regularly reviewed by the Board of Trustees.
STRUCTURE, GOVERNANCE AND MANAGEMENT
New Directors are recruited through SUFA’s network of committed volunteers and supporters. When appointed, each new Director receives an induction pack including Trustee’s Guide documents and a range of key organisational policies and documents.
All Directors attend an induction which includes a presentation on the organisation, the opportunity to meet key staff and a question and answer session. If needed and funds permit, the organisation also provide them with external training for new Directors (Trustees).
The Directors (Trustees) determine the policy of SUFA whilst the day to day running of the charity remains with the Executive Director.
Objectives and policies
The objects of the charity as set out in the Memorandum and Articles of Association are
To promotes such objects as are now, or may hereafter be, deemed by law to be charitable, and in particular the advancement of education, the furtherance of health and the relief of poverty, distress and sickness.
This wide ranging object have been reviewed over the past year as we sought to ensure that we were addressing human need in the most appropriate manner.
Objectives for the year
The previous year was so demanding it was a struggle to service our beneficiaries. The aftermath of Covid-19 pandemic continue to force change, this meant that we have to be extra responsive to request.
The impact of covid-19 and the ensuing lockdowns and the associated protocol meant that our traditional methods of delivery remain not viable. No group sessions, workshops drop-in sessions and our activity became virtual; Zoom became the buzz word we had to invest in new equipment computer, video and PC cameras. Our personnel changed and we had to recruit individuals that had the necessary skills they had to be proficient in the operation of computer and videos and had to be skilled in virtual delivery of activities.
As so much work was conducted on the phone it became central to all relationships, we built relationships with our clients and we were afforded a much better insight into the lives of all. The enforced changes saw a development in our operation that we could not have imagined. Clients shared intimate details about their lives and family secrets were revealed. We learnt things about members of the families that had been hidden from a sense of shame. Disable members of families had been kept in the dark and we discovered family member that were in their forties but we had never met. Our services were delivered via the telephone, emails , Zoom, What’s app and Skype sessions. Our client base has increase and we have become more effective in our interaction with the large agencies. We tried to keep the structured manner I which we delivered the activities were delivered through projects, Help at Hand, Ticket for a Family, ‘Making ends Meet’, ‘Firmer Ground’ (Immigration Support). These projects have been developed to deliver assistance to those in needs, such is the levels of success of these projects the charity is currently servicing individuals from across London. That success has resulted in attracting individuals from hundreds of miles away seeking our focused and dignified assistance.
SUFA work remains on the whole self-financing for even in the mist of the pandemic funders still funders still found it necessary to see racial excuses to deny us funding when members of our community was dying like flies around the racial divide was reinforced and conditioned with the demand that we should engage in helping them to justify their racial practices. When we are as skilled at using the English Language we found their words and behaviour insulting.
We have traditional found that founders are reluctant to support any organisation with Africa in its title as they engaged with a misconception that saw many reluctant to finance the charity. Sad to state that this mind set conditioned the behaviour of the largest funder in the country. This presented unusual challenges in the mist of the pandemic and it ravaged the BAME community we had to developed new skills to engage with funders for we found even in these perilous time we still had to be almost apologist for our very existence. As fear spread across the country we found that funds became available and for the first time in eight years we received some funding not a large amount as we refused to become total apologist as we were aware of the socioeconomic factors that caused Covid -19 impact on the BAME community.
Equal opportunities and other policies
As responsible employers, the Directors have approved a number of policies relating to equal opportunities, conflict of interest, financial policy, force labour, Data protection, health and safety, children and Vulnerable adults protection policy etc. These policies are reviewed annually
Material intangible incoming resources
A number of professionals gave their time as volunteers to the charity. As there was no financial cost to any third party, this intangible income has not been included in the Statement of Financial Activities. Without these highly skilled individuals the barriers encountered would not have been surmounted .
Thank you
This year has proven the case for the continual existence of the charity. We intend to continue to work to ensure we can extend our activities to all those in need where ever they are. We will insure that the beneficiaries of all of our partners are also services by using our resources to help organisations to grow.
All of our projects have been delivered and we have seen incredible levels of success another successful year. The board of trustees express gratitude to all those who have helped and continue to help us to deliver our services.
Danmore Sithole (Trustee)
24/04/2023
Charity’s Activities Report
The more we try to address the needs of individuals in crisis, the greater the demand for support our reputation continues to demand growth. The demand for assistance is coming in various forms, from individuals living in financial crisis who cannot feed themselves or their families, to individuals still struggling with barbaric immigration conditions to International partners seeking assistance to acquire the bare necessities of survival in countless countries.
