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aMUd iy(3 a mateae is Soeeee ToS _ fe OW PENS SR ANNUAL REPORT and financial statements For the year ended 31 March 2021
Registered Charity no: 1128536 Registered Company no: 06749574 (England and Wales)
## CONTENTS
Trustees Report-About Us ............................................................................................................ 3 Our Work in 2020/21 ................................................................................................................... 4 Our 2020/21 Highlights ................................................................................................................ 6 Strategic Review:
Our Programmes: Covid-19 Crisis ..................................................................................... 15 Our Programmes: Children in Emergencies........................................................................ 20 Our Programmes: Access to Education for Children on the Margins ................................. 23 Our Programmes: Learning ............................................................................................... 27 Our Programmes: Gender and Inclusion ............... ........................................................... 29 Our Programmes: Accelerating local level action ............................................................ 34 Our Programmes: Advocacy ................................ ............................................................ 36 Fundraising, Communications & Media Activity .............................................................. 39 Financial Review .............................................................................................................. 46 A Final Word from our Founder and CEO and our Future Plans ........................................ 51 Key Risks ......................................................................................................................... 53 Structure, Governance & Management ...................................................................................... 54 Statement of Trustees’ Responsibilities ...................................................................................... 56 Auditor’s Report .......................................................................................................................... 58 Consolidated Statement of Financial Activities ......................................................................... 63 Group Balance Sheet .................................................................................................................. 64 Charity Balance Sheet ................................................................................................................. 65 Consolidated Statement of Cash Flows ...................................................................................... 66 Notes to the Accounts ................................................................................................................. 67 With Thanks ................................................................................................................................ 82
**Cover photo: A student smiles whilst studying at home in the conflict-affected communities of Adamawa State. © Nelson Apochi Owiocho for Street Child**
## ABOUT US
## **1 in 10 children are out of school.**
## **1 in 4 children who complete school are still not able to write or count.**
At Street Child we believe **every child deserves to be safe, in school and learning** , even and especially, in low resource environments and emergencies. So we’re here to change these statistics forever.
We seek out situations where there are **gaps between aid, assistance and need** and, as such, are often one of the only organisations supporting children in these tough circumstances. During 2020/21 Street Child worked in 17 countries across sub-Saharan Africa and Asia.
We prioritise children in the **most marginalised populations** who were out of school before Covid-19 hit and for whom the pandemic has deepened their predicament, increasing their likelihood of being left behind and forgotten.
SINCE 2008 WE HAVE IMPROVED ACCESS TO BASIC EDUCATION FOR OVER 650,033 CHILDREN THROUGH OUR EDUCATION, CHILD PROTECTION AND LIVELIHOODS PROJECTS. IN DOING SO WE HAVE GIVEN THEM MORE CONTROL OVER THEIR FUTURES.
WITH YOUR VALUED SUPPORT WE WILL CONTINUE TO MAKE A DIFFERENCE TO THE LIVES OF MILLIONS MORE CHILDREN.
We work with an **expanding network of 85+ local organisations** and a focus on the power and purpose of inspirational local level organisations sits at the heart of all we do – and has done so since our first partnership in Sierra Leone in 2008.
We are **experts in education, economic empowerment and protection programming** . Our interventions are **integrated** to confront challenges, assuring safety as we afford access to schooling. By coupling instantaneous change for children with an increase in the capacities of caregivers, communities and schools we support children to be safe, in school and learning in the **long term** .
We are **outcomes orientated** . We work with our local partners to promote the most suitable, sustainable strategies to the issues their communities face. This relentless focus on outcomes, coupled with rigorous assessments, inform our innovative approaches which results in **remarkably high impact at a remarkably low cost** .
**Photo: 17-year-old Khushbu* is a participant of Street Child of Nepal’s ‘Marginalised No More’ programme, providing meaningful education, life skills and livelihood support to enhance the educational and economic opportunities of Musahar girls. © Street Child of Nepal. Watch her story here.**
“ HAVING NEVER BEEN TO SCHOOL, I AM GLAD THAT I NOW HAVE A CHANCE TO LEARN AND BE ENROLLED. I REALLY WANT TO BE A TEACHER.”
***Khushbu, 17 years old, Terai Dalit Community, Nepal. *name changed for safeguarding.**
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## OUR WORK IN 2020/21 ee £13.0 MILLION OF INCOME
WE EXPANDED INTO THREE NEW OPERATING AREAS (MYANMAR, SOMALIA AND SOUTH SUDAN)
IN THIS YEAR WE WORKED WITH 85 LOCAL PARTNERS ACROSS 17 COUNTRIES
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## IN 2020/21 ALONE
## WE SUPPORTED 229,677
STUDENTS, TEACHERS AND COMMUNITY MEMBERS
WE SUPPORTED 105,749 CHILDREN INTO EDUCATION 104 schools benefitted from school improvement projects WE SUPPORTED AND SUPPORTED OVER © 3,543 10,250 FAMILIES TEACHERS WITH “TEACHING AT THE IN GENERATING INCOME TO RIGHT LEVEL” TRAINING FINANCE THEIR CHILDREN'S (TarL) EDUCATION am < TaRL is teaching at the right level rather than grade level - teachers match abilities among students so that learning 5 happens at the right pace and no one is left behind.
## OUR 2020/21 HIGHLIGHTS covid response- 5.6m people reached
Drawing on the charity’s unique health crisis experience from the 2014/15 Ebola pandemic, Street Child knew fast, community-level action was vital. We were one of the very first international charities to formally launch a Covid-19 appeal and by the **end of September 2021 our response had reached 5.6m people** with information and/or services to help them cope with the pandemic.
## africa education trust (aet) joins street child
In September 2020 AET, a 60-year old charity with **outstanding programmes in Somalia and South Sudan** as well as a proud track-record in Kenya and Uganda, became the fourth charity since 2018 to formally join Street Child as a legal subsidiary. Street Child are incredibly excited to work with AET staff to multiply impact for children in Somalia and South Sudan in particular – 2 countries with some of the world’s worst education indicators.
## programme delivery- new levels of scale and outstanding impact
In the face of the pandemic, Street Child UK **delivered a record £11.1m of programmes in 2020/21** – up from a previous high of £6.6m in 2019/20. Whilst Street Child worked across 17 countries, three-quarters of our spend was in Sierra Leone, Nigeria, Afghanistan, Uganda and Nepal where our teams delivered mighty, high-impact programmes. There was recognition of our outstanding impact in Nepal where Street Child’s ‘Marginalised No More’ education programme was the **only programme graded A+** across DFID/FCDO’s global ‘Leave No Girl Behind’ portfolio.
## global partnership for education and education cannot wait grants underpin
## a strong project pipeline
In 2020/21 Street Child secured approximately **£15m in fresh funds raised** and brand new funding commitments for current and future years – for Street Child UK, our sister entities and direct to our partners. We were honoured to have our first three opportunities to **partner with the Global Partnership for Education (GPE)** . We were also thrilled to expand our relationship with Education Cannot Wait (ECW) with a new grant in Afghanistan, continuation of AET programmes in Somalia and in particular the **award of $7m to a Street Child/NRC consortiam in Nigeria** which is a massive endorsement of the strength and reputation Street Child has built in the Boko Haram conflict zone.
## NEW FRONTIERS- CAMEROON, MOZAMBIQUE, MYANMAR, SOUTH SUDAN AND SOMALIA
Street Child’s new venture in Cameroon made massive progress, in particular with the opportunity to support our lead national partner LUKMEF to deliver substantial child and general protection programmes from UNICEF, **supporting 4,500 children** . As the year ended the new team in Cabo Delgado, Mozambique were also preparing to support partners deliver a **major UNICEF-funded child protection programme** . The integration of AET gives Street Child running starts in South Sudan and Somalia and a new GPE grant enabled Street Child to start in Myanmar.
## resilience and agility
The COVID crisis has challenged every person and organisation on the planet. Programmatically Street Child delivered our **most intensive and impactful year to date** , scaling and adapting our work to support children and communities who we knew needed us more than ever. This was achieved from a **reduced ‘core’ costbase** and without strain on the organisation’s financial health. Organisationally, despite a precipitous fall in unrestricted income, forcing a range of tough cost-control measures affecting all parts of the organisation, we still managed to post a modest unrestricted surplus – maintaining our reserve levels in their target range.
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## MAJOR GLOBAL COVID-19 RESPONSE
## m | b= sae 7 ses ae | a oe <<. o | os i reaching over 5.6 million people
When we launched our **Covid-19 appeal** on the 28th of March 2020, one of the very first UK charities to do so, we could not have predicted the immense impact Covid-19 would have on every aspect of our lives across the world.
By June 2020, Street Child had pivoted the majority of its global programming to Covid-19 response. Our principal priority from March to June 2020 was **raising awareness** and **slowing the spread** of Covid-19. As offices were shut and flights were grounded, Street Child was able to leverage and expand its fantastic network of local partner agencies to **reach over 5.6million people** across 14 countries of operation. From a first response centred around prevention we then focussed our attentions on the indirect effects of the pandemic, on education, livelihoods and safety, as lockdowns shut schools and slowed economies across the globe.
a Our response, informed by the results of the Global Rapid Needs Assessment in June, was targeted as always on the **lowest resource environments and the most vulnerable populations** facing conflict and crisis, as well as the effects of an unprecedented global pandemic. We quickly adapted and designed innovative solutions in particular a **‘Last Mile Learning’ model** of remote education - leaning away from EdTech solutions unsuitable for low resource environments, and into **scalable low-cost low-tech solutions** that could engage any student, anywhere.
## 12,000 Voices: Global Covid-19 Rapid Assessment
In one of the largest global assessments of the effects of the Covid-19 crisis on the most vulnerable populations in Africa and Asia, our June 2020 Rapid Assessment Report represented the perspectives of more than 12,000 respondents and illustrated the impact the pandemic was having on their **learning, livelihoods and lives** .
One of the starkest and most serious effects of the pandemic was the closure of schools throughout the year in question. The direct loss of learning was devastating since as well as **90% of children being out of school** just **1 in 2 children** in our target communities were **reporting access to any form of distance learning** .
The indirect loss of learning was even more serious. The lack of school opportunity and increased household poverty caused by the slowing of national economies resulted in a trend of increased child protection risks, including **teen pregnancy** , **early marriage and child labour** and also threatening to force children to drop out of education prematurely and permanently.
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OUR 2020/2021 programme HIGHLIGHTS
## BREAKING THE BONDS OF ENSLAVEMENT THROUGH EDUCATION IN NEPAL
‘Breaking the Bonds’ and ‘Marginalised No More’ focused on transforming education and life prospects of Nepal’s Musahar caste whose l **iteracy levels are historically under 4%** .
Our ground-breaking girls’ education interventions, reached **6,373 out-of-school girls aged 10 to 19** .
1,436 girls aged 10 to 14 completed an accelerated course to transition into state schools, often for the first time. 4,937 girls established an **income-earning enterprise** as an essential step towards freedom from enslavement through debt bondage.
