2020-06-30-accounts

Concordis International Trust year ended 30 June 2020

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CHARITY NUMBER : 1105697 COMPANY NUMBER : 04930461

CONCORDIS INTERNATIONAL TRUST COMPANY LIMITED BY GUARANTEE

TRUSTEES’ ANNUAL REPORT AND FINANCIAL STATEMENTS

YEAR ENDED 30 JUNE 2020

This photo: Social cohesion project conference in Mauritania, January 2020

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CONTENTS

Legal and administrative information	3
Trustees’ Annual Report	4
Independent Auditor’s Report	17
Statement of Financial Activities	20
Balance Sheet	21
Statement of Cash Flows	22
Notes to the Financial Statements	23

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LEGAL AND ADMINISTRATIVE INFORMATION

Advisory panel: Viscount Brentford Joan McGregor Edward Moore John Broadley Adrian Cohen Milen Mael Matthew Layton Vice Admiral Charles Style Dame Rosalind Marsden Bridget Walker

Trustees and Directors: (Pieter) Thijs Alexander (appointed 25 April 2020) James Dalby Sally Deffor (appointed 12 December 2019) Isaac Egberedu (resigned 2 July 2020) Peter McLoughlin (appointed 12 December 2019) Jeremy Lefroy (appointed 21 April 2020) William Mills Edward Moore, Chair Aimee Neaverson (appointed 10 December 2019) Jessica Toale (appointed 22 December 2019) Mary Thorogood (appointed 10 December 2019) Gareth Siddorn (resigned 26 September 2019) Henry Wrigley, Treasurer Senior Executives: Peter Marsden, Chief Executive and Director of Programmes Emma Joynson-Hicks, Director of Operations (from 1 November 2019) Sue Rooke, Director of Finance (from 1 July 2020) Registered office: International Dispute Resolution Centre, 70 Fleet Street, London, EC4Y 1EU Company Secretary: M&N Secretaries Limited (to 5 November 2020) Sue Rooke (from 5 November 2020) Independent Auditor: Price Bailey LLP, Tennyson House, Cambridge Business Park, Cambridge CB4 0WZ

Bankers: National Westminster Bank Plc, 56 St. Andrews Street, Cambridge CB2 3DA Website: more information about the charity can be found at www.concordis.international

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Mission, values and principles

Concordis works alongside those involved in or affected by armed conflict, helping them find workable solutions that address the root causes of conflict and contribute to lasting peace and economic development. We are committed to finding solutions that benefit women as well as men, those in armed groups as well as those who chose not to take up arms, national governments as well as civil society.

Mission

• To build trusting relationships with people involved in or affected by armed conflict.

• To facilitate challenging conversations between people from opposing factions.

• To enable people to find workable solutions that address the root causes of conflict and contribute to lasting peace and economic development to mutual benefit .

• To include women as well as men, those in armed groups as well as those who chose not to take up arms, national governments as well as civil society.

• To leave a legacy of sustainable mechanisms that enable future conflict to be managed peacefully.

Values and Principles

We are committed to transformational justice and peacebuilding, underpinned by Concordis’ values of:

• Humility – we recognise that we do not have all the answers, that there are different ways of dealing with and resolving conflict, and that our contribution should be part of a broad engagement by a number of people and organisations

• Impartiality – we act in a consciously non-partisan manner

• Inclusivity – we promote active participation in our dialogues from people representing as many strands of opinion or interest as are appropriate. We work creatively to give voice to people and groups who might otherwise be marginalised by reason of gender, age or ethnicity.

To carry out our mission in accordance with these values, we abide by a set of fundamental principles:

• Strategic intervention – using in-depth analysis, we endeavour to understand as much as possible about the situations in which we work and we take account of complexity

• Long-term engagement – we aim to work in a sustained way in relation to conflicts with which we are invited to engage

• Doing no harm – we recognise the potential negative impact of interventions and seek to ensure that ours do not have unintended consequences

• Independence – we do not succumb to pressure to advance the interests of third parties (including third parties who are funding our work)

• Cooperation – we act collaboratively and in partnership with other agencies and organisations whenever it is appropriate to do so.

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Strategic Approach

The Concordis’ team have a proven and independently evaluated reputation for effective work in a number of fields, including:

• Finding creative ways to ensure the inclusion of groups often marginalised from decision making or formal peace processes, bringing in meaningful participation by women as well as men, young as well as old, those in armed groups as well as those who chose not to take up arms, national governments as well as civil society

• Promoting peaceful seasonal livestock migration to mutual benefit

• Creating the conditions necessary to enable cross border trade to resume in challenging environments

• Developing markets for exchange of goods and services between groups formerly in conflict to build resilient livelihoods for women and men, resilience to future conflict and economic incentives to peaceful collaboration

• Putting in place early warning systems and conflict management mechanisms to prevent tensions escalating into conflict

• Working with customary and state legal systems to establish and train quasi-judicial bodies that are acceptable to all sides

• Monitoring and evaluation of the effectiveness of peacebuilding interventions with sophisticated analysis of quantitative and qualitative datasets, which can be disaggregated by gender, age, livelihoods etc.

• Thought leadership on the effects of climate change and extreme weather events on conflict dynamics between farmers and herders in the Sahel, bringing together subject experts from different disciplines to pool knowledge and experience in building resilience and promoting sustainable adaptation

• Engaging proactively with the religious element of certain conflicts in promoting peaceful coexistence. Organisationally, Concordis has no religious affiliation, but amongst the senior staff team, there are individuals with knowledge and personal expertise in transformation of conflicts with a religious dimension

• Developing an understanding of the regional dynamics of peace and conflict across the wider Sahel.

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Measuring Impact

Our aim is to produce real change for the better in the lives of the people and communities affected by conflict. Reduction of violence is important, but we aim for wider and deeper transformation across conflict lines.

We seek to evaluate the impact of our work, not merely monitoring our activities. Our consultations, research and evaluations inform our peacebuilding practice, ensuring our programmes are nimble and evolve with the rapidly changing conflict dynamics in the places where we work. They also enable us to chart our progress against a nuanced baseline survey, disaggregated by gender, age, livelihood, place and ethnicity.

Through individual interviews and focus groups, we seek to understand and measure:

• Conflict dynamics between groups and also within groups.