Funders have repeatedly informed us that while our work is valuable and is clearly very successful, there are more deserving projects, we are not fortunate enough to be able to rely on the trope of distended bellies and malnutrition victims with flies hoovering around victims faces. This formulaic response always continues to shock us, because we are not sure how one measures one person’s need against another one needs. Need is the silent cry all around us, need exists before a child is abuse, the young man is stabbed at a bus stop, the individual is diagnose with illness that scare us, it is the individual before they are abused punched or kicked by a love one. Yes need is every way and we must address it before the individual become desperate. We must remove desperation before it is expressed.
At SUFA we work only with open communication and try ensuring that everyone that comes into contact with the charity’s leave with a positive outcome. Our work in ordinary it is not glamorous, it does not grab media headlines it does not fill us with romantic ideas of saving the world, it is simply addressing one person’s issue at a time.
Governance / Board
SUFA board of trustees are driving the charity and directing its development in some very interesting directions. SUFA’s work is targeted to ensure that the charity is independent and can push ahead with its development programme.
Management and Administration
The resources expended on administration totalled £3,850 during the year. This represents 5.07% of the total income , a level of expenditure that the Trustees consider to be appropriate for as the charity grows our systems becomes more robust.
Work Programme
Over the past year SUFA have focused on key development areas and we fully expect to continue with this work in the coming years. Building healthier Communities (physically and financially), Public Spaces (to afford Health, education and entrepreneurial opportunities) and Social Inclusion (affording the most impoverish and exploited opportunities to change their situation). Recent history has uncovered many weak spots with in our community and SUFA has designed a number of projects with partner agencies which will condition the charity’s work for the coming decade. As we seek to establish a vehicle to provide lasting and life enhancing solutions together with beneficiaries and volunteers.
The activities of a charity are the most important part of its existence; it is through assisting individuals in need that the charity’s worth is evident.
The link between SUFA and the community remains its driving force. The close relationships we have developed with our clients is what ensure that SUFA achieves its outcomes by meeting the level of expectations which clients have when they meet us. Our buzz words remains ‘Dignity and Empowerment’, we are conscious that when users are given responsibility within a project, the project is always successful and results in beneficiary ownership of the project. Our projects are addressing human hardship in London; SUFA is trying to impact on financial / survival problems which our client base has highlighted. Our activities aim to empower individuals to help them solve problems; this level of empowerment is done with the support of our volunteers.
Financial Support
The majority of SUFA clients are financially disadvantage, as a result of, Low Income, Unemployment, No Recourse to Public Funds and being burden with various forms of debt. We are working to address the most immediate of problems to bring some comfort to individuals. Our long term strategy is to improve the individual financial position through financial education and support. Urgent problems are addressed immediately to reduce client’s personal level of stress.
Issues on a ‘one to one’ basis with the client doing much of the work (letter writing and collations of documents, online research) while the case worker engages in virtual hand holding, we have found that this process of working builds confidence and empowers individuals. These methodologies allow us to work to a point where real and lasting change in individual’s situation is achieved. Five years into providing financial support we have had numerous successful outcomes and debtors written in off over £1,406,000 of bad debt. This level of success has been very surprising but is achieved through hard work and the dedication of our case workers.
Immigration Support
The changes in immigration law and the increasing levels of paranoia among the political classes, about foreigners and the accompanying political frenzy has had a detrimental effect on individuals many are faced with a variety of border control issues.
We restrict our support to helping individuals to complete their application form, writing personal statement and to gathering evidence for interaction with the Home Office. All activities requiring legal advice those clients were referred to our chosen partner Webb and Co. Solicitors.
There have been over two hundred cases clients reaching out to SUFA our phone were very busy and we done lots of form filling over the telephone over the past year and we have been involved in increasing levels of research as we gather information to empower client and to support their cases.
We continue to assist in completing a large number of applications for Leave to Remain, Settlement Visas, Citizenship and Passports. Our success has been unequal this can be attributed to the dedication of our volunteers and they attention to details. Which necessary to avoid mistakes as this is people lives we are dealing with. The number of long term over stayers have been increasing and stretching our resources and we now do not have the personnel to assist all. We are now having to turn individuals away.
Immigration support has gone hand in hand with our Bed for a Night a sofa surfing project, which twelve years continue to grow continues to grow. As we engage with individuals who are homeless because of their
immigration status. For they are not allowed to work or permitted to rent accommodation as a result of the governments cold hearted approach to foreigners While it look of immigration in terms of numbers in, with no reference to numbers out so there is no such thing as net immigration.