In 2020, our **annual appraisal for 'Marginalised No More' was awarded an A+** .
Street Child was the **only organisation to achieve this grade** across the global portfolio for " **Leave No Girls Behind"** and was acknowledged as **“the top performer"** by the Foreign, Commonwealth and Development Office.
Street Child’s efforts to ensure access to education for most marginalised girls throughout the Covid-19 Crisis were **featured by the United Nations Girls Education Initiative [UNGEI]** as an exemplar of alternative approaches to learning.
AN EXEMPLAR OF ALTERNATIVE APPROACHES TO LEARNING
**Photo: A child from the Musahar community smiles whilst out** 7 . **at a market with her mother © Chris Parkes for Street Child.** -_
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## OUR 2020/2021 programme HIGHLIGHTS
## CHAMPIONING LOCAL LEVEL ACTION
Street Child sees supporting local organisations and leveraging local expertise as essential to effective, efficient interventions and to enabling sustainable longer-term impact.
Since 2008, Street Child has supported and worked in partnership with a growing network of local organisations by selecting organisations with inspiring leadership and potential, that share our commitment to children.
These partnerships are open and collaborative with a mutual aim to strengthen and scale the impact of our joint programmes. We aim to leverage our reach and resources to activate and amplify their influence, through low-cost and community-centred projects. Where required, Street Child offers tailored support to local organisations including assistance to secure further funding and systems strengthening to improve local leadership.
We work in close collaboration with leading agencies, leveraging our experience and expertise to issue global guidance on working with local level organisations. We are one of the signatories to the **Charter4Change** which commits us to a set of principles to guide the way we partner with local organisations, including publishing the percentage of our expenditure that we pass on to local actors.
## 59 % OF TOTAL STREET CHILD EXPENDITURE GOES TO LOCAL ORGANISATIONS
38%
## OF OUR TOTAL HUMANITARIAN EXPENDITURE
75%
## OF OUR TOTAL DEVELOPMENT EXPENDITURE
Additionally, Street Child supported multiple local organisations to apply for funding directly from donors in 2020/21.
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## OUR 2020/2021 programme HIGHLIGHTS
## CHAMPIONING LOCAL LEVEL ACTION
In recognition of our increased commitment to local level action throughout the Covid-19 Crisis, Street Child was asked to issue global guidance on **“Accelerating Localised Response to the Covid-19 Crisis”** [Child Protection Area of Responsibility and Street Child 2020].
The paper presents practical pathways for international actors and agencies from our own efforts to **accelerate local action** ; each action is substantiated with case studies and suggested standards, strategies or steps as appropriate.
Key recommendations included: committing to **active investment in localisation** ; investing in **institutional strengthening** of local actors by increasing **immediate surge support** and **sustaining capacity** strengthening support to local actors; and, most critically, increasing the **volume of funds** allocated to local level actors to respond to the Covid-19 Crisis.
**Images of Street Child local partners in Bangladesh, Nigeria and Kenya © Street Child. Parkes**
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## OUR 2020/2021 programme HIGHLIGHTS ie AK we é€.*
## Outstanding Outcomes in ConflictAffected Areas of Afghanistan
Throughout 2020 Street Child provided groundbreaking emergency intervention education to children in areas which have long been contested or controlled by the Taliban, such as Uruzgan, Afghanistan. The project was implemented in partnership with the Empowerment Centre for Women, an excellent local level organisation and gender expert, and established 90+ community education centres across Dehrawood and Trinkot. These education centres offered a safe, secure space for 3,500 children, including 2,000 girls, to learn in the absence of any state schools in this area. From March to October 2020, as the Covid-19 crisis caused the closure of schools, Street Child promptly pivoted to the provision of self-sufficient learning resources for children to continue learning.
An analysis of attendance and retention revealed that 97% of children returned to school upon reopening, and 91% of children achieved an attendance threshold of 90%. A remarkable 99.5% of children graduated from Grade 1 – with 126 children displaced due to conflict.
Street Child was the only organisation to achieve all targets in Uruzgan, with 100% of centres found to be functional through the project period, including in hardto-reach, remote communities, earning the acceptance and appreciation of the Governor of Uruzgan and the Office for the Coordination of Humanitarian Affairs [UNOCHA]. In 2021 Street Child was delighted to secure support from the Education Cannot Wait Multi-Year Resilience Programme [MYRP] allowing us to sustain support for the same cohort of children to continue learning, and to scale support to reach a total of 14,500 conflict affected children in Uruzgan.
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## OUR 2020/2021 HIGHLIGHTS
## STREET CHILD SECURES PARTNERSHIP WITH GLOBAL PARTNERSHIIP FOR EDUCATION
Street Child was delighted to be awarded its first grants from the Global Partnership for Education. The first, an allocation of $2.8 million, allows us to reach a remarkable **24,000 children across Baghlan and Zabul in Afghanistan** ensuring essential access to education for conflict and crisis affected children and their communities. This marks an exciting expansion of our programmes into two more prioritised provinces.
The second is an allocation of $1.3million under the aegis of **Education Out Loud,** a flagship fund for advocacy and social accountability that supports civil society alliances to carry out cross-country advocacy for education. Street Child has been appointed to lead the South Asian Assessment Alliance, a coalition of 100 Civil Society organisations and 75,000 citizens advocating for citizen-led assessments as an authoritative lever to increase accountability for quality, equitable education for the most marginalised communities across South Asia. From 2021 to 2023, Street Child will work in partnership with national alliance leaders in **Afghanistan, Bangladesh, Myanmar and Nepal** to catalyse a cross-country accountability apparatus that tracks towards the achievement of Sustainable Development Goal 4.1.1 across South Asia.
Thirdly, Street Child of Sierra Leone received a grant of £337,000 as part of a consortia of local and international NGO’s to support the Sierra Leone education response to Covid-19.
**Photo: Highlight imagery is of young girls taking part in our life-saving learning programmes in Baghlan and Zabul in Afghanistan. A childs hand rests on a textbook in Nepal (left image). © Street Child.**
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## OUR 2020/2021 HIGHLIGHTS
## STREET CHILD GLOBAL STRATEGY PROCESS
Street Child’s 2021 – 2025 strategy process was already underway when Covid-19 struck but paused as we and the world sought to understand the full impact of the pandemic on our work.
By the end of 2020, Street Child understood that its core mission of ensuring that all children are safe, in school and learning was more critical than ever, with a narrow focus on low resource and emergency environments where children are still most vulnerable.
But it clearly demonstrated the need to embed resilience into every part of our work and to help vulnerable populations adapt in the face of new and ongoing emergencies and disruptions. From enabling and empowering front line local actors and national NGOs, to training and resourcing education actors to adapt and flex to disruptions – Street Child’s strategy has been shaped to help the most marginalised communities adapt as far as possible to the new normal, to continue to prioritise the safety, schooling and learning of the next generation.
**Photo: Children gather outside a school in** , **Liberia © Street Child.** ¥
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OUR 2020/2021 HIGHLIGHTS AFRICA EDUCATIONAL TRUST (AET) JOINS STREET CHILD
In September 2020 Street Child were delighted to announce Africa Educational Trust (AET) became part of the Street Child Group, bringing its extensive expertise in education programming in East and Horn of Africa to complement the global reach of Street Child.
Founded in 1958, with a long and proud heritage of education programming in conflict and post-conflict arenas, AET’s largest operations are in Somalia and South Sudan where they have made very significant contributions to building and rebuilding public education systems over many years.
In a unique sequence, AET are the fourth international education charity to join Street Child as a legal subsidiary in recent years - following Children in Crisis (2018), Lessons for Life and Build Africa (2019).
AET’s smaller Uganda operations were absorbed into Street Child Uganda and the work of their Kenyan programme will continue through Street Child’s strong local partners.
AET Chair, Sarah Hughes, joined an enlarged Street Child Board, along with AET trustees Professor Lynn Davies and Dan Collison. Julie Polzerova, AET CEO, joined Street Child’s senior team.
## “
I have long admired aet’s programmes, especially in South Sudan and Somalia. My colleagues and I are immensely excited by the prospect of taking this work forwards within Street Child: achieving more for children.
**Tom Dannatt, CEO and Founder of Street Child speaking in September 2020.**
**Photo: Top two images are of young children taking part in an AET and Street Child class. The bottom image is of a teenage girl in class in Uganda.**
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## STRATEGIC REVIEW
## OUR PROGRAMMES: 1. COVID-19 CRISIS
## Learning from the Ebola Epidemic
To launch a relevant and impactful response to the global pandemic Street Child drew upon its experience in the 2014/2015 West Africa Ebola epidemic.
Our work during Ebola informed our initial decision to **focus upon prevention,** as the full scale and severity of Covid-19 was still unclear. We resourced proactive prevention activities on scale during the first period of global and national uncertainty, particularly amongst vulnerable populations often last to be informed and most crucially, mobilised our network of local partners into action.
Having analysed the findings of our Rapid Needs Assessment in May 2020, see page seven for more detail, the majority of our programmes had adapted to the pandemic context and were running **prevention, protection, education and livelihoods** activities tailored for remote delivery where necessary.
## Prevention
Reaching people with key messages about Covid-19 was Street Child’s first priority in order to **strengthen community knowledge** and **improve hygiene practices** . We took three distinct approaches to achieve this: i) household and community level messaging; ii) access to handwashing; iii) remote level prevention messaging e.g. radio.
@@
For example, we were able to reach 35,486 people including vulnerable Rohingya refugees and host communities in Cox’s Bazar despite these communities being hard to access and blocked off through door-to-door messaging.
**Photo: A wash facility in Sierra Leone. © Street Child of Sierra Leone.**
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## MAJOR GLOBAL COVID-19 RESPONSE
## Last Mile Learning: Alternative avenues of learning for the forgotten and left behind
Street Child, having identified that 1 in 2 children in our communities had no access to any alternative forms of ~ learning during school closures in the Covid-19 Crisis, confronted this challenge through **Last Mile Learning** . i
Last Mile Learning is a remote alternative that uses interactive resources, local materials such as sticks and recorded instruction to **ensure access to learning even, and especially, in emergencies** . A simple, sustainable schedule allows learners to create a safe, secure and stable routine that offers immediate psychological protection and prevents disengagement and dropout. The schedule includes a series of activities that incorporate life-saving, life-sustaining information that assists learners to **prevent, prepare and protect themselves in the pandemic** .
In Nepal, thanks to Last Mile Learning, the number of girls who were able to **read paragraphs/stories** and those who were able to recognise triple-digit numbers, doubled; a remarkable result.
A comparison of data from our remote intervention with data from our regular intervention showed similar rates of progression across a shorter period, proving the **resilience of our alternative approach** and its potential for r **eplication in low-resource environments and emergencies** .