• Development of more positive relationships between people and groups, whether that be social interactions or economic inter-reliance

• Levels of trust in people and institutions to manage conflict, create security and promote livelihoods

• Reliance or otherwise on armed groups as well as levels of predation

• Economic indicators, including food prices and the availability of certain goods

• Access to services, looking for inequalities that might trigger resentment

• Resource availability and scarcity, looking for interventions by Concordis or other actors which might relieve pressure-points

• Adaptations people have or might make to increase their resilience to shocks, whether caused by conflict, political events or the effects of climate change

We employ quantitative and qualitative research methods to evaluate change, using tools tailored to each country’s context. Working with local peacebuilders to design the research methodology ensures the measures used are relevant and illustrative of meaningful change in the local context. It also helps our teams identify what conflict transformation might look like for their communities and to think creatively about how that change might best be achieved.

We also commission independent evaluations of our work, which report on the changes to which we have contributed.

Evaluations in 2019-2020 demonstrate that we have met or exceeded all targets and produced real change for the better among the people we work with.

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Structure, governance and management

Structure

Concordis is a charitable company limited by guarantee. It is regulated by its Memorandum and Articles of Association as amended by Special Resolution adopted on 25 January 2013 which set out the objects and powers of the organisation. The charity is governed by a Board of Trustees which has legal, financial and managerial responsibility for the charity. The trustees constitute directors of the charitable company for the purposes of the Companies Act 2006 and trustees of the charity for the purposes of the Charities Act 2011.

Governance

Trustees are appointed for a 3-year period, extendable for another 3-year period in the normal course of events, and for a further 3-year period exceptionally. Whenever a trustee resigns and at least once a year otherwise, we review the range of professional expertise the board possesses. If there is a vacancy or if a gap in expertise is identified, the board has adopted formal recruitment and selection processes. New trustees are provided with tailored induction by the chairman and the chief executive. The trustees are committed to diversity and it is their policy to recruit from as broad a pool of candidates as possible.

Trustees meet quarterly when they consider the strategic direction and governance of the charity. Each trustee is a member of one or more of the four sub-committees of the board, which oversee and report on issues relating to finance; funding; risk; fundraising and messaging; and human resources. The committees meet between Board meetings, conduct the business delegated to them and provide advice and guidance to staff.

Each year, two Board meetings are preceded by meetings of the Advisory Panel, which comprises people with expertise in fields relevant to the charity’s operations. The Advisory Panel, led by the chair of trustees, is open to all staff and trustees and debates and obtains expert perspectives on issues of policy relating to our work.

Management

The Board has delegated the day-to-day management of Concordis to the chief executive and through him, to the Directors of Operations and Finance. This senior executive team report to Board and committee and working group meetings on the organisation’s progress with its programmes as well as the support activities and finances.

Public Benefit

The aims and benefits of Concordis are contained in this report on pages 4 and 5. We have considered the key principles of the Charity Commission’s general guidance about public benefit and have concluded that Concordis meets all the requirements.

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Remuneration policy

Staff remuneration is based on a desire to recruit and retain skilled staff who are committed to joining us in delivering our mission and operational aims. We aim to pay staff (including the chief executive) by reference to market data, comparison to similar roles in similar organisations and affordability in the context of funds available. We aim for equitable remuneration for all employees.

Fundraising, Supporters and Volunteers

Fundraising

We receive most of our income as restricted grants from the following institutional funders:

Fundraising for donations and gifts is carried out principally by Concordis employees in the UK. The activity is designed to conform with recognised fundraising standards, particularly the guidance provided by the Fundraising Regulator and contained in the Code of Fundraising Practice. We never pressure anyone to donate and none of our appeals are unreasonably intrusive or persistent. We do not work with professional fundraisers or agencies nor would we accept or solicit donations from organisations or individuals who are involved in activities which would cause detriment to our reputation or work. Where employees and interns assist with fundraising, it is made clear that they must not place pressure on anyone to donate money to Concordis.

We have not received any complaint about the way in which we raise funds during the reporting period.

Supporters

We are deeply grateful to all who support Concordis both practically and financially. We aim to maintain a wide range of funding sources, including individuals, churches, community groups, trusts, foundations and government agencies. We particularly welcome unrestricted donations and we could not do the work we do without the grants, sponsored events and in-kind support of our loyal supporters.

Volunteers

The trustees also wish to acknowledge the contribution to the work made by our interns. Concordis runs an internship programme in which volunteers work for 6 months to support implementation of our programmes, enhancing our research capacity and enabling us to develop our work in new areas. In return, they receive training and coaching in peacebuilding, programme management, fundraising and conflict analysis. Our interns have gone on to pursue a wide range of interesting jobs around the world and we are thrilled to have played a small part in helping them to launch their careers.

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Review of Achievements in 2019/2020

The need for our work has been as great as ever in the current review period.

Our achievements centred on peace building activities in our three key areas of operation as well as efforts we made to raise public awareness of the wider issues.

Central African Republic (CAR)

Concordis has worked in CAR since 2015, on a programme promoting peace between herders and farmers, enabling the seasonal livestock migration to run smoothly to mutual benefit.

We work in the northern prefectures of Ouham-Pendé, BaminguiBangoran and Vakaga, which are important corridors for seasonal livestock migration to and from Cameroon, Chad and Sudan’s Darfur. This is a crucial node for the resolution of tensions linked to pastoralist movements.

Some of our recent successes and achievements in CAR have been:

• Negotiating agreements between armed groups and the army over security : Many herders admit to us that they seek protection from armed groups when they are subjected to cattle rustling and banditry, explaining that they have no-one else to turn to. Armed groups justify their raison d’être as being to protect either herders or local communities from bandits and other armed groups. We worked with representatives of four different armed groups, the CAR army and people from different communities, to help them negotiate a highly nuanced security plan, assigning different zones to different groups, to the mutual satisfaction of all.

• Using taxation to encourage herders to use official border crossings . When we spoke with farmers at the border, they complained that herders were not respecting the official border crossings and were taking clandestine routes, trampling their fields. Herders explained that, on the official routes, they were subject to exorbitant double taxation from the authorities on both sides of the border. We brought together the prefects, sub-prefects and mayors from the Chadian and CAR sides of the border and put this problem to them. They agreed bilaterally that they would both reduce taxation by over 50%. The herders have now returned to the official routes, farmers’ fields are un-trampled and the authorities are now able to collect revenue that was being evaded.

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• Following careful negotiation , five different armed groups issued a “ Laissez passez ” (freedom pass) to all our staff and Advisory Groups, permitting safe travel through areas controlled by armed groups.

• We spent time listening to 3,555 people in CAR and Chad. By reporting what they say and by basing our work around their stated needs and fears, we give voice to those who would otherwise be excluded and ensure our work remains rooted in the local context.

