BUILDAID- TRUSTEES, ANNUAL REPORT FOR THE PERIOD ENDED
28TH FEBRUARY 2025
1. TRUSTEES
Trustees are selected and invited for appointment by the existing trustees having due regard to
the skiLLs, knowledge and experience needed forthe effective administration of the charity.
2. STRUCTURE, GOVERNANCE AND MANAGEMENT
The charity operates underthe Declaration of Trust made on 7th March 2005 and is
administered by the trustees to achieve the charity's objectives.
3. THE BUILDAID MODEL
Our vision is "A world where everyone can access the vltal amenities and servlces that they
need."
Our mission is "To provide sustainable infrastructure and construction aid to people in
need all around the world."
We colLaborate with local and international partners. providing construction expertise and
funding to build medical, educational, shelter and welfare facilities. Our assistance is f lexible,
tailored to each community's unique needs and ranges across all leveLs of infrastructure and
built environment services, including pro-bono design assistance and project management.
Our work saves lives, creates opportunities, and improves the welfare of people in
disadvantaged areas globally. Our values are:
Collaboration- We thrive through workingwith communities, teamwork, and
partnerships.
Efficiency- We act quickLy and prioritize urgent projects.
Diversity- We do not favour any specific region, ethnicity, or religion for our aid delivery.
Sustainability- Our projects are built to last and can be easily maintained.
Environment- Our projects always consider and include measures to combat damage
to the pLanet.
4. THE YEAR IN REVIEW
This reportingyearthe COVID pandemic was still having a detrimental effect on the charity's
activities due to a reduced workforce and volunteer group, it contlnuea to reouce our
operational activities as well as impact on our fundraising capacities. More information on this
can be found in priorTrustees' Annual Reports 2021-4.
This year, following a reduction in the number of our board oftrustees to threefamily members
we were able to streamline charity's activities and concentrate on our available strengths and
reduce the charity's running costs to ensure our long-term sustainability. These actions were:

Notto replace the staff made redundant in previous years butto concentrate on recruitment of
volunteer staff and cooperating organisations, to this extent we have increased partnership
operations with Rotary International and Light of Maasai.
We continued to continue focusing on projects with less capital expenditure and with more
utilization of our construction expertise and pro-bono consultation services with partner
organisations.
These actions yieLded positive results for the charity and have ensured we remain on a stable
footing.
Our main achievements forthis charityyear were:
The compLetion oftwo further Sand Dams and subsequent training, planting, and terracing of
the drylands in South-Eastern Kenya.
The construction of two classrooms in rural Kenya.
Distributing a further 50 Biolites to families Living off-grid in rural Kenya.
Further developing our project partnerships with Rotary International and The African Sand
Dam Foundation to ensure our projects are beneficiary-led and of maximum impact.
Modernising our accounting systems and economic management by moving over to Xero
accounting software, successfully reducing our running costs to ensure our Long-term
sustainabiLity.
We moved to new shared off ices in Braintree reducing our rental outlays by 50 %.
CarefulLy sustaining our relationships with several corporate and individual supporters and
further deveLoping a working relationship with Rotary International.
5. ORGANISATION AND STRUCTURE
The board was reduced from the previous yearwith two existing trustees agreeingto ser￿e a
furtheryear and the addition of one newtrustee. The Trustees for the comingyear are:
Robert Muir- Reappointed February 2025 Benjamin Muir- Reappointed February 2025 and
Katherine Muir appointed February 2023.
7. PROJECTS
THE STAGES OFA PROJECT
Every project differs from another, but we pride ourselves on our ability to implement a variety of
projects for a range of beneficiaries. We operate a comprehensive system that we use for every
project to ensure that it is of the highest quality and has the greatest possible impact.
Sta
nstru
ti¢Ln Research and Needs Assessment
Before any vi8it8 to potential areas of operation or meetings with potentlal partners, extenslve
research is conducted, especiaLLy regardingthe cultural, economic, national, and Local issues in
the area. It is imperative that we are fully aware of an area's specific needs and are equipped
with the appropriate information to discuss methods of addressing these needs. Following this
desk-based research, an initial visit takes place and extensive data, both quantitative and
qualitative, must be collated for BuiLdAid records and project justification.