In Nigeria, Last Mile Learning was rolled out to reach **9,200 children in conflict-affected** areas of the North East. In Uganda, Last Mile Learning distributed **27,404 learning packages** to ensure **5,685 refugee learners** remained engaged in education across the Kyaka II and Palabek settlements. A rapid assessment of learning demonstrated that despite a dramatic decrease in instructional time [20% of in-person approach] the proportion of l **earners unable to read letters decreased from 36% to 20%** ; the proportion of learners able to read letters increased from 44% to 48%; and the proportion of learners able to read words increased from 16% to 23% in Kyaka II.
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## OUR PROGRAMMES: Covid-19 crisis
## PROTECTION
**159,216 people** were supported to access protection services or referral information from March – October 2020. Our teams worked hard to support children impacted by increased protection risks resulting from Covid-19. The combination of schools being closed and families facing economic hardship put children at exaggerated **risk of child labour and child marriage** . To tackle this we took a two-fold approach: providing referral information and providing access to services.
For example in response to the severe rise in protection issues identified in refugee camps in Uganda, the team incorporated more social workers in their programming and 111,917 individuals in Uganda were simultaneously sensitised on Covid-19 prevention and educated on protection risks; how to identify a child at risk and how to make referrals.
## Improving Coping Capacities
Covid-19 and the subsequent lockdowns across our operating contexts **crippled the livelihoods of families** and communities and reduced their capacity to cope with Covid-19. Street Child provided people with the essentials such as food and hygiene products; for example **17,577 street children and adults** in Sierra Leone were **provided with meals** during an early snap lockdown. As the year drew to a close we focussed even more on empowering people with livelihood support to tackle the longer-term challenges they face. In Kenya for example we helped **900 farmers to adapt to the pandemic** by supplying tools to help them diversify their income.
## SUPPORTING LOCAL LEVEL ACTION
Street Child continued to **prioritise shifting the power dynamic** with local partners especially in emergency contexts. We launched a number of rapid response facilities for local actors. These were advocated in partnership with the UN Child Protection Area of Responsibility and the UN Global Education Cluster and called for a greater focus on local partners including practical guidance. We also provided technical guidance on localisation to Education Cannot Wait in relation to their Covid-19 emergency grants.
## STREET CHILD OF LIBERIA Covid-19 RESPONSE
Street Child of Liberia (SCoL) was a first responder in the 2014/2015 Ebola epidemic and acted quickly to launch a comprehensive awareness campaign at the outset of the Covid-19 pandemic reaching a total of **435,178 persons with Covid-19 preventive messages** using its social media platforms.
With schools closed for the majority of the year SCoL worked in partnership with the government of Liberia and other education actors to **implement the Learning by Radio program** reaching directly over **6,000 beneficiaries** by providing portable radios to 1,500 households.
SCoL also provided refresher teacher training for 371 public school teachers including school administrators in 32 schools across 4 counties and provided educational support and learning materials to over 8,000 students in these 32 schools as they prepare to return to school.
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## IMPACT OF OUR COVID RESPONSE IN 2020/21 ee WE REACHED 5.6 MILLION PEOPLE 723. WITH INFORMATION AND SERVICES SUCH AS A RADIO CAMPAIGN
## WE SUPPORTED 159,216 PEOPLE
to access protection services or referral information
and 570,767
people to access education, such as recorded instruction, radio learning, and home learning packs
37,936 PEOPLE with opportunities to access services to enable them to better cope with the impact of Covid-19, including emergency food support and livelihoods packages
> WE EXPANDED OUR LOCAL PARTNER NETWORK TO 85 DEVELOP FURTHER FRONTLINE RESPONSE CAPACITY AND CHAMPIONING EFFORTS TO DRAW MORE EMERGENCY RESPONSE
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## ADDRESSING DISCRIMINATION IN THE DISTRIBUTION OF RELIEF: RAPID RESPONSE FUND IN NEPAL
On 25 April 2020 the Government of Nepal announced a national lockdown that led to an immediate loss of livelihoods and even lives, amongst the Musahars, one of the most marginalised groups in Nepal.
Lockdown reduced assistance whilst aggravating risks for girls; our reports revealed a 25% increase in reported rape cases and an alarming increase in starvation, sexual exploitation and suicide.
A rapid assessment revealed that of a total of 211 communities, only 75% received committed sanitation supplies and less than 20% received committed food supplies. It also revealed that castediscrimination was driving responders to strike their names off distribution lists and replace them with the friends and family members of politicians with access and influence over public officials. Street Child responded to this with an immediate intervention to ensure essential supplies and psychosocial support for 1,579 households.
In December 2020 the speed and success of our response to the Covid-19 crisis and our unique reach in hard-to-reach, remote communities resulted in the award of a £200K Covid-19 Rapid Response Fund from UK Aid Direct. Closing the Caste Gap in the Covid-19 Crisis reached a remarkable 250,000 people from lower-caste communities across an entire province with critical prevention and preparedness interventions. This included distributing dignity kits to 2,502 girls, one-to-one and group counselling for 658 girls and food assistance for 4,000 femaleheaded households, supporting the survival and sustenance of families suffering severe loss of livelihoods due to lockdowns.
**Photo: A Musahar woman queues for supplies during the Covid-19 pandemic.**
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## OUR PROGRAMMES: 2. CHILDREN IN EMERGENCIES
## Providing Protection to Children and Women throughout the
## Afghan Winter
As **conflict and the Covid-19 crisis coincided** in Afghanistan, aid and assistance were cutoff, aggravating stress and trauma amongst affected children and communities. Street Child launched a large-scale response across Badakhshan, Bamyan, Kabul and Paktika. Our case management officers and counsellors reached **13,075 individuals** , including 575 individuals living with disabilities, with a comprehensive package of physical and psychosocial protection services. As a critical component of our sustainability strategy, Street Child set up **56 Community-Based Child Protection Committees** , training them to recognise risks and to administer psychosocial support for children and vulnerable adults. As the winter set in Street Child distributed age and gender-specific supplies for **2,500 families** , supporting them to survive the cold.
## Building a child protection network in conflict-affected
## Cameroon
Street Child began work in Cameroon in 2020 in response to appeals for more support to respond to the **crisis** in the NW and SW regions **.** In November 2020, we launched an **innovative ‘reverse-prime’ partnership** with UNICEF funding our expert local NGO partner LUKMEF. 'Reverse prime' is where local partners such as LUKMEF are the prime recipients of funds, as opposed to the standard configuration where an INGO is the prime fund recipient and sub-grants to a local organisation as an implementing partner. The resulting project targeted **4,500 conflict-affected children** with specialised child protection case management services. The project’s twin aims were to i) build government and downstream delivery partner capacity in child protection in emergencies, a major gap in Cameroon, and ii) deliver integrated support and care through case management for 4,500 highly vulnerable children affected by the Anglophone crisis.
## Responding to the protection needs of children affected by
## the Mozambique insurgency
The insurgency in Cabo Delgado gained momentum in 2020, exacerbating difficult conditions caused by the pandemic and cyclones Idai and Kenneth. The conflict displaced hundreds of thousands of adults and children. By January 2021 Street Child, through an ‘reverse-prime’ partnership with UNICEF funding our expert local NGO partner Kulima, started a project **targeting 5000 conflict-affected children** with child protection services, including **400 family business grants** for the most vulnerable families.
## Promoting mental health for refugee children in Uganda
As part of our Education Cannot Wait Programme we worked with local partner AWYAD to **improve the mental health and psychosocial support** (MHPSS) services that are available for primary school children in Palabek and Kyaka II **refugee settlement.** This was particularly important this year as schools remained closed for most children for the entire year. We supported **5,585 children** to access psychosocial first aid through the provision of trained teachers, mentors and caseworkers and strengthened referral systems. We have also supported **995 parents** with positive parenting training and psychosocial education training.
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## *NADINE’S STORY
In rural Northwest Cameroon a semi-permanent settlement hosting 1,200 internally displaced men, women and children seeking refuge from fighting has sprung up in former bush and farmland. Nadine* has lived here for 2 years along with her parents and siblings.
Whilst the settlement offers safety from gunshots and attacks it is poorly equipped with no infrastructure or access to services. There is no access to basic infrastructure such as running water or toilets, and most frustratingly for Nadine, there is no school.
Nadine had completed a few years of schooling in her village before the conflict started but her school, like over 80% of schools in the conflictaffected Anglophone regions, has been closed since 2016 when a boycott on education was imposed by armed groups.
Nadine has been out of school for 5 years.
When Street Child’s local partner, SHUMAS, came to the settlement to introduce the idea of setting up community learning spaces, Nadine and her friends immediately enrolled in the project.
SHUMAS, with the support of Street Child, trained community members to lead basic reading and writing skills, as well as running games and lifeskills activities. The programme got the support of the rest of the community who pitched in to build structures that could be used as learning spaces, using branches.
*Name changed for safeguarding
“
I entered the learning space to learn how to read and write. It has always been my dream and the crisis took that away. I spend most of my days from Tuesday to Saturday in the learning space and I do homework with my school mates.
**Photos:**
**Nadine* studies in a temporary learning centre based in former bush and farmland. © Street Child.**
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**Photo: Schools in Afghanistan are not just a place to learn, they are also a safe space where children can play and heal from the trauma of conflict. A teacher in a remote school hands back students' drawings. © Street Child.** i) Ge
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## OUR PROGRAMMES: 3. ACCESS TO EDUCATION FOR CHILDREN ON THE MARGINS
## Expanding Access to Education in Afghanistan
2020 was one of the most **significant years** for Street Child in Afghanistan: we were delighted to secure a $1.6 million fund from the Education Cannot Wait Multi-Year Resilience Programme [MYRP] and an additional $2.8 million fund from the Global Partnership for Education, driving a dramatic scale-up of our education in emergencies programme to reach **40, 000 children across Baghlan, Uruzgan and Zabul** . These awards appoint Street Child as a **principal partner of two prestigious funders** , including the largest fund for education in emergencies, giving us a powerful platform for increasing the scale and scope of our interventions and for influencing global efforts to expand education for children.
Street Child was one of the first implementers to **train teachers** on pedagogical approaches to administer Afghan Children Read [ACR] and was also one of the first to track teacher performance and progress through regular, rigorous observation, and to document this through a digital data collection system. In a recent assessment, 89% of teachers reported that they recall the feedback from coaching in the classroom and **100% of teachers rated the feedback** from coaches as useful. To date, Street Child has **trained 300 teachers** in learning activities to advance Early Grade Reading and Mathematics, and in learning assessments aligned with the UNESCO Global Proficiency Framework [GPF] for Reading and Mathematics
## Early Childhood Education in Kenya
In Kenya this year we were able to expand our Early Childhood Development (ECD) programmes in order to improve access to and quality of ECD education in Nakuru County, Kenya. In order to do this we trained **18 teachers** , **engaged 1,089 parent** s and provided basic teaching and learning materials to **20 centres** . Over this year we were able to reach **1,268 children of pre-primary** age. As a result of the success of this programme we have been invited by the County Government to expand this programme to reach an additional 3,500 teachers across Nakuru County. We also plan to expand this programme to Kalobeyei refugee settlement in Turkana County where we have recently established a presence.