• Two inclusive Advisory Groups created. These mixed groups of women and men, herders and farmers, advise on our programme to ensure our work responds to people’s needs and concerns in a way that is relevant, appropriate and accountable to those we seek to serve.

It is conflict, rather than COVID, that makes work difficult. Open warfare between armed groups, coupled with unrestrained banditry, makes some areas too dangerous for our teams to work. All areas in which Concordis works are classified as being in the ‘Crisis Phase’ or worse this year, per the Integrated Food Security Phase Classification. The conflict restricts people’s ability to farm safely, destroys crops and prevents food getting to market. When food becomes scarce and expensive, and people go hungry, competition for food further increases anxiety and conflict. People frightened away from their homes by conflict can, in turn, bring them into conflict with their new hosts.

Mauritania

In Mauritania, we support people from two ethnic groups who are locked in a land dispute, helping them resolve it to mutual benefit. In 1989, nearly 100,000 Pulaar people were violently displaced from their homelands in the fertile Senegal River Valley. The land was given to Haratine people, ostensibly to help them out of modern-day slavery. When the Pulaar returned, over 20 years later, Returnee Pulaars and Haratine both had a legitimate interest in the same land, with both acutely vulnerable to food shortages.

Since 2013 we have been working with 32 villages with the highest risk of conflict, helping them find workable solutions to the unique challenges they each face.

The following are our key successes and achievements in Mauritania to date:

• 21 villages negotiated shared stewardship of community resources. People who were once implacably hostile, now have a shared vision for making their community more sustainable in the face of the environmental challenges they face, which are being exacerbated by the effects of climate change.

• 110 Community mediators have been trained in conflict management. They are from both sides of the conflict, yet they work together, Haratine and Pulaar, modelling peaceful collaboration and mutual respect, as they find workable solutions to the challenges their communities face.

• 169 people trained and supported in setting up small businesses. Diversification of income sources makes people more resilient to climate shocks. As people from the two communities work together, they become socially and economically interdependent, increasing their resilience to conflict.

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• Face masks in Mauritania - The WHO and the Mauritanian Government recommend the use of face masks to stop the spread of COVID-19. However, there is limited availability in the country and low levels of use in the South. Concordis provided training and sewing machines, enabling women-led cooperatives to make face masks. This simultaneously increases Mauritanian capacity to produce health equipment, enables local micro-enterprises to survive and thrive through the pandemic and builds social cohesion between Returnee and Haratine communities through this shared incomegenerating activity.

Abyei; Sudan South Sudan borderlands

The Abyei Administrative Area (Abyei) straddles the border of Sudan and South Sudan and is contested territory between the two countries. Its 4,000 square miles are mostly inhabited by Ngok Dinka pastoralist farmers and by Misseriya herders and traders, with more Misseriya herders arriving during the dry season.

We have been working along this politically sensitive border since 2009, promoting peaceful trade and livestock migration to mutual economic benefit.

The setting up of Amiet Market , in 2016, enabled intercommunity and international trade to resume. The market is widely seen as a reason to keep the peace, despite the political pressures over the contested territory. The market gives tangible benefits to both communities and even to both countries. This year:

• Food prices have been lowered and food availability increased, even during times of shortage elsewhere;

• 3,000 tonnes of goods are traded every week by the 500 store-holders;

• Up to 10,000 people use the market each day;

• The market is a portal for goods traded internationally between Sudan and South Sudan, including food, livestock, vehicles, building materials, mobile phones, fuel and scrap metal; and

• Notably, when the market closes for any length of time, food prices begin to rise, even in neighbouring counties, over a hundred miles away.

Despite these successes, this is a politically sensitive area and violence continues, with regular skirmishes, cattle rustling and tit-for-tat killings. In January 2020, the village of Kolom was attacked, just outside Amiet Market. 33 people were killed, including women and children, houses burned to the ground and the survivors fled to a displacement camp in Abyei Town, 30km south. This has been a major set-back for peace talks and, once again, communication between Misseriya and Ngok Dinka leaders has broken down. The seasonal livestock movements for Misseriya herders were disrupted and trade in the Market reduced, hurting livelihoods. Concordis is working in both the north and south of the Abyei Administrative Area, undertaking shuttle diplomacy between the two sides. This has paved the way for a meeting of traditional leaders, under the protection of UN peacekeepers, UNISFA, to unblock this impasse.

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Public Awareness and Cooperation with other organisations

The UK Government

The Programme team advise and liaise with the UK Foreign, Commonwealth and Development Office (FCDO formerly Department for International Development (DFID)). Through working groups and bilateral meetings with ambassadors and desk officers, the team share knowledge and experience on measures that might be effective in the complex environments of Abyei, the Central African Republic and the wider Sahel, encouraging Her Majesty’s Government to use its money and influence efficiently and effectively.

The European Union

Concordis is a member of the European Peacebuilding Liaison Office (EPLO), which brings together organisations with similar objectives and facilitates proactive engagement between them and the European Union. This is intended to inform EU policy and decision making as to how future funding will be allocated, including through the Brexit process. EPLO has funding which enabled Concordis staff to made several visits to Brussels at no cost, working with colleagues across the peacebuilding sector and with senior officials in the European Union to develop policy and codes of practice that will increase programmatic effectiveness in the challenging contexts in which we all work. In particular, Concordis staff have taken a lead role in contributing to policy on emergency response in the event of rapidly deteriorating security; providing market and other economic incentives to promote peace; and conflict arising out of seasonal migration.

Concordis has continued to develop and deepen its own bilateral relationships with senior staff at the EU, both in Brussels and in the delegations in the countries in which we work.

Danish Refugee Council (DRC)

Concordis works in consortium with DRC in Central African Republic to work collaboratively in the north of the country. DRC has a longstanding commitment to CAR, with excellent networks and deserved reputation for delivering high-quality humanitarian work in the country. They asked Concordis to support them with peacebuilding aspects of their programme and to provide them with beneficiary feedback mechanisms, improving accountability of their work.

In turn, DRC and consortium partners, Premier Urgence , Triangle and Action Against Hunger , will support Concordis’ work, providing concrete interventions that respond recommendations made by participants in Concordis’ dialogue processes. These interventions will address root causes of intercommunity conflict and provide peace dividends; clear and tangible benefits to resolving disputes peacefully instead of through violence.

United Nations Agencies

Projects are implemented in cooperation with many of the UN agencies, including:

• MINUSCA and UNISFA peacekeeping forces in CAR and Abyei, respectively.