Another vital aspect of conducting research in the local area is to ensure that as many local
community members as possible are consulted and involved in the decision-making process.
We strive to empower communities and build capacitywith our projects, so it is essentiaLthat
we understand whatthe entire community needs. We also undertake extensive community
assessment to ascertain the demographic data, marginalised groups, inclusivity and any
special needs.
Other research includes:
LocaL Laws and customs
Land ownership
BuiLding regulations
Tectonic activity and other geographical issues
Establishing if any local services are operating in a similar capacity to our proposed
project(s)
Due Diligence
We ensure that organisations affiliated with BuildAid projects, especiaLLy project partners, are
scrutinised and researched thoroughLy before a project agreement. This includes an in-depth
analysis of the organization's finances and strategy, personnel, policies, references, and a
criminaL records check. It is especiaLly vital to ensure that organisations have 8 strict Child
Protection PoLicy that they abide to.
Energy and Sustainability
Our taiLor-made approach to construction aid means that we have the flexibility to incorporate
innovative solutions to energy waste and environmentally harmful practices. Many areas that
we work in have unreliable sources of power and would benefit f rom harnessing alternative
energy sources such as soLar. We are developing our capacity as pro-bono design consuLtants
to include strategies for renewable energy use in new buildings and renovations.
As welL as the use of renewable energy, our consultancy includes strategies to prevent:
Infrastructure damage from extreme weather
Unsafe waste disposal
PoLlution
Harmful sanitation practices
Project Planning
Once a project has been agreed and our project partners have been suitably assessed, we can
begin preparing for the project. This entails:
Information Exchanges
Feasibility Studies
RiskAssessment
Structural Design Assessment
Creation of a:
a. BuiLding Contract
b. Health and Safety Strategy

c. Maintenance and Operations Strategy
d. Sustainability strategy
Policies and MOUS
All project partners must sign a legal Memorandum of Understanding with BuildAid to ensure
that each paty is aware of their responsibilities and their expectations of them. This document
is tailored to each project and includes a commitment that partners will adhere to alL BuildAid
policies and protocols.
Finance
Project funds are never held by external agencies, third parties or governments. We use
Moneycorp to transfer money overseas and we require a detailed requestfrom our project
partners that specifies the exact amount and proposed use of funds. Project funding is always
staged and dependent on progress reports from our project partners.
Monitoring and Reporting
It is vitaL that projects are carefully monitored, and project partners must meet our
requirements for reporting. Partners must report periodically on construction progress with
photos and videos and consult us immediately with any queries or problems.
Advocacy
Many of our projects relate to key problems in low-income countries, e.g., child exploitation and
limited access to educatlon. We believe that working on such projects carries a responsibility of
advocatingfor change and spreading awareness. We use our pLattorm as an NGO to speak to
our supporters in the UK about the issues that communities are facing in our areas of operation.
We are highly active on social media and are constantly expanding our reach and audience. We
also speak to members of the public aboutthese issues during our communityfundraising
activities.
On project completion, BuildAid and our project partners both complete a project report and
evaluation. Here, we reviewthe project impacts and compare them with the planned outcomes.
Afurther evaluation willtake place 5-10 years post-completion in the form of an Impact
Assessment.
Monitoring and Reporting
One of our requirements for our project partners is thatthey must report to us for two years
folLowing project completion. This aLLows us to ensure that the project is serving its intended
purpose and helps us to 3chedule the appropriate titne for an ImpaciAssessmeni.