## Delivering education in the conflict-affected Jubaland and
## Galmudug states of Somalia
AET and Street Child's Education Cannot Wait funded work is part of a multi-year program to boost education opportunities for children and youth impacted by ongoing crisises in Somalia. AET and Street Child successfully completed year one in Jubaland and Galmudug and the team was commissioned to undertake year two which will focus only on Jubaland. **20 schools had classrooms repaired** or newly constructed and **gender-sensitive WASH facilities** provided in year one of the project. A special fund to **respond to Covid-19** was administered providing hand washing and sanitizer for the children in the schools as well as public education messaging on Covid prevention.
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## OUR PROGRAMMES: ACCESS TO EDUCATION FOR CHILDREN ON THE MARGINS
## INVESTING IN EDUCATION IN ETHNICALLY DIVIDED & CONFLICT AFFECTED SOUTH KIVU, DR CONGO
In 2020 Education for All (EFA) - an ambitious, multi-level programme delivered by Street Child in partnership with long-term Congolese partner EMI – came to an end. The external evaluation concluded Street Child had **raised the standard of learning** for 1 **8,720 primary and 4,600 secondary school students** with a focus on strengthening the pre-service **training provided to 1,920 prospective primary school teachers** in the pedagogy section of 30 secondary schools. EFA also provided 1,500 households the means through which to afford the cost of their children’s education through the creation of **community-led Village Savings and Loan Associations (VSLAs)** . It tackled poor school management through the coaching of headteachers and parent-teacher committees (COPAs), supported the continuous professional development of teachers through Teaching Support Networks (TSNs), increased the financial resources available to schools through the piloting of school enterprises and confronted social and cultural barriers to education, particularly for girls, through both school and community-based sensitisation activities.
Its successor, the UK Aid funded Safer Schools programme, ensured **2,331 children** whose parents were supported by VSLAs enrolled in mainstream school during the year, exceeding the target by 50%. The first cohort of pedagogy students sat their exam in the 2019-20 academic year with a **pass rate of 97%** following the teacher training and specialist pedagogy training roll out; milestone targets for teacher retention were exceeded across primary and secondary schools.
**Photo Photo: A village savings and loan association (VSLA) meeting taking place in Bibangwa, South Kivu, DRC as part of the ‘Education For All’ programme. © Street Child.**
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## OUR PROGRAMMES: ACCESS TO EDUCATION FOR CHILDREN ON THE MARGINS
## EXPANDING FAMILY BUSINESS FOR EDUCATION IN UGANDA
This year Street Child Uganda were able to pilot Street Child’s award winning Family Business for Education (FBE) programme for the first time in East Africa. Through this pilot project we were able to **support 235 female caregivers** – 179 of whom invested in small businesses and 56 in livestock. Of the 179 caregivers, who invested in small businesses, 97% were able to complete the 9-week savings scheme and on **average each caregiver saved $26** , enough to pay for an entire year of schooling in Uganda. These results highlight the success of the programme and going forward we hope to expand this intervention to support even more caregivers to recover from the economic effects of the Covid-19 pandemic and to ensure their children are able to stay in school in spite of shocks.
## EXPLORING CASH ASSISTANCE FOR CAREGIVERS
In July 2020 Street Child was pleased to present the impact of our family-business for education programme – in particular, on the use of **cash transfers to influence child protection outcomes** – to the Alliance for Child Protection in Humanitarian Action. Street Child has also since sought to build on our experience and expertise in providing cash support and incentivised savings schemes for caregivers of vulnerable children and commissioned research into Cash and Voucher programming. The resultant report is informing our approach to using cash-based approaches to advance coping capacities, allowing children to stay in school even in conflict or crisis contexts.
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## SIERRA LEONE
## IN THE YEAR COVERED BY THIS REPORT
## WE SUPPORTED
## 38,367 CHILDREN TO ENROL AND STAY IN SCHOOL
## WE HELPED
## 552TEENAGE MOTHERS
TO RE-ENROL IN SCHOOL AFTER THE GOVERNMENT LIFTED A BAN PREVENTING PREGNANT GIRLS AND TEENAGE MOTHERS ATTENDING SCHOOL
80 INCOME GENERATING INITIATIVES
2,630 CAREGIVERS
WERE SET UP IN 80 RURAL PRIMARY WERE SUPPORTED WITH BUSINESS TRAINING SCHOOLS, PROVIDING A SUSTAINABLE AND GRANTS SOURCE OF INCOME
WE SUPPORTED 480 TEACHERS[&] WITH “TEACHING AT THE RIGHT LEVEL” TRAINING
LAUNCHED OUR "CHILDREN ON THE MARGINS" PROGRAMME, EXPANDING OUR REACH INTO SOUTHERN SIERRA LEONE
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## OUR PROGRAMMES: 4. LEARNING
## VOCATIONAL TRAINING FOR SOMALI YOUTH
Vocational Education and Training (VET) Toolbox, provided basic literacy and numeracy training combined with financial literacy and enterprise for over **400 unemployed youths** . 200 young people have now entered vocational skills training including traditional businesses such as beauty, tie-dye, tailoring and beekeeping. However, on the back of a labour market survey, AET and Street Child established those new industries were desperate for young people with skills to drive the new economies of Somalia and Somaliland. As such we partnered with local Training and Vocational Education centres and employers to **develop skills training** in fisheries, home decoration, professional chef, aluminium production, IT and graphic design.
## Bridging the Gap for French-speaking refugee children in
## Uganda
The Bridging the Gap programme in Kyaka II refugee settlement, Uganda, has continued to expand this year to reach **3,081 refugee learners** from Burundi and the Democratic Republic of Congo. The programme offers a six-month compressed curriculum and English language support as many refugees are used to learning in French. Despite the fact that the learners have had fewer contact hours due to Covid-19 related restrictions, **62% of the learners** were able to reach the minimum level in literacy and **74% are reaching the minimum level** in numeracy. These learners will be transitioning to formal education in January 2022 when schools finally reopen in Uganda. Looking forward, we hope to expand the Bridging programme to Northern Uganda and Kampala so we can test its applicability in different contexts with refugees from Arabic speaking backgrounds.
## Building South Sudan’s secondary school teacher workforce
This project addresses the huge shortage of untrained secondary school teachers in South Sudan through **utilising distance learning** to provide teacher training. In South Sudan there is currently no specific teacher training qualification to meet the needs of the secondary sector. Quality Education in Secondary Schools (QISE III) will develop and implement the first Diploma in Secondary Education administered and accredited by the Catholic University of South Sudan with modules validated by the Ministry of Higher Education Science and Technology (MoHEST) and content that meets the exact needs of the South Sudanese curriculum. In FY 20/21, AET and Street Child developed 12 modules of the distance learning diploma for teachers and over 120 in-service teachers have been accepted on to the first course.
## Mother tongue education for pre-primary and primary age
## children in rural Kenya
This programme which provided over **8,000 children** with enhanced pre-school and primary education, including over **250 children with disabilities** since 2014 has concluded this year. It worked with **45 kindergartens and 28 primary schools** in Laikipia North which is a mostly Maasai community. The programme had several elements including Mother Tongue Education (MTE) catch-up classes, teacher training and coaching. 250 children with disabilities were given aids to enable mobility or to access learning and 35 Manyatta Learning Centres (MLCs) which provided basic literacy in Maa and numeracy to over 350 adults.
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SCALING TARGETED INSTRUCTION TO RECOVER FROM LEARNING LOSS IN BORNO STATE, NIGERIA
Schools in Nigeria were closed for the majority of 2020/21, but reopened in January 2021.
Our portfolio saw 8 projects running concurrently, reaching;
1. 45,000 children with education activities and psychosocial support
## 2. 5,000 adults (teachers and parents)
The FCDO funded Partnership for Learning for All in Nigerian Education (PLANE) project targeted 25,000 children in formal schools and the Education Cannot Wait programmes pivoted to deliver ‘Last Mile Learning’ (LML) for 8,000 children during the school closures, until "Teaching at the Right Level" (TaRL) programming could resume.
With the delivery of LML, the proportion of learners able to read letters increased from 17% to 25% and the proportion of learners able to read words increased from 8% to 43%.
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## OUR PROGRAMMES: 5. GENDER AND INCLUSION
## Educating a Generation of Girls in Adamawa State, NE Nigeria
Street Child’s girls’ education project in Adamawa State, North East Nigeria to support **retention and transition** from primary education into junior secondary school progressed well in FY 2020/21. The project began implementing "Teaching at the Right Level (TaRL) to all **1,430 students** in grades P5 and P6 in formal primary schools in February 2021, with integrated support for girls, comprising remedial classes for exam preparation, case management for those exposed to protection risks and livelihood support for caregivers of girls at risks. **70 teachers** and **7 headteachers were trained in TaRL** methodology and delivery, with headteachers acting as mentors within their respective schools. Additionally 500 caregivers of vulnerable and at-risk girls received the **FBS grant alongside participation in the VSLA community savings mechanism.**
## ADVOCATING FOR GIRLS' INCLUSION IN EDUCATION
In Nepal Street Child has intensified advocacy activities, calling for increased investment in assessing and acting on learning levels for girls across global and national networks. Street Child was instrumental in introduced 45 girls’ groups to the **Girls’ Inclusive Education Network** [GIEN], an initiative convened in collaboration with national organisations and continued by local level authorities of the Government of Nepal. These girls' groups are being incorporated into governmental alliances and accountability apparatuses to assure the participation and proportionate representation of girls in government-led gender-transformation initiatives.
In 2020 Street Child was invited to speak at a symposium on “Learning during and after Covid-19 in Nepal” at a Global Education Summit Side event, in collaboration with the Ministry of Education, Science and Technology [MOEST], the World Bank, UK Aid, and UNICEF.
It was also central to a seminar on “Reimagining Learning to Reach the Most Marginalised Girls during Covid-19” at the Education and Development Forum [UKFIET] Conference, in collaboration with the Girls Education Challenge – where we shared successful strategies with the sector.
Street Child also presented to private sector stakeholders in a seminar on “The Evolution of Learning during Covid-19”, where we advocated for **purposeful publicprivate partnerships for girls’ education** to Deloitte and Liberty Global, in collaboration with the European Commission and Wizenoze.
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**Adamawa State, Nigeria. © Nelson Apochi Owiocho for Street Child.** a
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## OUR PROGRAMMES: GENDER AND INCLUSION
## Girls Education in South Sudan
Girls Education South Sudan II (GESSII) is an FCDO backed inclusive programme which will transform the **lives of a generation** of children in South Sudan through education. AET and Street Child are leading a state-level consortium with two national NGOs. Despite the effects of the pandemic AET and Street Child were able to undertake most activities, including cash transfer to girls, capitation grants to schools, practical support to schools to increase quality of education and ongoing research into issues that prevent girls from going to school. The programme supported over **29,000 girls to enrol and remain in school** in FY 20/21. In addition, the Accelerated Secondary Education for Women Yambio (ASEWY) programme enabling young women who dropped out of school to achieve a certificate of secondary education, continued well in FY 2020/21. **50 women** commenced the English for study preparation course as schools re-opened, as a precursor to the secondary education curriculum.