• The International Organisation for Migration ( IOM ) to ensure clear collaboration and synergy with their work in the north of CAR and in Abyei.

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• The Food and Agriculture Organisation ( FAO ), who deliver vaccines and other support to both herders and farmers, thereby providing peace dividends to communities in CAR and Abyei.

• The World Food Programme ( WFP ) who provide the teams with flights on the United Nations Humanitarian Air Service ( UNHAS ) when road travel is too difficult or dangerous in CAR and South Sudan.

• The United National Development Programme ( UNDP ), the UN Resident Coordinator’s Office ( RCO ), the United Nations Office for the Coordination of Humanitarian Affairs ( OCHA ), UNICEF and others, who share information, analysis and risk assessments.

Priorities for 2020/21

Concordis’ key priority for the coming financial year is to pursue our strategic approach in line with our mission, principles and values by:

• Delivering the current programmes to the highest standard, making a measurable impact for peace

• Monitoring and evaluating that impact, enabling us to adapt programmes to meet areas of greatest need, and to remain accountable to both communities and our funders

• Preparing and disseminating clear reports that make the communities’ recommendations and Concordis’ analysis widely available to those who would benefit from it

• Working alongside women and men effected by conflict to design and fund future programming that will be effective in these rapidly evolving and complex contexts. This includes ongoing work in the places we already operate, and new work in places where there are gaps in provision and opportunities to engage, which would benefit from our strategic approach and technical expertise.

In line with all businesses, the Board and executive team at Concordis have adapted our ways of working in response to the challenges presented by the COVID pandemic, to ensure our staff and those with whom we work are not put at risk of infection because of our activities. Our head office has seen little use since March 2020, since staff based there have worked from home, and international travel was not possible.

We adapted our programme activities to ensure they comply with national regulations and do not put people at risk. Workshops and dialogues were undertaken with smaller numbers of people, socially distanced and in the open air. Movement of people was kept to a minimum and we relied even more on local peacebuilders working where they live.

Fortunately, Concordis has always invested heavily in training and support local peacebuilders across the regions where we work. We have been able to support them in continuing to build peace and in finding workable solutions to root causes of conflict, even when staff have not been able to visit them directly. Working with and through these networks, we are playing a key role in helping prevent the spread of the pandemic. Our early warning networks can also warn of outbreaks of infection, or of conflict triggered in response to the virus. They also push out accurate information about the virus, to improve resilience to infection and to counter ‘fake news’.

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Risk management and Internal controls

The board is responsible for ensuring that there is an appropriate process for the management of any risks faced by Concordis, including ensuring that internal controls are in place and operating as intended. Alongside the executive team, the board regularly reviews and assesses the major risks to which the organisation is exposed, in particular those relating to the operations and finances of the organisation, and the safeguarding of staff and of those with whom we work. Risks are recorded and monitored on an organisational risk register which includes an assessment of the likelihood and potential severity of impact of each risk. The register also records mitigating actions and controls and is used to proactively manage risk effectively.

The risk committee of the board meets at least quarterly with the executive team, then reports on the status of those risks to the full board.

The most significant risk areas identified by the board are described in more detail below.

• Unrestricted income is insufficient to cover unbudgeted expenditure.

• Prevent by maintaining forecasting reporting systems that will forewarn when this happens and give sufficient time to implement any changes needed;

• Reduce by increasing fundraising from individuals and trusts.

• Institutional funding environment limits availability of grants.

• Reduce the impact by creatively looking for new fundraising opportunities with a more diverse set of donors

• Develop a network for consortium bids

• Consider a merger to improve our competitive advantage

Prior to each activity undertaken in the field, risks are assessed and analysed and appropriate mitigating steps are adopted. These are reviewed by the chief executive or the programme manager as appropriate.

FINANCIAL REVIEW

Results for the year

Concordis receives income principally as grants from governmental and institutional donors to fund specific projects. This is supplemented by donations and other fundraising activities. Total income in the financial year increased to £809,133 from £586,225 in the prior financial year. This was due mainly to the fact we secured new grant funding for the Abyei project work in the Sudan South Sudan borderlands.

Our expenditure falls in to two categories, namely the costs of fundraising or the costs of implementing programmes on the ground in Africa. Both categories include a proportional share of the organisation’s support costs, which include the costs of running the central entity and the costs of its governance. Total expenditure in 2019/2020 rose to £760,655 from £524,391 the previous year, although as stated above this was largely due to the increased programme activity in Abyei.

Concordis reported a surplus for the financial year of £38,731 which is a decrease from the £62,616 reported in the previous year. This is made up of a surplus on unrestricted funds of £11,522 (2018/19: surplus of

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£14,814) and a surplus on restricted funds of £27,209 (2018/19: surplus of £47,802).

The level of restricted fund surplus or deficit fluctuates from year to year due to changes in the level of capital investment in our restricted projects. In 2019/20 this figure is a surplus because we received funding for vehicles and equipment on the major new project referred to above. Our closing restricted fund balance is £78,721 (2019: £51,512).

Unrestricted funds comprise income from general fundraising activities and this funds the organisation’s support costs. Our current plans are to increase the level of the unrestricted fund and we are pleased to have achieved this in the financial year. Our closing unrestricted fund balance is £29,630 (2019: £18,108).

Reserves policy

Reserves are needed to bridge the gap between the spending and receiving of income and to cover expenditure that has to be paid from unrestricted funds. The trustees resolved that Concordis should hold reserves equal to its liabilities, should the charity need to be wound up on a given day without further income. As at the end of the financial year, this amounts to £15,000. Unrestricted reserves on 30 June 2020 were £29,630 (2019: £18,108) which means that the policy has been met. We will be reviewing our reserves policy during the forthcoming financial year.

Going concern

The trustees have assessed the ability of Concordis to continue as a going concern. The trustees have considered several factors when arriving at their conclusion as to whether the use of the going concern basis is appropriate when preparing these financial statements including a review of updated forecasts to the end of 2021, and a consideration of key risks that could negatively affect the charity.

Core costs not directly chargeable to grants are covered broadly by 3 sources: (i) charitable donations from individuals and churches, (ii) unrestricted grants from private trusts (iii) overhead percentage chargeable on project expenditure under the terms of grant contracts. All of these are forecast to be higher in 2020/21 than in 2019/20. Donations and pledges already received in the first half of 2020/21 suggest that the funding base is secure for (i) and (ii). Programme funding which accounts for (iii) is contracted for most of the forecast review period. To address inherent uncertainties, we have considered detailed cash-flow projections based on several different funding scenarios and we are satisfied based on these projections that Concordis is able to continue as a going concern for the 12 months from the date of approval of these financial statements, and for the foreseeable future.

