Charity ReglstratSon No. 1119512 Company Registration No. 06182571 (England and Wales) MIKUYU TANZANIA (FORMERLY LIVINGSTONE TANZANIA TRUST) ANNUAL REPORT AND UNAUDITED FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 RickardLuckin MIKUYU TANZANIA (FORMERLY LIVINGSTONE TANZANIA TRUST) CONTENTS Page Trustees, report Independent examiners report 16 Stalement of fin8nci818clivitles 17 Balance sheet 18 Notes to the financial statements 19-31 MIKUYU TANZANIA (FORMERLY LIVINGSTONE TANZANIA TRUST) LEGAL AND ADMINISTRATIVE INFORMATION Directors C Shiret A Wootten CP Hyde D Higham T Wills A Mitchell G Clark (Appoinled 2 May 2024} Secretary C Shiret Charity number 1119512 Company number 06182571 R8g18tered offlce 14 St Davids Drive Leigh on Sea Essex SS9 3RF Independent examlner Janin8 Mansfield Rlckard Luckin Llmited 1 sl Floor County House 100 New London Road Chelmsford Essex CM2 ORG Web81te vvhv.mikuyutanzanla.org MIKUYU TANZANIA (FORMERLY LIVINGSTONE TANZANIA TRUST) TRUSTEES, REPORT {INCLUDING DIRECTORS. REPORT) FOR THE YEAR ENDED 31 MARCH 2025 A messa e from our Chairman. The year was all about planning for the future while ensuring the past was properly 'put to bod.. That sounds odd, but at Mikuyu Tanzania (formerly Livingstone Tanzania Trust) we have always committed lo ensuring agreed projects are fully funded and fully delivered and that is precisely what we have achieved. The Board of Trustees took a decision In 2023 to change the name of the organisatton to belter reflect the operational model. when we appointed our first Tanzanian in-country Programmes Manager, Abdallah Njayagha (Abdil. We have spent this year ensuring that every detail of the transition was in place and I was extremely pleased that al the end of March 2025 Mikuyu Tanzania came into existence, without mishap. During the year our usual programme of building continued as delivered som8 outstanding prolects which profoundly improved lives. The Babati Day Secondary School was one such notable project, where we co- produced a student-led design of a toilet block and where latterly the Head Teacher reported a number of positive Impacts linked lo the new toilets. Chief among Ihese is a drop in urinary tiacl infections from an average of ten students needing hospital treatment each week to zero cases. We have also seen an increased number of girls having the confidence to regularly attend school, and an improvement by 5% on the school's exam pass rate. In 2023 we also took the decision to work with a greater range of Tanzanian partners and to move our focus to more remote areas of the Babati region dealing with communities which face greater daily challenges to get their children properly educated. In 2024 Julian and Abdi began Ihe process of engaging with these communities, Including detailed research, consullalions and discussion with leachers. parents. children and village councils. This pro¢ess resulted in detailed plans of the requirements and ambitions of four separate partner communitles ready lo launch in our 2025 funding driv8s. Separately, we have worked with another UK charity, Made with Hope and their local delivery partners in Arusha, Ndolo in Action, on delivering a large self-sustaining school farffl, whlch is in the government's wishes for all schools moving forward. The aim is lo boost the nutritional content of school meals, provide money from sales of produce to maintain the gardens and use the surplus to buy books and other school es58nllals, while giving the stud6nts skills in more modern farming techniques ready for their adulthood. On my recenl visit lo see the progress of our projects, I was taken by how well invested the Babati Town Council is in all things Mikuyu, even down lo confirming their first ever match funding for 80me roofs on teachers houses and toilets and suggesting a joint school farm project. Once again this year. everyone at Mikuyu Tanz8nia h8s given 100% and I thank the Trustees for glving the charity Iheir time and support and their specialist skills and advice. Julian and his team have been ceaseless In their toil and Abdi has been 8 shining beacon in country. Cllve Shlret, Chalmian. June 2025 Mikuyu Tanzanla's work aligns wlth the Tanzanian Development Wision 2050 In that wa also want to." Prloritlse stakeholderparticipation fmm tho outset Develop human capitsl beyond education Reduce inequallty Promote equitable aces to educatlon and economlc opportunities Direct The Directors present their report and accounts for the year ended 31 March 2025 The financial statements have been prepared in accordance with the accounting policies set out in nole 1 to the financial Statements and comply wtlh the charity's Memorandum and Articles of Association. the Companies Acl 2006 and "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard appIl￿ble in the UK and Republic of Ireland (FRS 1021" (effective 1 January 2019). The Trustees have paid due regard to the guidance Issued by the Charity Commission in deading what activities the charity should undertake. MIKUYU TANZANIA (FORMERLY LIVINGSTONE TANZANIA TRUST) TRUSTEES, REPORT (INCLUDING DIRECTORS, REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Objectlves and operatlng model Our objectives are-. - 1, To alleviate poverty and hardship in Tanzania through programmes developed In collaboration with Tanzanian stakeholders. 