## Changing the Story for young mothers in rural northern Uganda
The Change the Story programme has been working to increase **2,243 young women’s** participation in the community and capacity to provide for their children. The project has focussed on access to community-based healthcare, provide **skill-based literacy and numeracy programmes** which focuses on nutrition and childcare topics for young mothers, improve the status of women by shaping and improving traditional gender norms held by young fathers and community leaders and improve women’s position within households by ensuring that they are responsible for household budgets. In year 2 the percentage of young mothers who were functionally numerate increased from **59% to 73%,** and **functionally literate from 43% to 62%** . The programme also adapted well to the Covid-19 by providing home learning packs allowing vulnerable mothers to continue learning whilst the Mother Care centres were closed.
**Photo: Students outside the Progressive Primary in Palabek, Northern Uganda. © Ed Ram for Street Child**
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## ISATA’S STORY
This is 17 year-old Isata*.
Isata was pushed out of her village in Sierra Leone at a young age, forcing her to drop out of school.
She lived with her elderly grandma working on the streets and begging in order to afford a basic meal a day. Isata fell pregnant and her grandma passed away soon after. She gave birth on the streets and her baby quickly fell ill.
After being taken in by her aunt, a single mother of five, Isata began petty trading to feed her child. She then broke her leg in an accident. Unable to afford treatment, Isata’s condition deteriorated.
Street Child social workers found Isata on the street and enrolled her into a programme. A disability assessment was conducted, meaning Isata now has access to proper treatment for her leg. She now attends regular counselling sessions with the social worker.
After many years out of school Isata has now reenrolled. She attends several sessions such as project catch up classes, education support and teen mother support. Her Aunt has received a family business grant, enabling her to continue to support Isata in school.
## “
IRRESPECTIVE OF MY STRUGGLES IN LIFE I WILL STILL ACHIEVE MY DREAMS THROUGH THE SUPPORT OF STREET CHILD.”
**Photos: 17 year old Isata, a participant of Street Child of Sierra Leone’s UKAM 5 project, Children on the Margins in the Southern Province of Sierra Leone © Street Child of Sierra Leone.**
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OUR PROGRAMMES: GENDER AND INCLUSION
## BREAKING DOWN BARRIERS
Specific attention to the needs of children with disabilities was an enhanced focus for Street Child programmes across the board in 2020/21 and our in-country teams worked to break down barriers so as many children as possible could be **active and visible members of society** . This emphasis will be embedded further as a key area in our Street Child strategy for 2021-2024.
Throughout 2020/21 we reached **over 2,800 children with disabilities** and supported them through a range of interventions such as medical help and additional support in school to ensure they were able to continue accessing an education.
In Nigeria, through our Partnership for Learning for All (PLANE) project, we supported 1,478 children with **assistive devices** such as glasses, wheelchairs, crutches and modern Braille equipment ensuring all children had increased access to safe and protective education in the conflict affected state of Borno.
## Improved learning outcomes Maa-speaking children in Kenya
a The AET and Street Child programme in Laikipia North, Kenya supported 195 children with disabilities to access education, breaking down community beliefs that those with disabilities are a ‘bad omen’ or ‘curse’. AET and Street Child sought to address this ~ by leveraging community informant networks and running a sensitisation campaign with parents to help overcome initial resistance. AET and Street Child then worked to assess these disabilities and needs as well as training teachers to develop appropriate classroom interventions for those learners with special needs.
## Disability inclusive approach in Nepal
The Breaking the Bonds programme in Nepal, applied a disability inclusive approach, following a learning centre-based inclusion strategy which aligned with national policies. Working with a local partner, Janaki Women Awareness Society, Street Child organised disability assessment camps to identify and understand those who required specific support. 60 Musahar girls were then supported with physiotherapy sessions, assistive devices such as mobility ads and onwards referrals for medical consultation or surgery ensuring disability no longer remained a barrier to education.
**Photos: A wheelchair being prepared for a Musahar girl by the medical team in Nepal. © Street Child of Nepal.**
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## OUR PROGRAMMES: 6. ACCELERATING LOCAL LEVEL ACTION
## Advancing Localisation across the Humanitarian SECTOR
As the Covid-19 crisis created a critical shift towards local level action Street Child, in partnership with the Global Child Protection Area of Responsibility (CPAoR), accelerated its efforts to advance localisation across the humanitarian sector. aa
In North East Nigeria the project resulted in the **pathbreaking appointment** of a local level co-coordinator from a local organisation. Street Child provided significant support to the position throughout the project and an additional year afterwards. The local level co-coordinator continued to coordinate the cluster throughout the recent transfer of the international co-coordinator – creating a compelling case for the stability of local level leadership. This allowed the Nigeria Child Protection Sub-Sector [CPSS] to continue to operate the sub-sectors strategy throughout this period and retain institutional knowledge and relationships.
In Bangladesh the project appointed **two local level coordinators** for child protection in host communities where there had been none in place before. This initiative allowed **local actors to acquire experience** in coordination and **laid the foundations** for further local level leadership opportunities in the Rohingya refugee response.
In 2020 the Global Child Protection Area of Responsibility and Street Child, along with Save the Children and key local partners Al Ghad and Grow Strong, presented on “Accelerating Localisation for Co-Coordination" at the Alliance for Child Protection in Humanitarian Action 2020 Annual Meeting.
Advocating for Flexible Funding for Local Level Organisations As much as funding for local level organisations is critical to advancing local level action, **flexible funding is especially critical** . Flexible funding allows local organisations °
As much as funding for local level organisations is critical to advancing local level action, **flexible funding is especially critical** . Flexible funding allows local organisations to invest in their staff and sustainability, **increasing their effectiveness, efficiencies, and impact** over time.
Street Child, in a unique **partnership with Save the Children** , implemented a pilot program to expand evidence and enhance understanding of how local actors expend flexible funding, how flexible funding influences access to further funding and recommendations to increase flexible funding for local actors. Street Child awarded and analysed the use of flexible funding amongst a strategic selection of six local level organizations in Afghanistan, Bangladesh, Cameroon, the Democratic Republic of Congo, Mozambique and Nigeria. The **pilot program is profiled** in an issue on “Localization and Local Humanitarian Action” in the **Overseas Development Institute** Humanitarian Exchange, and was presented to over 200 stakeholders in a seminar on “Innovation for Localization: Exploring the impact of channelling flexible funding to NNGOs in emergency contexts”.
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OUR PROGRAMMES: ACCELERATING LOCAL LEVEL ACTION
## RAPID RESPONSE FUNDS FOR LOCAL LEVEL ACTORS
In Cameroon Street Child seed funded a Rapid Response Fund led by LUKMEF – a medium size and capacity local NGO with £30,000 through its Covid-19 appeal fund. In the mobilisation phase five education/CP partners were identified through the clusters for training and activation for Covid-19 prevention activities, reaching **65,000 people through a £10,000 fund** . The second intensification phase included rapid needs assessment and prioritisation of most effective activities with strong **Street Child mentorship and support** . This laid the groundwork for a third Scale Up phase in which partners applied for much larger proposals with support from Street Child. For example LUKMEF successfully won a Comprehensive Rapid Response Mechanism grant from UNICEF targeting 4,125 households and 20,625 individuals in the NW/SW in early 2021 with **Street Child providing technical support** .
## COLLABORATION WITH CHILD PROTECTION AREA OF RESPONSIBILITY (CP AOR) FOR COVID-19
In collaboration with the Global CPAoR and the Global Education Cluster, Street Child published a joint paper entitled ‘Accelerating Localised Response to Covid-19: Practical Pathways’. This advocacy paper was targeted principally at funders and INGO actors in humanitarian settings. We made the case that the Covid-19 pandemic presents a rare and immediate opportunity for a norm **shift towards local level action** in the humanitarian sector. Whilst international humanitarian actors are facing constraints in funding and restrictions on movement and travel, national and local level humanitarian actors are **on the ground to respond** . A timely investment in local capacities and capabilities creates a strong platform for effective, efficient and sustained response and recovery from the impact of the Covid-19 pandemic in the months and years ahead.
**Photos: Local organisations in Nigera taking part in a Sexual Exploitation and Abuse workshop with Street Child staff © Street Child Nigeria.**
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## PROGRAMMES REPORT: 7. ADVOCACY
## EDUCATION OUT LOUD: LEADING AN ASSESSMENT ALLIANCE FOR LEARNING
In 2020 Street Child convened a **South Asian Assessment Alliance** under the aegis of Education Out Loud, an initiative of the Global Partnership for Education. The South Asian Assessment Alliance is a coalition of organisations involving, and inspired by, the initial successes of the 2019 Annual Status of Education Report: Street Child, in collaboration with ASER Nepal and Aasaman Nepal, administered the first provincial level assessment involving **68,491 children in 45,500 households in Nepal** .
The South Asian Assessment Alliance sees assessment as an authoritative lever to address low learning levels amongst the most marginalised children: assessments enable identification of what works, empower caregivers, communities and civil society actors to advocate for what works, ensures state authorities act on what works, and ensures shared accountability across all actors. From 2021 to 2023 Street Child will lead the creation of a **common, comparable suite of assessments** across South Asia, culminating in a cross-country accountability apparatus that tracks towards Sustainable Development Goal 4.1.1; the percentage of children and adolescents achieving at least the expected proficiency level in English and Mathematics at ages 7, 11 and 16. Our activities in Afghanistan, Bangladesh, Myanmar and Nepal aspire to **ignite influence and impact on learning across the region** – through stronger linkages with local education authorities and actors across South Asia.
## INCREASING INCLUSION OF LOCAL ORGANISATIONS IN LOCAL
## CONSORTIA
Street Child was approached to **issue global guidance** on “Leading Local Consortia” [Education Cannot Wait and Street Child 2020] for the largest fund for education in emergencies. This sets out a series of steps to facilitate the formation of local level consortia and **succeeded in advocating for at least 20% of funds** for local level consortia in order to promote the participation of local organisations, with one of the most Influential funders in the humanitarian arenas – laying the foundations for a further future partnerships to promote localisation.
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ig MMP 3 .
Photo: In 2019, Street Child and local partner AWYAD continued to work in the South Sudanese refugee
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OUR PROGRAMMES: ADVOCACY
## INFLUENCING TO INCREASE OUR IMPACT
This year Street Child has **intensified attention on advocacy** and influencing through close collaboration with a range of clusters, coordination groups and networks.
Street Child was delighted to become one of the **signatories to the Charter4Change** and to be appointed Country Coordinator for the Charter4Change Network in Uganda. Street Child was also admitted as a member of the **Global Education Cluster Localisation Task Force** . Our participation in these networks provides a powerful platform for influencing and intensifying the impact of our work with local level organisations. Street Child continues to enhance and expand this network to seek synergies with our localization agenda. In 2020 Street Child was appointed as the co-chair of the CSO Implementers Group for Education Cannot Wait, and represents implementers on the Education Technical Reference Group [ETRG] – offering an outstanding opportunity to influence the design and delivery of education in emergencies programmes across the globe. Street Child was also delighted to join the Strategic Advisory Group of the Global Child Protection Area of Responsibility [CP AoR] – and to be involved in shaping innovations and improvements in protection programming.
