| Page | |||
|---|---|---|---|
| Directors' report | 1-19 | ||
| Independent examiner's |
report | 20 | |
| Statement offinancial |
activities | 21 -22 | |
| Balance sheet | 23-24 | ||
| Notes to the financial | statements | 25- 37 |
| Secretary | Secretary | Secretary | C Shiret | ||
|---|---|---|---|---|---|
| Charity number | 1119512 | ||||
| Company | number | 06182571 | |||
| Registered | office | 1 Heron Stream Place | |||
| Trenders Avenue | |||||
| Rayleigh | |||||
| Essex | |||||
| SS69RG | |||||
| independent | examiner | Rickard Luckin Limited | |||
| 1st Floor | |||||
| 19Clifftown | Road | ||||
| Southend-On-Sea | |||||
| Essex | |||||
| SS11AB | |||||
| Website | www. livingstonetanzaniatrust. | corn |
| UK | Tanzania | Tanzania | ||
|---|---|---|---|---|
| Economic | The UK economy is facing sharp rises in inflation at the household level which will |
The TZ economy grew at 4% in 2021 and is set to rise to 5.8%, with inflation at 3.4%. However, |
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| impact on levels of household |
disposable | the increase in the global oil price is likely to |
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| income which may, unless |
addressed, | have an impact on the costs of some goods. | ||
| impact on charitable support. |
There is a growing optimism in Tanzania |
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| regarding the massive oil fields (17 trillion cubic |
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| meters) and the potential to export in the |
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| Liquefied Natural Gas (LNG) as an alternative to |
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| Russian supplies as the world seeks to diversify |
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| their energy suppliers. There is an anticipation |
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| that this will generate significant jobs and |
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| income for the country by 2030. |
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| Babati has also seen a significant increase in |
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| the cost of building materials, which is making |
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| the cost of construction higher and reduces our |
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| competitiveness. | ||||
| Social | The war in Ukraine is focusing UK minds |
Tanzania's population is growing at a rate of3%, |
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| on the emergency relief that is needed to support those affected, and this is likely to take priority over the development needs o Tanzania. |
the median age is 18, with 44% of the population being 0-14 years old. Life expectancy is now 65 years, and the population is set to grow to 129 million by 2050, with a population of |
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| 58 million in 2019.The demand for schooling is |
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| The pandemic continued far |
longer than |
already far greater than the resources can |
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| anticipated and this impacted |
some areas | provide and unless addressed will create a great |
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| of fundraising in terms of challenge events |
level of poorly educated and disenfranchised |
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| which people were not eager to sign up in |
young people. This makes our work even more |
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| case they were cancelled. | important. | |||
| Technology | LTT recognises their limited technology skills and will in 2022 be taking on a small |
MCDO are similarly technically challenged, and all lessons learnt will be shared. Broadband |
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| team of volunteers to assist |
with video, |
quality and connectivity continue to be erratic. |
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| marketing, and social media. |
The digital |
However more and more of the MEL activity is |
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| fundraising world never stands |
still and LTT | being done using software packages than can |
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| are eager not to be left behind | be used on mobile phones. Having lT taught in |
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| schools is becoming a greater priority. | ||||
| Legal | The Charity Commission of England and |
In Tanzania, the rules relating to NGOs are |
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| Wales continues to monitor all |
the activities | poorly communicated and lack an understanding |
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| ofall charities. | ofthe market. NGOs have started to be taxed as | |||
| though they are profit making entities. This is |
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| becoming an increasing concern in the NGO |
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| arena | ||||
| Environment | There is a corporate mood, as a result o COP26, to edge away from developing human capacity to alleviate poverty and |
While deforestation is a concern in Tanzania, it is not a priority. However plastic bags have been made illegal and the impact of that has been |