2. To work with the community in long-leim partnerships to develop sustainable solutions which the community can deliver. monitor and evaluate. 3. To ensure our prograrnmes do not have any negative impacts that might affed the wellbeing and safety of our staff, partners and the communities we work with. 4. To raise funds in an ethical manner lo fund the cost of developing, implementing, and monitoring programmes in Tanzania, and associated UK programme costs and core costs. 5. To develop the competencies of delivery partners. Charitable Strategy Our strategy is to tackle the 3 major contributors to povety education. suslainable livelihoods and hèalth. Tackling any one of them alone will not alleviate poverty, but by tackling them all at the same lime in one location we can support the community to sustalnably overcome pov8rty. We recognlse that each themallc area is complex, but their interconnectedness can be used, when we work closely with the communlty, to build a momentum for change and a belief that It Is achievable. Education Inlrastructur Wai•r. •dnltsllon rfnyAI•Th• Sthoolm knd E￿rOnM•￿tI1 X- sustèlnable paih to pov•rty •ll•vlatlon Health Sust8lnablo Uvellhoods MIKUYU TANZANIA (FORMERLY LIVINGSTONE TANZANIA TRUST) TRUSTEES. REPORT (INCLUDING DIRECTORS. REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Slralegy for achieving our objectives Through consultatlon, collaboration and active participation with locally led NGOS. local communities. their leaders, and other stakeholders we can all understand the complexitie5 of the challenges being faced and together address them. Whilst our focus is on ensuring children receive the educalion that they need to break the cycle of poverty, our work encompasses the whole community. 2. Our fundraising and communication strategy aims to diversfy our income sources whilst retaining the interest and engagement of our existing donor base. Our values Our values reflect who we are and run through all that we do in tenns of decision maklng and delivery. We refer to them as SLICE. ew of colleagues, of partners. of donors, of communllies and of the environment. We strive lo achieve thls by creating an inclusive and welcoming space where all ideas are considered allowing the charity to evolve and maintain our legitimacy whilst doing no harm. Lon evi w& do not helicopter in and out of communities, we stay for the long term. We believe that it is only through building up trust over time Ihal we can Iruly understand and influence change. le our word is our bond. we never make promises that we cannot keep. we communicate with honesty, and we share both successes and challenges. Collaboration we practi￿ participatory and adaptive management techniques that require constant communication involving the community at all stages of programme development. - we recognise Inequity and adlust our approath to ensure that everyone is treated with dignity and re5P8Ct. This has been a year of exciting change and evolutlon for us. we have: _ 1. Changed our name from Livingston8 Tanzania Trust to Mikuyu Tanzania. 2. Widened our dellvery partners . 3. Evolved our delivery process. 4. Researched the challenges new communilies face when tryin9 to educate their young people All the while we have continued to dèliver impacttul programmes in Tanzania, developed th6 competencles of our team and diligently managed our UK resources. 1. Name change We felt that the connotations of the word Livingstone did not reflect the partiupglory and collaborative ethos of our work. After due consultation we agreed on the Kiswahili word Mikuyu, which is the plural word for Sycamore Fig trees. These trees. which grow abundantly around Babati, are the trees under which elders traditionally sal when holding community meetings. As we are rooted in the Gommuntty and we too sit and discuss the issues of the day with the community we felt this association suited us. By moving away from Livingstone we do not wish to cast negative aspersions upon Dr Livingstone whose work to highlight and end slavery we hold in high regard. The new name has been hugely positively received and we are grateful to Bev Hall who volunteered her skills to guide us through the process and ensured it ran smoothly. MIKUYU