Street Child is also influencing improved safeguarding standards across sectors. Street Child was accredited as achieving **100% safeguarding compliance** by the Foreign, Commonwealth, and Development Office, and was asked to join the Global Education Cluster Safeguarding Task Force to contribute to the production of a manual on minimum actions for all clusters to incorporate safeguarding considerations into their work.
**Photo: Members of one the Street Child girls’ clubs alongside two of our amazing female leaders Habiba Makanjuola, Street Child of Nigeria’s Head of Education and Professor Patricia Donli, Executive Director of our partner Gender Equality Peace and Development Centre (GEPaDC). © Street Child.**
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“> I Br 7 " SUBMISSION TO UK INTERNATIONAL DEVELOPMENT COMMITTEE INQUIRY FOR COVID-19 CRISIS RESPONSE
Street Child was pleased to have the opportunity to offer evidence of the impact and implications of the current coronavirus pandemic on children and communities in developing countries to the UK International Development Committee. Our submission leveraged our experience and expertise as frontline responders to the Ebola epidemic – illustrating that prevention and preparedness of a significant scale and scope are essential to slowing the spread of the disease and ensuring the survival of vulnerable children and communities.
Street Child asked for increased attention on children and communities from isolated, stigmatised groups at risk of being left out of life-saving information – from incarcerated children in Afghanistan to the Batwa, an indigenous group in Burundi. It raised an alarm regarding the risks facing hundreds of thousands of refugee children cramped into close quarters without sufficient soap, sanitation supplies or sources of water to wash their hands in the camps in Cox’s Bazar, Bangladesh and the Kyaka and Palabek settlements in Uganda. Our submission called on national governments and international and national humanitarian organisations to prevent the pandemic from turning into a crisis of child protection, by working with children and families to plan and prepare for these risks; increasing investment in remote support solutions to keep children safe, secure and protected; and restoring or realising remote learning for each and every child, especially those in greatest need.
**Photo: A woman and her child from the Batwa community on their way to village savings and loan association (VSLA) meeting taking place in Gasorwe, Burundi. © Chris Parkes for Street Child. Highlight image is from Street Child’s programme in Afghanistan, supporting incarcerated women and children. © Street Child** 38 oft . ae vg= Dh
## FUNDRAISING, COMMUNICATIONS & MEDIA ACTIVITY
## COVID-19 APPEAL
Street Child’s UK fundraising activity had to pivot and adapt during 2020/21, driven by the Covid-19 pandemic and subsequent cancellation of all our flagship fundraising events. Whilst 2020/21 might have been the year where we sorely missed the Sierra Leone marathon and the annual gala dinners, the generous support from the entire Street Child family was central to the continued success of our fundraising activity.
When we launched our Covid-19 appeal on the 28th March 2020, one of the very first UK charities to do so, we could not have predicted the immense impact Covid-19 would have across the world on every aspect of our lives.
+ 800
PEOPLE ATTENDED A ViRTUAL RUNNING & MISSION EVENT OR WEBINAR
We also could not have predicted the outpouring of support we went on to receive from all our supporters. The appeal championed the education crisis at a time when 1.5 billion children were out of school across 188 countries, deepening the predicament for those without access. It also raised essential funds to reach over 5.6 million people, initially centred around prevention and then focussed on the indirect effects of the pandemic on education, livelihoods and safety as repeated lockdowns forced schools to remain shut and slowed global economies.
We are, as ever, extremely grateful for the loyal and generous support of everyone who ensures Street Child continues to be able to ensure children are safe, in school and learning in low resource environments and emergencies. None of this would be possible without you, thank you.
## we worked with
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Special thanks go to: Liberty Global From Babies with Love Boodles City of London School for Girls Euroclear
plus all our participants in the virtual Bike Ride, generous private givers, and trust and foundation donors!
CORPORATE PARTNERS
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FUNDRAISING, COMMUNICATIONS & MEDIA ACTIVITY
## EVENTS
Events in 2020/21 saw a very swift switch from in person to digital, ensuring supporters were able to remain actively involved with Street Child throughout the year. The ability of Street Child to move quickly and agilely resulted in the organisation of over **20 online events** , webinars and virtual challenges and saw over **800 supporters** take part.
## **Virtual Webinar Series:**
Only 10 days after the launch of Street Child’s Covid-19 appeal, we held the first event in our online webinar series. The “ **Covid-19 Emergency Response Briefing”** saw 88 supporters join to hear about the Street Child Covid-19 response to date and future plans from our expert teams.
This was followed in quick succession by more specific emergency response briefings which focused on the Street Child Covid-19 response in Uganda and Sierra Leone, giving supporters the opportunity to hear from our in-country teams and local partners.
A key event in the webinar series was “Covid-19; Female Voices on the Frontline” which was hosted by **Channel 4 presenter and journalist Cathy Newman** . The lively panel discussion focused on the impact coronavirus has had on the women and girls in the countries in which we operate. Cathy was joined by Street Child’s Global Head of Education Ramya Madhavan and three of our frontline partners from Afghanistan, Nepal and Nigeria.
## **Virtual Quizzes:**
2020 also saw the introduction of two virtual quizzes for the very first time!
In June 2020, Street Child patron and Countdown host **Nick Hewer** put his gameshow skills to the test and hosted the Ultimate Street Child Quiz for over 100 supporters, including a few special guest appearances!
After the success of the quiz during summer and with most of the world still in some form of Covid-19 restrictions, we hosted a second Street Child quiz in December 2020. This time led by businesswoman, comedian and Street Child trustee Julia Streets.
**Photos: Street Child’s first webinar (top), a webinar hosted by Cathy Newman (middle) and the Street Child Christmas Quiz (bottom) © Street Child**
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## FUNDRAISING, COMMUNICATIONS & MEDIA ACTIVITY
Supporters were treated to a night of **quizzical Christmas fun** including a guest appearance from comedian and “Have I got news for you” panellist Zoe Lyons.
## **Virtual Running and Challenges:**
Although many of the longstanding Street Child events were unable to happen, 2020 saw the introduction of **seven new virtual challenge and running events,** the first of which took place in April 2020 on the day the London Marathon should have happened.
The **2.6 Challenge** united people from around the country to take part in any activity involving the number 2 and 6 in support of Street Child. 45 participants put on their thinking caps and took part in a wide variety of ideas, ranging from doing 26 cartwheels to running 2.6 miles backwards!
The Big Ride also took on a new virtual format but still retained its key ingredients, taking on an exciting physical challenge and raising funds for the charity’s work. In 2020 351 riders from countries around the world cycled an incredible **62,901.8 KM raising over £342,882** in the process and collectively travelling from Denver to Wormsley in the Chiltern Hills, UK. The Big Ride wouldn’t have been possible without the fantastic support of a whole host of corporate partners; **Afiniti, BNP Paribas, CMS, Credit Sussie, Deloitte, Euroclear, EY, Freshfields, Infinera, Liberty Global, NMCN, NTT Data, Rabobank, Shearman & Sterling, Societe Generale, Telenet, UPC Poland, UPC Switzerland , Virgin Media , Virgin Media Ireland, VodafoneZiggo.**
With the re-arranged London Marathon unable to go ahead in October, 16 participants ran the marathon virtually in support of Street Child at the same time as thousands of other people around the world.
## **Davidson Kempner (DK)** and **NTT Data** also hosted their own virtual missions in 2020.
Over 6 weeks in May, 52 people from NTT Data took on a global mission to travel from Epworth House in London, to NTT HQ in Tokyo. The team covered an amazing **distance of over 15,000km** with one participant clocking up an individual distance of 1,167.7km. We are so grateful for NTT’s support and everyone who took part in any way they could.
In November DK ran, walked and cycled an incredible **17,972.1km** . The team of 42 people quickly left London behind and travelled across the countries in Africa where Street Child have projects, before ending in Mozambique, covering an average of over 420km per person.
The year was topped off by the Rudolph Run where 22 people and some of their furry friends braved the inclement British weather and took part in a festive virutal 5km run, receiving personalised bibs and finisher medals.
In a period where we were unable to hold in person events we are so grateful for all those who supported Street Child in a variety of ways, be that through attendance of a virtual webinar or by skipping backwards for 2.6 km. We’re looking forward to 2021/22 and the subsequent easing of Covid-19 restrictions which allow the return of flagship Street Child events such as the annual Gala dinner!
**Photos: 351 riders came together to take part in the virtual Big Ride, travelling from Denver to Wormsley in the UK (top). 22 people and their furry friends took part in the Rudolph Run (middle and bottom). Virtual events dominated the calendar throughout 2020/21 (left hand middle and bottom) and NTT data took on a virtual mission (middle right). © Street Child**
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43
FUNDRAISING, COMMUNICATIONS & MEDIA ACTIVITY
## COMMUNICATION & MEDIA COVERAGE
Media coverage remains a key channel to communicating Street Child’s work to the public, raising awareness with a wider audience, improving the external credibility of the charity and driving vital fundraising. This became even more important in 2020/21 when we were without in person events.
There was strong coverage throughout the year with some highlights below:
1. Shortly after the launch of Street Child’s Covid-19 appeal, the **Guardian** spoke to Megan Lees-McCowan, Street Child’s Head of Africa Programmes as part of a wider article about the impact lockdowns were having on children in Africa.
2. In a similar vein, the **Express** quoted Street Child alongside the World Health Organisation when discussing the sharp rise in Covid-19 cases in Africa. This coverage ran in both print and digital.
3. Reflecting on the lessons learnt from the Ebola crisis was central to the Street Child Covid-19 response and extensive coverage from the **Economist** reported on this, using Sierra Leone as the focal point.
4. Coverage from **Al Jazeera** detailed the key findings of Street Child’s Global Covid-19 rapid assessment which highlighted more than 50% of children surveyed across 13 different countries in Africa and Asia were unable to take part in any form of learning amid lockdown measures.
5. Street Child’s partnership with From Babies with Love (FBWL) generated additional coverage for the charity in December when FBWL were profiled as one of the best ‘gifts that give back’ by **The Financial Times** .
Social media and the use of platforms such as Linkedin, Twitter, Instagram and Facebook remained key in engaging with current Street Child supporters and attracting a wider audience. The reach of Street Child has been growing year on year and with digital becoming firmly cemented in everyone’s lives in 2020/21 this trend saw no sign of abating.
We look forward to turbo-boosting our reach in 2021/22 and exploring a presence in new platforms.