Auditor

Price Bailey LLP were re-appointed as auditor at the Board meeting on 28 January 2021.

Responsibilities of the Trustees

The Trustees are responsible for preparing this annual report and the financial statements in accordance with applicable law and regulations sand United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).

Company law requires the directors to prepare financial statements for each financial year. Under that law the directors have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). Under company

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law the directors must not approve the financial statements unless they are satisfied that they give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure, of the charitable company for that period. In preparing these financial statements, the directors are required to:

• Select suitable accounting policies and then apply them consistently

• Observe the methods and principles in the charities SORP 2019 (FRS102)

• Make judgements and accounting estimates that are reasonable and prudent

• State whether applicable UK accounting standards have been followed, subject to any material departures disclosed and explained in the financial statements

• Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the company will continue in operation.

The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006.

They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities.

The trustees are responsible for the maintenance and integrity of the corporate and financial information included on the charitable company’s website. Legislation in the UK governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.

In so far as the Trustees are aware:

• There is no relevant audit information of which the charitable company’s auditor is unaware; and

• The Trustees have taken all steps that they ought to have taken to make themselves aware of any relevant audit information and to establish that the auditor is aware of that information.

This report has been prepared in accordance with the special provisions for small companies under Part 15 of the Companies Act 2006.

The report was approved by the Board on 28 January 2021 and signed on its behalf by:

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EDWARD MOORE, Chair of Trustees

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Concordis International Trust year ended 30 June 2020 INDEPENDENT AUDITORS REPORT TO THE TRUSTEES AND MEMBERS OF CONCORDIS INTERNATIONAL

Opinion

We have audited the financial statements of Concordis International (the ‘charitable company’) for the year ended 30 June 2020 which comprise the Statement of Financial Activities, the Balance Sheet, the Statement of Cashflows and the related notes, including a summary of significant accounting policies. 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 30 June 2020, 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 Companies Act 2006.

Basis for opinion

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

Conclusions relating to going concern

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 trustees’ use of the going concern basis of accounting in the preparation of the financial statements is not appropriate; or

• the trustees 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 trustees are responsible for the other information. The other information comprises the information included in the trustees’ annual report, other than the financial statements and our auditor’s report thereon. Our opinion on the financial statements does not cover the other information and, except to the extent

Concordis International Trust is a non-profit UK company limited by guarantee (No 4930461) and a registered charity (No 1105697)

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otherwise explicitly stated in our report, 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.

We have nothing to report in this regard.

Opinions on other matters proscribed by the Companies Act 2006

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

• the information given in the trustees’ report (incorporating the directors’ report) for the financial year for which the financial statements are prepared is consistent with the financial statements: and

• the directors’ report has been prepared in accordance with applicable legal requirements.

Matters on which we are required to report by exception

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

We have nothing to report in respect of the following matters where the Companies Act 2006 requires us to report to you if, in our opinion:

• adequate accounting records have not been kept, or returns adequate for our audit have not been received from branches not visited by us; or

• the financial statements are not in agreement with the accounting records and returns; or

• certain disclosures of directors’ remuneration specified by law are not made; or

• we have not received all the information and explanations we require for our audit; or

• the trustees were not entitled to prepare the financial statements in accordance with the small companies’ regime and take advantage of the small companies’ exemptions in preparing the directors’ report and from the requirement to prepare a strategic report.

Responsibilities of trustees

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

In preparing the financial statements, the trustees are responsible for assessing the charitable company’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless the trustees either intend to liquidate the charitable company or to

Concordis International Trust is a non-profit UK company limited by guarantee (No 4930461) and a registered charity (No 1105697)

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cease operations, or have no realistic alternative but to do so.

Auditor’s responsibilities for the audit of the financial statements

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

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 auditor’s report.

Use of our report

This report is made solely to the charitable company’s members, as a body, in accordance with Chapter 3 of Part 16 of the Companies Act 2006. Our audit work has been undertaken so that we might state to the charitable company’s members those matters we are required to state to them in an auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or assume responsibility to anyone other than the charitable company and the charitable company’s members as a body, for our audit work, for this report, or for the opinions we have formed.

Helena Wilkinson BSc FCA DChA (Senior Statutory Auditor)

for and on behalf of PRICE BAILEY LLP

Chartered Accountants Statutory Auditors

Tennyson House Cambridge Business Park Cambridge CB4 0WZ

Date: 12 February 2021

Concordis International Trust is a non-profit UK company limited by guarantee (No 4930461) and a registered charity (No 1105697)

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STATEMENT OF FINANCIAL ACTIVITIES (Incorporating the income and expenditure account) For the year ended 30 June 2020

Notes Income from: Donations and gifts 2 Institutional grants 3 Total Income Expenditure on: Cost of raising funds Charitable activities Total expenditure 4 Net income from operating activities 5 (Losses)/gains on exchange rate movements Net movement of funds Reconciliation of funds Fund balances brought forward 12 Total funds carried forward 12	Unrestricted Funds Restricted Funds Total Funds Unrestricted Funds Restricted Funds Total Funds Year to 30 June 2020 Year to 30 June 2020 Year to 30 June 2020 Year to 30 June 2019 Year to 30 June 2019 Year to 30 June 2019 £ £ £ £ 59,623 - 59,623 37,281 287 37,568 - 749,510 749,510 25 548,632 548,657
	59,623 749,510 809,133 37,306 548,919 586,225
	4,690 - 4,690 2,309 - 2,309 33,664 722,301 755,965 19,842 502,240 522,082
	38,354 722,301 760,655 22,151 502,240 524,391
	21,269 27,209 48,478 15,155 46,679 61,834 (9,747) - (9,747) (341) 1,123 782
	11,522 27,209 38,731 14,814 47,802 62,616 18,108 51,512 69,620 3,294 3,710 7,004
	29,630 78,721 108,351 18,108 51,512 69,620

All of the above amounts relate to continuing activities. The Statement of Financial Activities includes all gains and losses recognised in the year. The notes on pages 23 to 32 form part of these financial statements.