TANZANIA (FORMERLY LIVINGSTONE TANZANIA TRUST) TRUSTEES, REPORT (INCLUDING DIRECTORS. REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 2. Changing delivery partners We strongly believe in working with local partners as il helps to ensure that we acl respectfully at all times, are guided to ensure that we do no harm and only do Y￿rk that is both wanted and needed by the cotnmunity. For the past 12 years we have enjoyed a fruilfijl partnership with Maisha Capacity Development OppDrtunity, however as we shift our charitable objectives it is with sadness that we did not renew our contract with them from December 2024. During the course of the year we began to form working relationships with 4 other NGOS in Tanzania. Impact Lead Tanzania IILT) in Babali. We have provided personal development of their Director through training courses and internal training and mentoring and some kick start funding. This is a new NGO in Babati which shows great polential and we have worked with ils Director in the past. He has excellent social capital within Babati and experience of WASH. enterprise training, construction projects, leacher training and volunteer management. Ndoto in Action in Arusha, through the UK charily Made with Hope. We have supported a single project that focuses on developing a fully self-sustaining school market garden for a primary school. The 8im 18 to supplem8nt the school's existing school meals programme with fresh fruit and vegetabl8s. The farm wlll be completed in 2025 and will have surplus produce which will provide 8n income to cover all the farm's running costs and contiibute lo the school's running costs. The Farm has already been visited by Babatl Ward and Edu¢alion Officers and Head Teachers from Baball who ar8 inspired to further develop their activltl88 in this area. 3. Evolvlng the delivery process Being mindful of the complexities of poverly and the different agencies working lo tackle il and the power balances between us all, we recognise that whilst a participatory approach to development, which we hav8 been adopting for the past 12 years, Is inclusive, it allows us lo retain power over funding and decision mgking. This power Imbalance perpetuates irsequalily. We are therefore evolving our behaviour to adopt a co-produclion approach where Issues are talked through in round table discussions with more stakeholders than ever before, including local governrnent. This more collaborative approach provides greater long-term sustainability. has greater breadth in decision making whilsl allowing us lo maintain control of the finances, which we recognise as essential nol for power purposes but to ensure accounlabilily lo our donors whilst ensuring transparency. Working with local Government can be fraught with complexities and we have taken advice on Ihis and enter the process aware of the Ghallenges, whilst also acknowledging that the impact of closer collaboration can be significant. The inllial meetings have been hugely successful and we have even gained funding pledges for two construction programmes and significant support in the development of a new agricultural programme. 4. Delivering Impadful programmes Over the course of the year we have:_ Completed, in partnership with the community, the construction and filout of five new classrooms at the Kiongozi Primary School, providing new learning space for five year groups and reducing overcrowded classrooms. These classrooms have been visited by the Region81 Commissioner and are of such quality that they are now the stsndard by which future dassrooms will be measured. Completed the conslruclion of brand new boy5 toilets at Babali Day Secondary School so that the boys no longer have lo fear using the toilets, and, no longer fear eating and drinking during the day. This was the 2nd phase of the development programme at the school where we completed the girls tollets the year before. Both of these toilet blocks have also been set as the standard against which future toilet projects will be measured. Continued to provide training for Ward Education Officers, Head and Deputy Head Teachers on Leadership and Teacher Training so that in 202&6 they can start training teachers in their own schools. Provided iwo primary School with a pholocopier to aid them in their quest to improve internal school tesling MIKUYU TANZANIA {FORMERLY LIVINGSTONE TANZANIA TRUST) TRUSTEES. REPORT (INCLUDING DIRECTORS, REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Our Helping Hands Student Sponsorship Programme continues lo support students as they progress through their education joumey, one that would have slopped a long time ago had we not been able lo Step in. Continued to provide enterprise training and mentoring to 43 people (a women-only group and a mixed gender youth