**Photos: Images of the headlines taken from Street Child media coverage in 2020/21 or those publications in which Street Child featured. © The FT, Al Jazeera, the Economist, the Guardian, the Express and the Telegraph.**
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45
## FINANCIAL REVIEW
## OVERVIEW
In a year when the impact of Covid-19 wreaked havoc with economies, businesses and charities across the world, the figures disclosed in these results are satisfying:
## 1. **Street Child UK income of £13m virtually holds level with 2019/20's £13.7m**
2. **Restricted income jumps to a new high of £9.9m in 2020/21** - compared to a previous high of £6.7m in 2019/20
3. **Unrestricted reserve levels mildly grow to £1.35m** -from £1.15m in 2019/20 - unrestricted income more than halving
## 4. **11:1 ratio - between programme and fundraising expenditure.**
## 5. **Programme expenditure nearly doubles to £11.1m** - from previous high of £6.6m (2019/20)
Street Child UK income of £13m virtually holds level with 2019/20's £13.7m.
Whilst this is the first time in 5 years that UK income has not actually grown, it is easily Street Child's second highest UK income figure (£8.7m in 2018/19 was the third highest).
A further £957,000 of income was raised into Street Child USA, EU and Street Child of Sierra Leone (who are independent members of the Street Child Family and whose accounts do not consolidate into Street Child UK)- giving a **total Street Child Family income of £13.9m** .
**Restricted income jumps to a new high of £9.9m in 2020/21,** compared to a previous high of £6.7m in 2019/20.
This is built on a combination of fresh contract wins in the year and a steady pipe-line from multi-year contracts secured in previous years, but recognised in 2020/21.
Street Child's growing reputation and track-record among institutional donors, such as UN agencies and Governments, and philanthropic sources such a foundations means that management hope that this figure £9.9.m becomes a new baseline and subsequent years see further growth.
£2.7M (27%) OTHER INSTITUTIONAL restricted funding £9.9M £1.6M (16%) UN & RELATED
£0.9M(9%) AET ACQUIRED £2.4M (25%) UK AID £2.3M (23%) PHILANTHROPHY
46
## FINANCIAL REVIEW
**Unrestricted reserve levels mildly grow to £1.35m, from £1.15m in March 2020** - despite a precipitous fall in unrestricted income to £3.1m from £7m over 2020/21.
Whilst £7m was a dramatic increase on previous years' unrestricted income (e.g. £2.65m in 2018/19 and £2.1m in 2017/18), with the integrations of Build Africa and Lessons for Life charities as the main driver, including the acquisition of their balance sheets, the charity's early budget projections for 2021, made in January 2020, before COVID, assumed unrestricted income, and expenditure, of over £5.5m.
It is credit to Street Child's resilient spirit, and agile business model, that the charity was able to adapt its plans quickly and still deliver a surplus.
Budget savings were found in all dimensions of the charity's life.
The easiest savings were to the charity's events programme, albeit with the obvious loss of associated income, margin and other benefits. The timing of the expiration of the lease of our premises on Stewart's Road, in July 2020, was fortunate, with the charity able to avoid the situation, for most of the year, of paying for an office we were unable to use.
The toughest cuts were to our personnel budget, with the charity making its first ever redundancies, mainly in fundraising - and to our core programmes budget, with country teams being asked to prepare minimal budget requests for all areas not covered by restricted funding. It was uncomfortable, and in some places unsustainably so, but people pulled together.
Whilst the charity’s trustees were prepared to tolerate some use of reserves if needs be, it was our goal not to, having worked hard for several years to achieve a level of reserve that puts the charity on a sound financial footing. We are pleased to have achieved this.
Whilst Covid-19 naturally makes predictions hard, it is the charity's aim to see unrestricted income above the £5m mark as quickly as possible - and ideally to restore a more favourable balance between unrestricted and restricted income. The charity targets raising 35% of its income in unrestricted, or highly flexible, funds.
**----- Start of picture text -----**
£9.9M (76%) TOTAL INCOME £3.1M (24%)
UNRESTRICTED
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Street Child’s unrestricted reserves range is £0.5m to £1.5m, with a goal of staying above the mid-point in the range (£1m), in usual circumstances.
At £1.35m we are now well above this mid-point. The finance committee of the Board regularly review the charity’s reserves policy and situation. It is likely, if the charity continues to increase in financial scale, the ranges will be reviewed upwards.
47
FINANCIAL REVIEW
## **11:1 rato between programme and fundraising expenditure.**
Whilst fundraising expenditure will bounce-back to some degree in 2021/22 with the return of events (which typically have a good margin but less good ratios) and a rebuilding of the team, meaning that maintaining this level of ratio may be hard - its achievement in this most pressured of years, should still be celebrated.
To bring in £13m of UK income, with funds that flowed to other non-consolidated SC entities and partners on top of that, with an investment in fundraising only just exceeding £1m is a notable achievement, and speaks to the strength of the charity's foundations.
## **Programme expenditure nearly doubled to £11.1m, from previous high of £6.6m (2019/20).**
The charity’s purpose is to raise, and deploy as well as possible, funds against cause.
The net effect of all the charity's efforts in 2020/21 was that the charity was able to able to nearly double its allocation to programmes – and thus to purpose.
In many ways the value of highlighting this dimension is less from a financial perspective but to draw attention to the scale of the operational achievement of nearly doubling actual programme scale, in the midst of a global pandemic – whilst maintaining excellent impact indicators, as the programmes section of this report makes clear.
£11.1M (85%) TOTAL INCOME SPENT ON PROGRAMMES IN 2020/21 £13.0M
£0.4M (3%) ALLOCATED FOR PROGRAMMES IN 2021/22 £0.2M (2%) BUILDING OF RESERVES £1.3M (10%) SPENT ON FUNDRAISING IN 2020/21
48
FINANCIAL REVIEW
Programme expenditure breakdown:
£2.2M (20.1%) NIGERIA £0.45M (4%) £0.66M (6%) £1.57M (14.2%) COVID-19 KENYA TOTAL SPENT ON SIERRA LEONE PROGRAMMES £0.76M (6.9%) £1.34 (12.1%) STAFF AND SUPPORT COSTS NEPAL £11.1M £0.43M (3.9%) £0.35M (3.2%) £1.23M (11.1%) DRC SOMALIA 0 UGANDA £1.07M (9.7%) AFGHANISTAN
Whilst Street Child was active in 17 countries globally in 2020/21, the graph shows that nearly three-quarters of our programme expenditure was in five countries: Nigeria, Sierra Leone, Nepal, Afghanistan and Uganda. Fresh contracts secured in 2020/21 means that Afghanistan in particular is poised for significant growth in 2021/22.
## POST BALANCE SHEET EVENT: UK AID CUTS
The regrettable decision of the UK Government, announced in April 2021, to make substantial cuts to its future international aid budget have immediate impacts on several live Street Child programmes, and substantially reduces short-medium term prospects of new Government contracts.
However, it is of modest consequence to the charity’s core financial health, which in our model is primarily dependent on managing our unrestricted income and expenditure.
Street Child grants in DRC, Nepal and South Sudan sadly took cuts totalling £1m across 2021-2023.
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FINANCIAL REVIEW
## RESERVES
The total reserves for the charitable group as at 31 March 2021 were £4.2m (2020: £3.6m). This was made up of unrestricted reserves of £1,347,160 (2020: £1,149,849) and restricted reserves of £2,808,997 (2020: £2,452,912). Restricted funds relate to delivery of specific programmes in Africa and Asia. More information on the makeup of these elements can be found in the notes to the Statutory accounts in note 17.
Street Child’s unrestricted reserves at 31st March 2021 are £1,347,160. This is an increase of almost £200,00 from 2020 driven by the budget cuts outlined above. Street Child’s reserve policy is to maintain reserves within a range set with reference to key risks, and calibrated against the level of reserves that would be required to fund three to six months of operating costs. The largest two risks facing Street Child are a fall or under-performance in unrestricted income, and/or the need to use unrestricted funds to cover restricted programme costs, for instance because of cost disallowed by the funders. This quantification of reserves will be carried out on an annual basis as part of the budget setting process which concludes in March each year. At this stage the Trustees will consider if any of the major risks have changed, and also the quantification of the reserves in line with the budget.
**For Street Child Group the unrestricted reserves target is £0.5m to £1.5m, with a mid-range target og £1.0m. Street Child Group unrestricted reserves at 31 March 2021 of £1.3m were ahead of the mid-range target.**
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## A FINAL WORD AND LOOKING FORWARDS TOM DANNATT, CEO & FOUNDER
This last part of the annual report is normally full of 2 things: thanks, and notes for the future.
This year, the **thanks** are very much the easy bit! We are so enormously grateful to everyone who stuck close to us in 2020/21 and helped us both keep our ship afloat and then make an impact for so many. It was far from clear that keeping our ship afloat would be easy! So much of our vital unrestricted income hinged on now impossible inperson events and meetings.
All our programme countries start this year in difficult situations. In many places the 'peak COVID' challenges are still there: school closures, lockdowns, rampant transmission - we will need to build on our 20/21 responses and lessons to help in these situations. In other locations, Sierra Leone is one, school is back open and whilst the economic impact of lockdowns is real, otherwise the COVID situation is more calm - and we have a chance to get back towards simply delivering on the plans we had at the start of 2020.
We are incredibly grateful to all our individual supporters, philanthropists, trusts and corporates, in particular Liberty Global - who gave online, fundraised virtually or sent us a warmly received old-fashioned cheque. You made a huge impact that is personally so hugely appreciated.
I would also like to add special thanks to everyone who contributed to the Covid-19 emergency response appeal, which we launched only ten weeks after our record-breaking UK Aid Match appeal where we really felt we had maxed out our supporters generosity. The additional funds the COVID appeal allowed us to channel direct to our teams and partners in rapid, strategic mini-grants made an outsized impact as well as generating an energy and morale boost at a time of huge uncertainty, and frankly, fear. Thank you everyone!
There are some many situations whose progress will be of particular interest and importance this year, beyond Covid-19. Thematically, we look forward to continuing to champion the power of local-level organisations: an approach mainstreamed through all our work of course but specifically through our partnerships with the UNICEF-led CPAoR and Education Cannot Wait (ECW), who have shown considerable interest in our advice and technical support in this field. We also very much intend to finalise, and publish our new strategy over the course of the next 12-months - it is unlikely to contain surprises but we are aiming for the tightest, most coherent articulation yet of our principles and purpose. Suffice to say it is certain that children's **safety, access to education, learning and the power of local action** will be right at the heart of it!
The **forward plans** ... we enter 21/22 in the confident expectation that it will be better than the 12-months gone before, but still with so much uncertainty ... Everything is stated with caveat.
All being well, in the UK we look forward to resuming in-person events as soon as possible, re-building our fundraising team, finding a new office and engaging with our supporters properly again - as well having greater capacity to search for out next supporters. Our work is life-changing, life-saving at times - we need to carry our messages widely, loudly, memorably and always passionately!
**Photo: A caregiver and her camera shy daughters, taken in the conflict-affected communities of Adamawa State, Nigeria. © Nelson Apochi Owiocho for Street Child**
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A FINAL WORD FROM OUR FOUNDER AND CEO AND OUR FUTURE PLANS
Country-wise, South Sudan and Somalia are obvious areas of focus, as they begin their first full year as part of Street Child.