Concordis International Trust is a non-profit UK company limited by guarantee (No 4930461) and a registered charity (No 1105697)

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Registered company number: 04930461

BALANCE SHEET as at 30 June 2020

Notes Fixed assets 8 Current assets Debtors 9 Cash at bank and in hand 10 Current liabilities Creditors: amounts falling due within one year 11 Net current assets Total net assets 12 Funds Restricted fixed asset funds Restricted revenue funds Total restricted funds Unrestricted funds Total funds 12	As at 30 June 2020 As at 30 June 2019 £ £ 77,021 49,812
	32,389 4,526 584,175 344,173
	616,564 348,699
	(585,234) (328,891)
	31,330 19,808
	108,351 69,620
	77,021 1,700 1,700 49,812
	78,721 51,512 29,630 18,108
	108,351 69,620

The notes on pages 23 to 32 form part of these financial statements.

The financial statements were approved and authorised for issue by the Board of Trustees on 28 January 2021 and signed on their behalf by:

EDWARD MOORE, Chair of Trustees HENRY WRIGLEY, Treasurer

Concordis International Trust is a non-profit UK company limited by guarantee (No 4930461) and a registered charity (No 1105697)

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STATEMENT OF CASH FLOWS

For the year end 30 June 2020

Note Cash flows from operating activities: A Net cash provided by/(used in) operating activities Cash flows from investing activities: Purchase of fixed assets Change in cash and cash equivalents in the year Cash and cash equivalents at the start of the year Change in cash and cash equivalents due to exchange rate movements during the year Cash and cash equivalents at the end of the year Net debt reconciliation At 1 July 2019 £ Cash at bank and in hand 344,173 Note A: Reconciliation of net income to net cash inflow from operating activities Net income/(expenditure) for the year Adjustments for: Depreciation Gains/(losses) on foreign exchange (Increase)/decrease in debtors Increase/(decrease) in creditors Net cash provided by/(used in) operating activities	Year to 30 June 2020 Year to 30 June 2019 £ £ 309,369 380,461 (59,620) (54,504)
	249,749 325,957 344,173 17,434 (9,747) 782
	584,175 344,173
	Cash movements At 30 June 2020 £ £ 240,002 584,175
	38,731 62,616 32,411 4,692 9,747 (782) (27,863) (1,282) 256,343 315,217
	309,369 380,461

The notes on pages 23 to 32 form part of these financial statements.

Concordis International Trust is a non-profit UK company limited by guarantee (No 4930461) and a registered charity (No 1105697)

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1. ACCOUNTING POLICIES

a) Legal status

Concordis International Trust is a charitable company limited by guarantee. It has been registered in England and Wales with the Charity Commission (Charity number 1105697) since and with Companies House since it was incorporated on 13 October 2003 (Company number 04930461). The company has no share capital, and its members are the trustees named on page 3. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £1 per member of the charity. At the balance sheet date there were 11 members (At 30 June 2019: 6).

b) Registered and principal office

The registered and principal office of Concordis is International Dispute Resolution Centre, 70 Fleet Street, London EC4Y 1EU.

c) Basis of preparation

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 (FRS102) (effective 1 Jan 2019) (Charity SORP 2019), the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS102) and the Companies Act 2006.

The financial statements have been prepared under the historical cost convention and are presented in pounds sterling which is the functional currency of the charity.

Concordis meets the definition of a public benefit entity under FRS 102.

d) Going concern

The trustees have assessed the ability of Concordis to continue as a going concern. The trustees have considered several factors when arriving at their conclusion as to whether the use of the going concern basis is appropriate when preparing these financial statements including a review of updated forecasts to the end of 2021, and a consideration of key risks that could negatively affect the charity.

Core costs not directly chargeable to grants are covered broadly by 3 sources: (i) charitable donations from individuals and churches, (ii) unrestricted grants from private trusts (iii) overhead percentage chargeable on project expenditure under the terms of grant contracts. All of these are forecast to be higher in 2020/21 than in 2019/20. Donations and pledges already received in the first half of 2020/21 suggest that the funding base is secure for (i) and (ii). Programme funding which accounts for (iii) is contracted for most of the forecast review period. To address inherent uncertainties, we have considered detailed cash-flow projections based on several different funding scenarios and we are satisfied based on these projections that Concordis is able to continue as a going concern for the 12 months from the date of approval of these financial statements, and for the foreseeable future.

e) Income

Income is accounted for on an accruals basis in the period in which the charity is entitled to income where the amount can be measured with reasonable certainty. Where donations are received net of

Concordis International Trust is a non-profit UK company limited by guarantee (No 4930461) and a registered charity (No 1105697)

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tax, and tax is recoverable, the income is recognised gross at the time of receipt. Where the entitlement to project or grant income is performance related the income is recognised when the conditions for entitlement have been fulfilled.

f) Donated services

In line with SORP 2019, the value of donated services provided by volunteers is not incorporated into these financial statements.

g) Expenditure, its allocation and irrecoverable VAT

Expenditure is accounted for on an accruals basis and is recognised when there is a legal or constructive obligation to pay. Expenditure on charitable activities includes the direct cost of planning, staffing and implementing the operational activities. It also includes support costs, which represent costs of providing the infrastructure and organisational services that support the charitable activities as well as governance costs.

The majority of costs are directly attributable to specific charitable activities. Support costs, which relate to more than one activity, are apportioned across charitable activities and fundraising costs based on the level of expenditure of these activities.

Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.

h) Pensions

The costs of providing defined contribution pensions in the UK are charged to the Statement of Financial Activities as they fall due. The difference between contributions payable in the year and those paid are included in creditors in the balance sheet.

i) Operating leases

Instalments paid under operating leases are charged to the Statement of Financial Activities as they fall due.

j) Presentation currency and Exchange rate gains and losses

The functional currency of Concordis is considered to be pounds sterling (GBP) because that is the currency of the primary economic environment in which the charity operates.

Monetary assets and liabilities held at the year end and denominated in foreign currencies are translated into pounds sterling at the rates of exchange ruling at the balance sheet date. Transactions in foreign currencies are recorded at the rate of exchange ruling on the time of the transaction. Exchange rate gains and losses are recognised in the Statement of Financial Activities.

k) Tangible fixed assets and Depreciation

Tangible fixed assets are stated at cost less any provisions for depreciation. Tangible fixed assets costing more than £500 are capitalised except when purchased with restricted funds when donor requirements for capitalisation are applied. The cost of fixed assets is their purchase cost, together with any incidental expenses on acquisition.