Partnership delivery
Currently SUFA has a number of NGO’s keen to enter into long term working arrangements; much of this potential work has stalled because of a shortage of funds and post-pandemic. For the fourth year running we have not taken on any new organisations as partners, this decision is due to the state of the British economy and is a reflection of our difficulty at attracting financial supporters. The state of the economy and the uncertainty in a post Brexit environment make long term planning very difficult. Our work is not very glamourous for it does not address the issue of starvation or disease ridden individuals who can be saved with a ‘few loafs and a few small fishes’. Our work is about empowering individuals, so no miracles here. We have for a considerable period, been working hard to attract a dedicated and committed supporter who want to contribute to lasting solutions in society.
Funding
Our funding remains self-driven and is centred on the question, what can the charity and it beneficiaries do for ourselves? We are currently delivering a number of programmes to generate funds for the charity and to assist other organisation.
Volunteers
Thank you all for believing in and trusting us as we work to change the direction of the charity with a new trust.
At present SUFA have regular twelve volunteers and a large number of emergency volunteers who we are able to call on at short notice. Volunteers in key positions include universities students, graduates and Third Sector professionals with international development experience. This report is testimony to just how much of the changes taking place within the charity are driven by the volunteers.
This year been very successful in attracting volunteers, over the past twelve months SUFA has utilise the talent of everyone as all have banded together to address the immediate and ever present need as a result of the economic slump. The skills possessed by our volunteers have help SUFA to reposition itself as a charity that engages with beneficiaries in a numerous spaces.
Cleve McCollin
Volunteer MD
24/04/2023
Directors' Responsibilities
Company Law requires the Directors to prepare financial statements for each financial year that give a true and fair view of the state of affairs of the charitable company and the surplus or deficit for that period. In preparing these statements, the Directors are required to:
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Select suitable accounting policies and then apply them consistently;
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Make judgments and estimates that are reasonable and prudent;
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State whether applicable Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements; and prepare the financial statements on the going concern basis unless it is inappropriate to presume that the company will continue in operation.
The Directors are responsible for maintaining proper accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 1985. They are also responsible for safeguarding the assets of the company and hence for taking reasonable steps for the prevention and detection of fraud and other.
Independent Examiner Report
For the Year ended 30[th] September 2022
I report on the financial statement for the year ended 30[th] September 2022 set out on pages 10 – 11 and notes to the accounts on pages 12 - 13.
Respective responsibilities of trustees and examiner
The trustees (who are also directors for the purposes of company law) are responsible for the preparation of the accounts. The charity’s trustees consider that an audit is not required for this year under section 43 (2) of the Charities Act 1993 (the 1993 Act) and that an independent examination is needed.
Having satisfied myself that the charity is not subject to audit under company law and is eligible for independent examination, it is my responsibility to:
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examine the accounts under section 43 of the 1993 Act;
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to follow the procedures laid down in the General Directions given by the Charity Commissioners (under section 43(7)(b) of the 1993 Act); and
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to state whether particular matters have come to my attention.
Basis of independent examiner’s report
My examination was carried out in accordance with the General Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts, and the seeking of explanations from you as trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit and, consequently, no opinion is given as to whether the accounts present a “true and fair view” and the report is limited to those matters set out in the statement below:
Independent examiner’s statement
In connection with my examination, no matter has come to my attention:
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which gives me reasonable cause to believe that, in any material respect, the requirements
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(a) to keep accounting records in accordance with 386 of the Companies Act 2006; and
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(b) to prepare accounts which accord with the accounting records and to comply with the accounting requirements of the Companies Act 2006 and the methods and principles of the Statement of Recommended Practice: Accounting and Reporting by Charities (revised 2005) have not been met; or
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to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached.