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| create a more equal society towards |
significant. Plastics are being collected to |
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| developing a more energy |
efficient and |
contribute to new road surfaces. These are |
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| sustainable organisation. LTT recognise the |
considered economic drivers rather than |
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| need to tie into this if they want to access |
environmental drivers. |
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| corporate support. |
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| 4IX | 6 | 2 | dlR | IL | IL |
| 2022 | 2021 | ||||||
|---|---|---|---|---|---|---|---|
| Notes | 6 | ||||||
| Fixed assets | |||||||
| Tangible assets | 352 | 752 | |||||
| Current assets | |||||||
| Debtors | 12 | 5,886 | 12,825 | ||||
| Cash at bank and | in | hand | 231,270 | 222,522 | |||
| 237,156 | 235,347 | ||||||
| Creditors: amounts one year |
falling due within | 13 | (12,940) | (7,287) | |||
| Net current assets | 224,216 | 228,060 | |||||
| Total assets less | current liabilities | 224,568 | 228,812 | ||||
| Creditors: amounts more than one year |
falling due after | 15 | (35,833) | (45,563) | |||
| Net assets | 188,735 | 183,249 | |||||
| Income funds | |||||||
| Restricted funds | 16 | 66,599 | 56,515 | ||||
| Unrestricted funds Unrestricted funds |
- - |
designated general |
116,461 5,675 |
121,701 5,033 |
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| 188,735 | 183,249 |
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| 2022f | 2021f | |||
| Trading | activity income: other | 1,407 | 3,259 | |
| 5 | investments | |||
| 2022 | 2021 | |||
| Bank interest received | 86 | 317 |
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| 7 | Supportcosts | Support Governance | Support Governance | 2022 | 2021 | Basis ofallocation |
|---|---|---|---|---|---|---|
| costs | costs | |||||
| f | f. | |||||
| Training costs | 48 | 48 | 105 | |||
| Travel &volunteer expenses | 1,057 | 1,057 | 99 | |||
| Office costs | 1,946 | 1,946 | 1,860 | |||
| Printing &stationery |
609 | 609 | 681 | |||
| Telephone | 300 | |||||
| Recruitment | 1,128 | 1,128 | ||||
| ITcosts | 1,897 | 1,897 | 1,211 | |||
| Subscriptions | 50 | 50 | 420 | |||
| Loan interest | 649 | 649 | ||||
| Accountancy fees | 4,668 | 4,668 | 3714 | Governance | ||
| Legal and professional | 126 | 126 | Governance | |||
| Trustees meeting expenses |
30 | 30 | - | Governance | ||
| Insurance | 1,102 | 1,102 | 267 | Governance | ||
| 7,384 | 5,926 | 13,310 | 8,657 | |||
| Analysed between |
||||||
| Charitable activities |
7,384 | 5,926 | 13,310 | 8,657 |
The average monthly number ofemployees duding the |
year was: | |
|---|---|---|
| 2022 | 2021 | |
| Number | Number | |
| Direct charitable services | ||
| Employment costs |
2022f | 2021f |
| Wages and saladies Other pension costs |
44,390 3,593 |
37,309 3,092 |
| 47,983 | 40,401 |
| Tangible fixe | d asset | s | |||
|---|---|---|---|---|---|
| Computers Motor f |
vehicles f |
Totalf | |||
| Cost | |||||
| At 1 April 2021 | 2,105 | 12,751 | 14,856 | ||
| Disposals | (12,751) | (12,751) | |||
| At 31 March | 2022 | 2,105 | 2,105 | ||
| Depreciation | and impairment | ||||
| At 1 April 2021 | 1,580 | 12,524 | 14,104 | ||
| Depreciation Eliminated in |
charged respect |
in the year ofdisposals |
173 | 57 (12,581) |
230 (12,581) |
| At 31 March | 2022 | 1,753 | 1,753 | ||
| Carrying amount At 31 March 2022 |
352 | 352 | |||
| At 31 March | 2021 | 525 | 227 | 752 |
| 12 | Debtors | ||||
|---|---|---|---|---|---|
| Amounts falling due |
within one year: | 2022f | 2021 | ||
| Other debtors | 5,886 | 12,825 | |||
| 13 | Creditors: amounts | falling due within one year | |||
| Notes | 2022f | 2021 f |
|||
| Bank loans | 14 | 10,000 | 4,437 | ||
| Accruals and deferred | income | 2,040 | 2,850 | ||
| 12,940 | 7,287 | ||||
| 14 | Loans and overdrafts | ||||
| 2022f | 2021 f |
||||
| Bank loans | 45,833 | 50,000 | |||
| Payable within one year Payable after one year |
10,000 35,833 |
4,437 45,563 |
|||
| 15 | Creditors: amounts | falling due after more than one year | |||
| 2022 | 2021 | ||||
| Notes | f. | ||||
| Bank loans | 14 | 35,833 | 45,563 |
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||||||
|---|---|---|---|---|---|---|---|
| Resources | Transfers | Balance at | Incoming | Resources | Transfers | Balance at | |
| expended 6 |
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resources f |
expended | 31 6 |
March 2022 f |
||
| Livelihoods | (2,666) | 11,454 | 8,788 | 9,723 | (4,209) | (6,072) | 8,230 |
| Education | (5,069) | 43,490 | 38,421 | 15,075 | (9,957) | (4,920) | 38,619 |
| WASH | (6,666) | 15,064 | 8,398 | 6,250 | (691) | 124 | 14,081 |
| Tanzania | |||||||
| costs | (9,058) | 36,170 | 27,112 | 5,000 | (9,247) | 294 | 23,159 |
| UK costs | (41,530) | 80,512 | 38,982 | 36,777 | (44,637) | 1,250 | 32,372 |
| (64,989) | 186,690 | 121,701 | 72,825 | (68,741) | (9,324) | 116,461 |
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| 19 | Related party transactions | Related party transactions | ||||
|---|---|---|---|---|---|---|
| Remuneration | ofkey management | personnel | ||||
| The remuneration | of key management | personnel | isas follows. | |||
| 2022 | 2021 | |||||
| E | E | |||||
| Aggregate compensation |
19,795 | 16,629 |