Depreciation is provided to write off the cost, less estimated residual values, of all fixed assets, spread evenly over their expected useful lives. It is calculated at a rate of 33.3% per annum. Where the asset has been acquired using restricted funds, the asset is depreciated to write off the cost, less estimated

Concordis International Trust is a non-profit UK company limited by guarantee (No 4930461) and a registered charity (No 1105697)

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NOTES TO THE FINANCIAL STATEMENTS

residual values over the remaining term of the grant.

l) Debtors

Other debtors are recognised in the financial statements at the settlement amount due. Prepayments are valued at the amount prepaid at the balance sheet date.

m) Cash at bank and in hand

Cash at bank and in hand includes current account balances held with banks.

n) Creditors

Creditors are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligations can be measured or estimated reliably. Creditors are normally recognised at their settlement amount.

o) Fund accounting

Restricted funds are funds that can only be used in accordance with specific restrictions imposed by donors. The detail of each restricted fund is set out in the note 11. Unrestricted general funds are available to spend on activities that further any of the charity’s objectives. Designated funds are unrestricted funds of the charity which the trustees have decided to set aside to use for a specific purpose. No unrestricted funds have currently been designated by the trustees.

p) Taxation

Concordis meets the definition of a charitable company for UK corporation tax purposes. It is potentially exempt from taxation on its income or capital gains to the extent they are applied for its charitable purposes.

q) Financial instruments

The charity only has financial assets and financial liabilities of a kind that qualify as basic financial instruments. Basic financial instruments are initially recognised at transaction value and subsequently measured at their settlement value. Fixed assets are recorded at depreciated historical value. All other assets and liabilities are recorded at cost which is their fair value.

r) Critical accounting judgements and estimates

In the application of the accounting policies, which are described in Notes 1a to 1s, the Trustees are required to make judgements, estimates and assumptions about the carrying amounts of assets and liabilities that are not readily apparent from other sources. The estimates and associated assumptions are based on historical experience and other factors that are considered to be relevant. Actual results may differ from these estimates. The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the period in which the estimate is revised if the revision affects only that period, or in the period of the revision and future periods if the revision affects both current and future periods.

s) Restatement of comparative figures

The presentation of the notes to the accounts have been re-formatted to improve understanding of the figures. Where this has been necessary, the note to the account is headed “Restated”. The overall results for the year ended 30 June 2019 have not changed.

Concordis International Trust is a non-profit UK company limited by guarantee (No 4930461) and a registered charity (No 1105697)

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NOTES TO THE FINANCIAL STATEMENTS

2. Donations and gifts Individuals Churches Trusts 3. Institutional grants European Union 2019-2021 CAR (via Bekou) 2016-2018 Mauritania 2019-2021 Mauritania 2019-2021 Abyei UK Aid Direct 2018-2021 CAR United Nations 2020 Abyei (via UNIFSA) USAID 2020 CAR (via Tetra Tech) Other	Unrestricted Funds Restricted Funds Total Funds Unrestricted Funds Restricted Funds Total Funds Year to 30 June 2020 Year to 30 June 2020 Year to 30 June 2020 Year to 30 June 2019 Year to 30 June 2019 Year to 30 June 2019 £ £ £ £ £ £ 43,109 - 43,109 31,981 287 32,268 1,150 - 1,150 400 - 400 15,364 - 15,364 4,900 - 4,900
	59,623 - 59,623 37,281 287 37,568
	- 68,201 68,201 - 72,598 72,598 - - - - 13,498 13,498 - 86,476 86,476 - 86,567 86,567 - 213,972 213,972 - - - - 334,547 334,547 - 375,969 375,969 - 4,371 4,371 - - - - 41,943 41,943 - - - - - - 25 - 25
	- 749,510 749,510 25 548,632 548,657

Concordis International Trust is a non-profit UK company limited by guarantee (No 4930461) and a registered charity (No 1105697)

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NOTES TO THE FINANCIAL STATEMENTS

		Other		Year to		Other		Year to
	Staff	Direct	Support	30 June	Staff	Direct	Support	30 June
	Costs	Costs	Costs	2020	Costs	Costs	Costs	2019
					(restated)	(restated)	(restated)	(restated)
	£	£	£	£	£	£	£	£
4a. Analysis of expenditure
Cost of raising funds	3,667	716	307	4,690	2,213	-	96	2,309
Charitable activities:
peace building
Central African Republic	256,096	190,962	31,315	478,373	148,541	260,383	18,197	427,121
Mauritania	45,157	44,312	6,267	95,736	34,033	35,799	3,106	72,938
Abyei	98,896	55,727	10,831	165,454	-	(12)	-	(12)
Future project development	2,972	7,789	754	11,515	15,439	-	688	16,127
Awareness raising and advocacy	3,092	1,475	320	4,887	5,658	-	250	5,908
	409,880	300,981	49,794	760,655	205,884	296,170	22,337	524,391

Staff costs totalling £15,255 (2019: £981) are included in allocated support costs.

4b. Analysis of support costs Governance Facilities and IT Financial management Human resources 4c. Analysis of governance costs Audit Board and committee meetings Strategic and operational planning 5. Net income for the year Net income for the year is stated after charging: Auditors’ remuneration Depreciation Payments under operating leases	9,210 26,588 7,299 6,697 49,794 6,828 256 2,126 9,210 6,828 32,411 45,306	7,633 10,192 3,598 914
		22,337
		7,000 439 194
		7,633
		7,000 4,692 40,500

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6. Staff costs and numbers Costs of employing UK contracted staff were: Salaries National insurance Pension Costs of employing overseas staff on local contracts were: Salaries Local payroll taxes The average number of contracted staff was: In the UK Overseas The total remuneration of Key Management Personnel was:	Year to 30 June 2020 £ 157,185 15,708 9,169 182,062 218,612 24,461 425,135 5 23 28 86,160	Year to 30 June 2019 (restated) £ 98,574 10,383 4,496
		113,453 79,262 14,150
		206,865
		3 18
		21
		113,453

There were no employees who received employee benefits (excluding employer pension costs) of more than £60,000 (2018: nil).

7. Trustees remuneration and Related party transactions

The trustees received no remuneration or expenses during the year (2018: nil).

No reimbursement was made to trustees for directly incurred expenses in the current or preceding financial years.

Aggregate donations received from trustees and key management personnel during the year were £15,249 (2018/19: £5,280).

No other benefits were awarded to Trustees during the financial year.

There were no other related party transactions.