PROJECTS UNDERTAKEN THIS YEAR
BioLites
Working in partnership with Rotary International and Kenya-based community organization,
Light of Maasai, we have been able to purchase and distribute 50 Biolite Solar Home 620 units
to low-income families living off~grid in the region of Rombo, Kajiado South.
The Biolite Solar Home 620 transforms off-grid homes by providing a safe, affordable, and
reliabLe source of light and energy.
Each unit incLudes:
A 6-w8tt solar panel mounted on the roof.
AwaLI-mounted control box with real-time feedback on sun-strength and battery capacity.
Three daisy-chain hanging lights with 18ft cords, adjustabLe brightness, and a motion sensor
option.
FM Radio
Two USB ports for powering mobile phones and other devices
One unit can power an entire home and dramatically improve a family's quality of life. The lights
make housework, childcare and hygiene much easier and safer; give children light for
completing homework and alLow isolated areas to keep up to date with national news via the
radio. These activities are all essentiaL for families, welfare, especially during national
emergencies such as Covid 19.
This WILL allow families to keep up to date with nationaL announcements, a free phone charger
will provide improved security in their homes and with a light for children to complete
homework and exam preparation after sunset.
Child Oncology Unlt
We were introduced to World Child Cancer (WCC) in late 2019 and recommended to advise on
an extension of an existing Child Oncology Unit at Queen Elizabeth Hospital in Blantyre, Malawi.
We completed an initial site visit and survey in January 2020 and compiled a comprehensive
report for WCC, advisingthat a new building should be constructed, as opposed to the
extension of the eexisting one.
Having colLaborated with our architectural supporters Inter Urban Studios, who designed a new
two-storey building to be built in place of the current unit, all their services were provided pro-
bono. Following the initial concept designs, we worked coLlaborativeLy with World Child Cancer
to C8refully design the layouts of the new unit to achieve maximum efficiency and positive
impact for service users. Having become the lead agency for this initiative last year, we
undertook a user group consultation and developed the final designs with a viewto progressing
on to technical design and cost planning this year. Sadly, this project has not progressed this
year. owing a severe lack of funding and stakeholder engagement.

Sand Dams
We have continued to workwith Rotary Internationalto construct a further series of Sand Dams
in Kenya. A Sand Dam is a reinforced rubbLe cementwall built across a seasonal riverbed
increasingly retains sand suspended in flood waters through each rainy season. The sand then
retains water and raises the water table in the surroundingfields to allow agriculture in the dry
season. This retention of water recharges the aquifer and therefore provides enough water for
tree and vegetable nurseries throughout the year.
The fulL programme of sand dams, tree planting and farmland terracingforms a self-
perpetuating cycle of water and soil conservation. This conservation reduces community time
spent coLlecting water, leaving more time for farming and other essential activities such as
farming, Learning, studying and childcare. The soil conservation enables farmers to utilise
improved agriculture techniques Leading to a more secure and diverse supply of food and cash
crops, all year round.
Afurthertwo dams are now designed, and we hope to commence works early in 2026.
8. FINANCE AND FUNDRAISING
Reserves Policy
Currently, BuiLdAid holds £10,000 in reserves. This is an increase from our previous reserves
f igure of £5,000, this is now sufficient with no ongoing redundancy liabilities. These funds are
unaLlocated funding that has been accrued gradually since the formation of the charity. These
funds are specifically for:
Protection in case of a shortfall in income
Expenditure in emergencies
Protection from a specif ic Liability
Exit costs should the charity need to close.
We have revised our Reserves Policyto ensure that we are financially protected enough and not
holding f unds that could spent on operational aid.
Fundraising
Despite the ongoing difficulties following the 2020 pandemic and severely reduced fundraising
activities, we were able to raise. £76,684 this year in donations and partner support a
substantial increase on the previous year. We have been extremelyfortunate to have the
continued support from ongoing regular givers. several commercial organisations, individuaLs
and Rotary International so in the main have been able to maintain our diversified income
streams.
Rotary Internatlonal
We have continued to be supported by Rotary International and have collaborated cLosely with
them on several projects. This has included a Large-scale programme of Sand Dams and the
continued provision of BioLites to off-grid homes, both in rural Kenya.