group) across two commurbilies, seeing a 170% increase in income and 890/0 now having savings, up from zero. Continued to provide agricultural support to famiers through.. Mentoring of the banana plantation project where 100 farmers are growing Malinde bananas in a trial project to determine whether this variety of bananas are suitable to act as a supplement food source to improve food security. Trainlng and mentoring 146 more famiers wanting to grow and sell tomatoes, wher8 we saw a 34% Increase In produdion. Supported 88 women to establish and care for poultry as a means of providing them with additional household income. Al the lime of data ¢0118Ction 93Yo had made 8 profil with the remaining 7¥tt expecting to later in the year. Established links with another NGO in Babati Called Friends in Development {FIDE), who we hope will provide specialist support with programmes. 5. Researched new communities Our work has brought great benefrts to ¢ommunities in and around Babati Town. HOV￿Ver we have noticed that for the past few years the academic performance of primary schools on th6 Outskirts of Babali, has been falllng behind. We knew the schools In these areas were in a poor physical stale. bul our experience told us that other factors were also at play and that a simple injection of funding into infrastructure might not have the desired Impact. We therefore commissioned two months of community reseaTth and consultation with all the different stakeholders in this underserved part of Babali Town. Our findings were presented back lo the communities and the town Gouncil who Gonfirmed their accuracy. This process has opened the door lo discussing what changes the council and the villages have in place to support development and where Mikuyu Tanzania can assist. 6. Managed UK resources In the UK Over the coursè of the year.. Trustee Meg Edwin has relocated lo Ethiopia and has stepped down from her Trustee role. Of the 7 currenl Trustees one is based in East Africa and four are women. We continue to strivè to improve the diversity of voices, perspectives and lived experiences around our table. Due to the changes that we knew were on the horizon. the board decided, when our 3 days a week Partnerships Officer resigned, to reduce our fundraising resource levels by two days and allocale one day lo the Director in order to maintain a fundraising presen￿. Once the organisational changes were cemented we recruited a new Partnership Officer. The Director returned to 3 days a week at the end of this financial period. We continue to employ our Tanzanian PTogrammes Manager to 5UPPOrt the local NGOS we WOTk with. We have conlinued to work closely with other NGOS in the Small Internalional Development Charities Network, where we share our knowledge, expertise and experiences and learn from others in similar fields. Mikuyu Tanzania is one of the coordinators of the Education Forum and co-host its Friday morning collaboration space. and we continue to provide advice and support to smaller charities. Julian is also a mentor, working with the SWIDN (South-west Inlernational Developmenl Network). Mikuyu Tanzania is also a member of the Biitish Tanzania Society. MIKUYU TANZANIA (FORMERLY LIVINGSTONE TANZANIA TRUST) TRUSTEES. REPORT (INCLUDING DIRECTORS. REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Monitoring, Evalualion and Le8ming (MEL) Mikuyu Tanzania conducts monitoring, evaluation, and leamlng (MEL) activities with our community and delivery partners not only lo determine the final project outcomes and imparts. bul also to detefmine whether our projects and programmes are going in the planned direction, and to adapt them as needed in response to feedback andl or other factors which may affect the planned delivery and outcomes. This is a continuous process and we engage with as many stakeholders as is ne￿sSary and practicable. We create space for open and honest dialogue and develop trust between partners which enables decisions to be made at the operational level without fear of relribulion. Our refleclive learning and adaptive management demonstrates our understanding of the community, their projects. and Ihe environment they live and work in. In the process of MEL, we are aware of Ihe power dynamics belween ourselves, our delivery partners and th8 communities. We address this imbalance with all stakeholders slating thal all feedback. both positive and negative, is nol personal but aboLrt improving the services we provide and will nol in any way be detrimental to th6 relationship. We creatè a space to listen and time for shared refleclive learnings. IMPACT By adopting 8 holistic approach to tackling the challenges relaled to 8tt6ssing a quality education we are Contributing to- Improved academlc perfomiance. Thls Is th8 direct result of investments