Date: 12[th] March 2023
J N Beugren Accountants
5 Stuart Place, St. Albans, AL1 1AU
| Stand Up For Africa | Stand Up For Africa | Stand Up For Africa | ||||||
|---|---|---|---|---|---|---|---|---|
| Income & Expenditure Account | ||||||||
Statement of Financial Activities for the year ended 30thSeptember 2022 |
||||||||
| Total | Incoming Resources | Unrestricted | Restricted | Total | ||||
| 2021 £ |
Note 2. |
2022 £ |
||||||
| 13,500 | Grants, Awards, | 6,000 | 4,000 | 10,000 | ||||
| 13,338 | Donations, sponsorship | 14,009 | 14,009 | |||||
| 9,000 | Generated Income | 17,000 | - | 17,000 | ||||
| 40,000 | Other ( including Gift aid) | 10,668 | - | 10,668 | ||||
| 75,838 | Total Income | 47,677 | 4,000 | 51,677 | ||||
| 3. | Resources Expended | |||||||
| - | Cost of | generating funds | - | - | - | |||
| 50,739 | Activities in the furtherance of the Charity’s objects |
47,139 | 4 000 | 51,139 | ||||
| 3,850 | Management & Administration | 4,890 | 0 | 4,890 | ||||
| 54,589 | Total outgoing resources | 52,029 | 4 000 | 56,029 | ||||
| 21,249 | Net surplus/deficit | (4,890) | 0 | (4,890) | ||||
| 9,641 | Balance brought forward | 30,900 | 0 | 30,900 | ||||
| 30,900 | Balance carried forward | 26,010 | 0 | 26,010 | ||||
Stand Up For Africa Balance Sheet as at 30[th] September 2022
| 2021 105,700 - 30,900 0 (60,600) 76,000 76,000 - 76,000 76,000 0 76,000 |
Fixed Assets Tangible Assets Current Assets Stock ( ) Cash at bank/hand Current liability Creditor Liability Total Net Assets Represented by: |
Note 2022 4 65,700 - 30,900 30,900 0 0 (50,600) (50,600) 41,000 Un/restricted : 41,000 Free reserves: - Fixed Assets: 41,000 Total unrestricted funds 41,000 Restricted funds 0 Total 41,000 |
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For the year ended 30[th] September 2022the company was entitled to exemption from audit under section 477of the Companies Act 2006 relating to small companies.
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The members have not required the company to obtain an audit of its accounts for the year in question in accordance with section 476,
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The directors acknowledge their responsibilities for complying with the requirements of the Act with respect to accounting records and the preparation of accounts.
These accounts have been prepared in accordance with the provisions applicable to companies subject to the small companies ‘regime’.
Signed on behalf of the trustees on 24/04/2023
Signed on behalf of the Charity:
Trustee - Danmore Sithole
1. ACCOUNTING POLICIES
(a) BASIS OF ACCOUNTING
The financial statements are prepared under the historical cost convention. They comply with the Charity Commission's Statement of Recommended Practice on Accounting by Charities (SORP 2005) and all applicable Accounting and Financial
REPORTING STANDARDS
(b) INCOMING RESOURCES
General donations, legacies and subscriptions are brought into account when received.
Donations and grants given for specific purposes are treated as income in the year of receipt. Unspent restricted income is included under restricted funds as it is fully committed.
(c) RESOURCES EXPENDED
The resources used are classified under the charity's functional categories of expenditure rather than the type of expense in order to provide more useful information.
Resources expended in each functional category comprise direct expenditure including direct staff costs attributable to the activity. Where costs cannot be directly attributed they have been allocated to activities based on time spent by staff on those activities.
(d) TANGIBLE FIXED ASSETS AND DEPRECIATION
Tangible fixed assets are included at cost; Depreciation is calculated annually at 25%
(e) OPERATING LEASES
Operating lease rentals are charged to the income and expenditure account as they become due.
( f) FUND ACCOUNTING
General funds comprise the accumulated surplus or deficit on the income and expenditure account. They are available for use at the discretion of the Directors in furtherance of the general objectives of the company. Restricted funds are funds subject to specific restricted conditions imposed by donors.
(g) EXPENDITURE CATEGORIES
Expenditure is allocated to one of three functional categories that reflect the charitable activities of the company:
Cost of generating funds
Activities in the furtherance of the Charity’s objects
Management and Administration
NOTES TO THE FINANCIAL STATEMENTS –
For the year ended 30[th] September 2022
2. ANALYSIS OF INCOMING AND EXPENDITURE OF RESOURCES
| 2021 £ - 13,500 13,338 9,000 40,000 75,838 Total £ 0 50,739 3,850 54,589 |
Cash Income by type of donor Unrestricted Restricted £ £ Charitable Trust - - Government- Local Authority 6,000 4,000 Companies - - Donations /Members 14,009 0 Generated Income 17,000 - Other Sources 10,668 - T OTAL 47,677 4,000 Resources Expended Cost of generating funds Staff & Volunteer Travelling 0 - Mentoring 0 - 0 - Activities for Clients - Volunteer Cost 6,139 - Rent - - Venue Hire - - Project Activities 41,000 4,000 Management & Administration Cost Legal fee and Accounting 1,500 - Insurance - - Postage and Carriage 200 - Telephone and internet 2,009 - Bank Charges 278 - Other 903 - Total 4,890 - Total Expended |
2022 £ - 10,000 14,009 17,000 10,668 51,677 Total £ 0 51,139 4,890 56,029 |
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|---|---|---|---|
| Total | |||
| Total Expended |