Corporate Supporters
This year, donations from Corporate Supporters totaled £5,000. We are incredibly Lucky to have
regular supportfrom our'corporate Heroes, who make a monthly donation to the charity.
Without these committed donors, we would not be able to achieve the impact that we make
with our projects. These companies include: DeeDee Dee Ltd and Red Brickwealth.
Individual Giving
This year, donations from individuals totaled £9,000. We have a small number of individuaL
donors who generously support us with a monthlygift. In addition, we aLso received a smaLI
number of one-off donations throughout the year. These donations have been essential for our
survival and have allowed us to continue to deliver our projects.
9. RISK ASSESSMENT
We have identified and assessed the main risks that we are vulnerable to and the steps that we
can take to prevent and reduce the chance of each risk and its effects.
RISK.. ITfailure
PROTECTION: Back-up of major documents and increased use of cloud-based storage
RISK: Too much reliance on individuals for programme delivery
PROTECTION: We now rely on the family members constitutingthe charity's board
RISK: Misuse offunds
PROTECTION: Due diligence for project partners including reference requests
RISK: Drop in income
PROTECTION: Close scrutiny of monthly incomes and matching expenditure accordingLy
10. KEY OBJECTIVES FOR 202516
Continue to deliver aid through our own projects and by assisting other NGOs/non-
profits.
Maintain existing income streams.
Improve Long-term sustainability of the organisation.
Assign clear roles to Trustees and Volunteers, with clear objectives and targets.
Finalise and execute new strategyforthe charity.
11. DECLARATION
The trustees declare thatthey have approved the trustees, report above. Signed on behalf ofthe
charity's trustees.
Robert K Muir Gnairio Trustees

BUILDAID
REPORT TO THE TRUSTEES OF
BUILDAID CHARITY NUMBER 1108811
ACCOUNTS TO 28th FEBRUARY 2025
RESPECTIVE RESPONSIBILITIES OF TRUSTEES AND EXAMINER
The charity's trustees are responsible for the preparation of the accounts in accordance
with the requirements of the Charities Act 2011 ("the Act").
The charity's trustees consider that an audit is not required for this year under section 144
of the Act 2011 and that an independent examination is needed.
It is our responsibility to
examine the accounts under section 145 of the Charities Act,
to follow the applicable Directions given by the Charity Commission
(under section 145(5)(b) of the Act, and
to state whether particular matters have come to our attention.
BASIS OF INDEPENDENT EXAMINER'S STATEMENT
Our examination was carried out in accordance with General Directions glven by the
Charity Commissioners. An examination includes a revlew 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 seeking explanatlons from the trustees concerning any such matters. The
procedures undertaken do not provide all the 8vidence 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
ln connection with our examination, no material matters have come to our attention
which glves us cause to believe that In, any material respect:
accounting records were not kept in accordance with section 130 of the Charities Act or
the accounts do not accord with the accounting records.
We have no concerns and have come across no other matters in connection with the
examination to which attention should be drawn in order to enable a proper understanding
of the accounts to be reached.
5 Ducketts Wharf
Bishops Stortford
Herts CM23 3AR
MANSELL & CO
CHARTERED CERTIFIED ACCOUNTANTS

BUILDAID
STATEMENT OF ASSETS AND LIABILITIES AT
YEAR ENDED 28th FEBRUARY 2025
2025
2024
CASH FUNDS
66,421
36,886
REPRESENTED BY:
NET RECEIPTS TO DATE
£66.421
£36,886

BUILDAID
RECEIPTS AND PAYMENTS ACCOUNT
YEAR ENDED 28th FEBRUARY 2025
2025
2024
RECEIPTS
Donations
76,684
30,480
Total recelpts
76,684
30,480
PAYMENTS
Cost of charltable activlties
Programme Delivery
Programme Staff
Gompliance & Policy
35,163
63,108
55
315
35
35,198
63,478
Support costs
Office Costs
Management
Office Staff Costs
Postage and stationery
Insurance
Computer & IT
Marketing
Accountancy
Pension
Bank charges
6,239
650
2,885
235
536
86
333
897
6,772
93
472
744
112
90
154
11,951
8,347
Total payments
47,149
71,825
NET RECEIPTS / (PAYMENTS)
£29,535
-£41,345
FUNDS BROUGHT FORWARD
£36,886
£78,231
FUNDS CARRIED FORWARD
£66,421
£36,886