In school Infrastructure and resourG8 which motivates both teachers and students alike. Improved household Income and resilience whlch allows households to belter meet th81r basic needs, Graduates from our Street Business School Programmes are atlaining an evarage 170Vo increas8 in their incomes compared to baseline. Graduates from the Enterprise Training in Mwanza where 25 young people were successfully trained and helped to gain knowledge and confidence lo start their own businesses with a 700/0 success rate. Farmers in thé Tomato Trainlng Pmgrarnme have generated a 34% increase in their tomato yield as a dlrect result of the training. Working in close partnership with local communlties and educational stakeholders we have, since 2007, contributed to Improving the teaching and learning environment of 33 schools by building and renovallng classrooms, toilets, teachers. offices. kitchens with fuel efficient stoves and handwashing facilities. Over the last 18 years our work in Babali has directly benefited at least 30,030 people, which for a small charity on a tight budgel is a fantastic achievement. Over the years these actions hav8 contributed to a steady Increase in Ihe academic performance of the young people in our partner schools. MIKUYU TANZANIA (FORMERLY LIVINGSTONE TANZANIA TRUST) TRUSTEES. REPORT (INCLUDING DIRECTORS, REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 We are aware that the Bambay, Managha and Malangi schools have had a dip in performance and have been reassured that they are taking action to address this. Note the Sawe Primary School and Gendi schools both got 1000/0 pass rates. Standard 7 Primary School Exam Results 120% 8¢7h 2013 2104 2015 2016 201 7 2018 2019 2020 2021 2022 2023 2024 WJJn8ivaiay SinaS Mana8ha - MolJn8i Gendi 8aiiibay Na110￿1 Aveia8e (Note the dip in 2020 is Covid related with schools being shut for 3 months). MIKUYU TANZANIA (FORMERLY LIVINGSTONE TANZANIA TRUST) TRUSTEES. REPORT (INCLUDING DIRECTORS. REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Financlal review Fundraising In 2024-25 Mikuyu Tanzania raised £239,585 (2023-24 £288.559), This is a reduction from last year. which was not unexpecled wilh a reduced fundraising resource and organisational change. income 3￿.0¢%+ 3ri),ooo 2￿.0c 2fX).OCI) I￿.0C ILS).OCQ 201&17 2017.18 201&19 2DI&Z) 2020-21 2021.22 2tr22-2J 202&k4 2(r24.2> Fundraising remains difficult. sls an tions. Mikuyu Tanzania has built a Irusted and respected relationship with some wonderful Trusts and Foundations, and we are extremely grateful to them for their ongoing financial support. Over the year MT received £168,041 from Trusts and Foundation (2023-24 £192.955) Whilst this is a drop from last year it is Still our 2rvJ high85t ever and as 8 year of transfomiation we ar8 not conGerned. ra were £1,200. (2023-24 £2,250) We are grateful to Zebra Accounting for thelr ongoing support. We have not allocated resources to developing this sector Volunteerin School School support for Mikuyu Tanzania has stopped. Changes of school leadershlp, priorities and perceived rlsks has made it challenging lo work in this area. Individual Givin Mikuyu Tanzania received £68,095 {2023-24 £90,799) from individual giving including online challenge events and Gift Aid. We h8ve seen a drop in large one-off donalions as the UK economic posiliDn becomes more challenging. Other Income. Other sources of income lotalled £2,249 (2023-24 £1,234). This is made up of income from a variety of sources like PayPal, Amazon Smile, Christmas cards and bank interesl. Expenditure Programmes were delivered in collaboration with MCDO. a locally-led NGO based In Babati, wilh AYOI in Mwanza and with Ndolo in Action in Mwanza Programme expenditure was £216,459 (2022-23 £215,786) representing 82% of total expenditure (2023-24 81D/o). This is the most we have ever spent on programmes. Mikuyu Tanzania's target is 80-85Yo which is determined by income rather than expenditure - the more we raise the greater the proportion we are able to spend on projects. The Trustees made a decision to invest in fundraising and spent £28,598 in this area, up marginally from £27,965 the previous year. The ROI (retum on investment)= for every £1 invested in fundraising we made £8.38, which is a good rale of retum. Fundraising represents 10.8% of expenditure. MIKUYU TANZANIA (FORMERLY LIVINGSTONE TANZANIA TRUST) TRUSTEES. REPORT (INCLUDING DIRECTORS. REPORT) (CONTINUED) FOR THE YEAR ENDED 31 MARCH 2025 Our progress towards more online meetings arKJ non-paper communications, along with an in-country programmes manager have reduced support costs. Changiiig share of expenditure 90.(Y 80.IYIJ 70.0 60.07b sO.￿b AO.0 30.Q 20.0 io.(¥ LLLLL XIXl.21 2021.22 2022.23 2023.24 202A.25 proeramme luntholsln8 • 5LlPPC¢t • 8rywnonce an