Concordis International Trust is a non-profit UK company limited by guarantee (No 4930461) and a registered charity (No 1105697)

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NOTES TO THE FINANCIAL STATEMENTS

8. Fixed Assets Cost at start of year Additions Cost at end of year Depreciation at start of year Charge for the year Depreciation at end of year Net book value At 30 June 2020 At 30 June 2019 9. Debtors and prepayments Advance payments Gift aid and other amounts due Prepayments 10. Cash at bank and in hand Cash at bank held in the UK Cash at bank held overseas Cash held overseas	As at 30 June 2020 Equipment £ 12,572 13,975	As at 30 June 2020 Vehicles £ 41,932 45,645 87,577 1,942 25,891 27,833 59,744 39,990 As at 30 June 2020 Total £ 10,832 4,936 16,621 32,389 535,769 33,018 15,388 584,175	As at 30 June 2020 Total £ 54,504 59,620 114,124 4,692 32,411 37,103 77,021 49,812	As at 30 June 2019 Total £ - 247 4,279
	26,547
	2,750 6,520
	9,270
	17,277
	9,882
				4,526
				333,985 5,239 4,949
				344,173

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NOTES TO THE FINANCIAL STATEMENTS

As at 30 June 2020 £ 11a. Creditors: amounts falling due within one year Trade creditors 19,447 UK payroll tax and social security costs - Overseas payroll taxes 17,336 UK pensions 1,282 Deferred income (see notes 11b and 11c) 541,169 Accruals 6,000 585,234 11b. Deferred income Brought forward at start of year 279,051 Income deferred during the year 921,252 Income released during the year (659,134) Carried forward at the end of the year 541,169 11c. Analysis of deferred income European Union 2019-2021 CAR (via Bekou) 50,829 2019-2021 Mauritania 32,158 2019-2021 Abyei 428,620 UK Aid Direct 2018-2021 CAR - United Nations 2020 Abyei (via UNIFSA) 15,177 USAID 2020 CAR (via Tetra Tech) 14,385 541,169	As at 30 June 2019 (restated) £ 36,719 964 4,765 392 279,051 7,000
	328,891
	- 279,051 -
	279,051
	121,868 113,850 - 43,333 - -
	279,051

Concordis International Trust is a non-profit UK company limited by guarantee (No 4930461) and a registered charity (No 1105697)

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NOTES TO THE FINANCIAL STATEMENTS

Note 12a. Current year Restricted fixed asset fund EU: 2019-2021 CAR (via Bekou) 1 EU: 2019-2021 Mauritania 2 EU: 2019-2021 Abyei 3 UK Aid Direct: 2019-2021 CAR 1 Restricted revenue fund EU: 2019-2021 CAR (via Bekou) 1 EU: 2019-2021 Mauritania 2 EU: 2019-2021 Abyei 3 UK Aid Direct: 2019-2021 CAR 1 UN: 2020 Abyei (via UNIFSA) 3 USAID: 2020 CAR (via Tetra Tech) 1 Other 5 Unrestricted fund Total funds 12b. Prior year Restricted fixed asset fund EU: 2019-2021 CAR (via Bekou) 1 EU:2019-2021 Mauritania 2 UK Aid Direct: 2018-2021 CAR 1 Restricted revenue fund EU: 2019-2021 CAR (via Bekou) 1 EU:2016-2018 Mauritania 4 EU:2019-2021 Mauritania 2 UK Aid Direct: 2018-2021 CAR 1 Other 5 Unrestricted fund Total funds	At 1 July 2019 Income Expenditure Gain/losson exchange rate At 30 June 2020 £ £ £ £ £ 9,822 - (6,520) - 3,302 21,359 - (8,473) - 12,886 - 59,620 (8,475) - 51,145 18,631 - (8,943) - 9,688
	49,812 59,620 (32,411) - 77,021
	- 68,201 (68,201) - - - 86,476 (86,476) - - - 154,352 (154,352) - - - 334,547 (334,547) - - - 4,371 (4,371) - - - 41,943 (41,943) - - 1,700 - - - 1,700
	1,700 689,890 (689,890) - 1,700
	18,108 59,623 (38,354) (9,747) 29,630
	69,620 809,133 (760,655) (9,747) 108,351
	- 12,572 (2,750) - 9,822 - 23,301 (1,942) - 21,359 - 18,631 - - 18,631
	- 54,504 (4,692) - 49,812
	- 363,397 (363,397) - - - 13,498 (13,498) - - - 63,266 (63,266) - - - 53,967 (53,967) - - 3,710 287 (2,297) - 1,700
	3,710 494,415 (494,425) - 1,700
	3,294 37,306 (23,274) 782 18,108
	7,004 586,225 (524,391) 782 69,620

Concordis International Trust is a non-profit UK company limited by guarantee (No 4930461) and a registered charity (No 1105697)

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Notes:

• (1) The purpose of the grants UK Aid Direct 2018-2021 CAR, EU 2019-2021 CAR (via Bekou) and USAID: 2020 CAR (via Tetra Tech) is to promote peaceful seasonal migration to mutual benefit in the north of Central African Republic.

• (2) The purpose of the grant EU: 2019-2021 Mauritania is to promote peaceful coexistence and resilience to the effects of climate change in the Senegal River Valley region.

• (3) The purpose of the grants EU: 2019-2021 Abyei and UN: 2020 Abyei (via UNIFSA) is for supporting peacebuilding and intercommunity trade in the Abyei Administrative Area.

• (4) The purpose of the grant EU: 2016-2018 Mauritania is to promote conflict resolution and peacebuilding in the Senegal River Valley region.

• (5) The purpose of the individual donor grants for South Sudan is to promote resolution of conflict at national level in South Sudan.

13. Analysis of net assets between funds Fixed assets Debtors and prepayments Cash at bank and in hand Creditors: amounts falling due within one year Total net assets

Unrestricted Funds Restricted Funds Total Funds Unrestricted Funds Restricted Funds Total Funds Year to 30 June 2020 Year to 30 June 2020 Year to 30 June 2020 Year to 30 June 2019 Year to 30 June 2019 Year to 30 June 2019 £ £ £ £ - 77,021 77,021 - 49,812 49,812 4,482 27,907 32,389 (325) 4,851 4,526 27,046 557,129 584,175 22,080 322,093 344,173 (1,898) (583,336) (585,234) (3,085) (325,806) (328,891)

29,630 78,721 108,351 18,670 50,950 69,620

	As at 30	As at 30
	June 2020	June 2019
	£	£
14. Lease commitments
Operating leases which expire		-
Within one year – land and buildings	50,100	4,442

Concordis International Trust is a non-profit UK company limited by guarantee (No 4930461) and a registered charity (No 1105697)

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