Street Child Afghanistan has won itself a substantial basket of funds for 21/22 already, greatly exceeding its prior budgets, that potentially allow it to create learning opportunities for 40,000 children - we will be doing everything we can to support the team there. We also very much hope that Street Child can continue to establish itself as an important actor for children in Cameroon and Mozambique. In Sierra Leone, the team, amongst other initiatives, are running projects funded by half the proceeds of our three UK Aid-matched appeals over Winters 17/18, 18/19 and 19/20 - which combined will impact the lives of over 55,000 children. Street Child Nigeria will once again be one of the charity's largest, and most important, operations And naturally, highly significant goals are in place in many other key territories for the charity, especially including: Nepal, Uganda, DRC, Liberia and Kenya. Finally, as ever, we do not preclude, in fact we probably rather expect, that by the time the 21/22 is done we will be talking about one or two brand new countries too!
**Photo: An image of a female teacher taking a class inside Kabul prison, ensuring education continued in Afghanistan despite Covid-19. © Street Child**
So we enter 21/22 in robust, enhanced shape. Confident. But once again, holding our plans very lightly and prepared to draw endlessly on our agility and resilience - we will do 'what it takes' to create maximum impact for children who need us the most.
And to end where I started, we enter 2021/22 and travel everyday with immense gratitude and appreciation to all who enable us to do this work - without whom, simply none of this would be possible.
So many thanks,
**Tom Dannatt, CEO & Founder**
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## KEY RISKS
The Street Child Trustees are fully aware of the need to assess the risks faced by the charity and to minimise those risks. They have conducted a comprehensive process to identify, assess and manage risks, with all risks being scored for likelihood and impact and management strategies and timelines being established. Changes to the risk register are reviewed by the Finance Committee each quarter and provided to each Board meeting (also quarterly) with a full review at the Board undertaken at least annually to assess all risk factors identified in the risk register and ensure that all Trustees are fully abreast of the risk situation in the organisation.
In addition to the **risk register** , each country holds a register for all large projects, which have their own risk registers that are used by project management teams to make operational decisions. All fundraising events have their own risk registers.
While no system of internal control can provide absolute assurance against material misstatement or loss, Street Child Group’s systems have been developed to provide assurance to the Board that there are proper procedures in place and that they are operating effectively.
Key elements of the system of risk management and internal control include:
- Delegation: there is a clear organisational **Scheme of Delegation** with lines of authority and responsibility for control
- A clear, comprehensive documented suite of financial procedures are accessible to all staff. These are updated and revised from time to time as required.
variations. The Finance committee reviews the reports in detail, minutes from this Committee’s meeting are presented to the Board.
- Programme reporting: regular updates are provided to the Chief Executive from the Country leads. These are reviewed to ensure that the programmes are progressing as planned and to identify any issues which are followed up as necessary. Written quarterly updates are provided to the Board along with any issues, risks or opportunities.
The principal risks and uncertainties facing the charitable group, as identified by the Trustees of Street Child include the following:
- Unrestricted income being insufficient to support institutional restricted funding or pursuing opportunities for investment. This is mitigated by careful monitoring of income compared to budget and forecast, and the pipeline income and by ensuring that costs are carefully managed. Covid-19 has increased the risk to income and we are working carefully to ensure that we have a balanced portfolio of income sources to mitigate a direct shock to any one income stream.
- Unsatisfactory programmes impact, or donors consider project impact to be unsatisfactory. Our ability to deliver against our planned impact faced a considerable risk of being hindered as communities and countries responded to Covid-19. Working closely with our donors, we explored what could be done to continue to work for improving access to and quality of education during the COVID emergencies. Looking further forward, we continue to invest in quality incountry programme and finance teams to ensure that we can meet donor requirements.
- Financial reporting: **the Board approves and monitors the annual budget. Each quarter an update is provided to the Finance Committee** and the Board with an update of actual results compared to budget, and the latest forecast for the year along with explanations of significant
53
## STRUCTURE, GOVERNANCE & MANAGEMENT
## STRUCTURE
Street Child’s federal structure is founded on the principle of local partnership. The majority of programme countries operate as separate branches of Street Child UK. Street Child International (Street Child of Nigeria (SCoN)) is a subsidiary of Street Child UK, with their own Managing Board. SCoSL, SCoL and charities Street Child EU and Street Child US meanwhile are independent entities, also with their own Boards.
Street Child UK continually supports its sister entities e.g. SCoSL, SCEU and SCUS with a combination of management and financial supervision, and technical and strategic advice. This balances the importance of the local identity of the Street Child entities and their ability to receive direct local funding, with their identities as members of the global Street Child family.
## **Recruitment and appointment of Trustees**
The appointment of the Trustees is carried out having regard to the needs of the organisation, the suitability and skill of the candidate and by interview of interested parties.
## **Induction and training of new Trustees**
We make new Trustees aware of their legal obligations under charity and company law. New Trustees are given the required training to enable them to undertake their roles and to ensure that they act in the best interests of the charity. When they are appointed they receive a briefing and background information about the charity from senior management, including governance, finance and current strategies and plans. All Trustees have the opportunity to see our programmes at their own expense.
Our funding base is structured for maximum leverage and complementarity; using major institutional funding to attract and guarantee the essential public funding that Street Child receives through trusts, foundations and individuals. Specific institutional funding also contributes to building the restricted and unrestricted funds that enable Street Child to innovate and pilot new projects, conduct research into what works, and grow its global base.
## REMUNERATION POLICY
The salaries of all staff are reviewed on a regular basis. We also benchmark salaries on an ad hoc basis, primarily new positions or promotions, against newer publicly available salary data.
## GOVERNANCE AND MANAGEMENT
Street Child is a company limited by guarantee and is governed by the governing document; the Memorandum and Articles of Association dated 14 November 2008 and amended by special resolution on 5 March 2009.
The Street Child Board meets at least four times a year and is responsible for the overall direction of the Charity and for core strategic policies, having regard to the advice of the Chief Executive Officer Tom Dannatt. The Trustees delegate the day-to-day running of the charity to the Chief Executive Officer.
**Photo: Samuel outside of his home he shares with his two younger brothers in Palabek refugee settlement (right). © Ed Ram for Street Child.**
54
STRUCTURE, GOVERNANCE & MANAGEMENT
## FUNDRAISING STANDARDS AND OUR APPROACH TO FUNDRAISING
Our supporters are key to everything we do. Each year they enable us to work towards a world where no child is denied an education, every child in school gets a chance to learn and every child leaves school with the skills they need. We are fully committed to being transparent and accountable about how our supporters’ donations are used. At Street Child, we are hugely grateful to all our donors and focus on building long-lasting relationships built on trust and respect.
Street Child employs a team of professional fundraisers, all of whom follow the best practice and legal requirements set out in The Code of Fundraising Practice, as well as those required under charity and wider law. There were no reported failures to comply with The Code of Fundraising Practice. Outside of the team of professional fundraisers, Street Child’s volunteer fundraisers were all provided with relevant training or guidance notes including where relevant, links to the necessary legal and best practices from the Institute of Fundraising. Agreed fundraising targets were monitored through reports provided by our online giving platforms and through regular communication and mentoring of volunteer fundraisers.
Our commercial partners were all made subject to agreeing to a Commercial Participators Agreement that set out the terms of the partnership including, but not limited to, payment plans, use of brand, inclusions/ exclusions of the partnership and use of the agreed fundraising statement. Our data protection statement and marketing opt-in’s were reviewed and updated to ensure only appropriate and relevant communications were sent to those supporters who had requested said information. Our electronic communications platform also offers the opportunity to opt out at every stage of mass communications.
## PUBLIC BENEFIT
The charity’s aims were carried out for public benefit. This was achieved through funding, supporting, fundraising for and raising awareness of, high quality initiatives to improve the lives of some of the world’s most vulnerable children, in particular their ability to sustainably access a quality basic education.
**Photo: A student at one of Street Child’s Temporary Learning Spaces (TLS) in Borno State, North East Nigeria smiles and dances as she takes part in after school activities. © Chris Parkes for Street Child.**
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## STATEMENT OF TRUSTEES’ RESPONSIBILITIES
## STATEMENT OF RESPONSIBILITIES OF THE TRUSTEES OF STREET CHILD IN RESPECT OF THE TRUSTEES’ ANNUAL REPORT AND THE FINANCIAL STATEMENTS
The Trustees, (who are also Directors of the charitable company for the purposes of company law), are responsible for preparing the Trustees’ Report and the accounts in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice).
Company law requires the Trustees to prepare financial statements for the 12-month period of financial activities and not approve the financial statements unless they are satisfied that the financial statements give a true and fair view of the state of the affairs of the Charity as at the balance sheet date and of its incoming resources and application of resources, including income and expenditure, for the year then ended.
In preparing these financial statements which give a true and fair view, the Trustees are required to:
- select suitable accounting policies and then apply them consistently;
- comply with applicable accounting standards, including FRS 102, subject to any material departures disclosed and explained in the financial statements;
- make judgements and estimates that are reasonable and prudent;
- state whether a Statement of Recommended Practice (SORP) applies and has been followed, subject to any material departures disclosed and explained in the financial statements; and
- prepare the financial statements on the going concern basis unless it is inappropriate to assume that the charitable company will continue on that basis.
The Trustees are responsible for keeping adequate accounting records which disclose with reasonable accuracy at any time the financial position of the charitable company and which enable them to ensure that the financial statements comply with the Companies Act 2006. The Trustees 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 United Kingdom governing the preparation and dissemination of financial statements may differ from legislation in other jurisdictions.
Each of the Directors, who held office at the date of approval of this Trustees’ Report, has confirmed that there is no information of which they are aware which is relevant to the audit but of which the auditor is unaware. They have further confirmed that they have taken appropriate steps to identify such relevant information and to establish that the auditors are made aware of such information.
The Trustees’ Annual Report is approved by the Trustees of the charity. The Strategic Report, which forms part of the Annual Report, is approved by the Trustees in their capacity as Directors in company law of the Charity.
|On behalf of the Board of Trustees|On behalf of the Board of Trustees|
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Date: 23rd December 2021
56
**Photo: Teacher and students of Fahumuni Primary School, Kwale County, Kenya. © Juozas Cernius for Build Africa/Street Child.**
57
## AUDITOR’S REPORT
## INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF STREET CHILD
## **Opinion**
We have audited the financial statements of Street Child (the ’company’) for the year ended 31 March 2021 which comprise the Group Statement of Financial Activities, the Group Statement of Financial Activities, the Group and Parent Charitable Company Balance Sheet, the Group Statement of Cash Flows and notes to the financial statements, 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 FRS 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 group’s and the parent charitable company’s affairs as at 31 March 2021 and of the group’s 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 and the Charities Act 2011.
## **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**
In auditing the financial statements, we have concluded that the trustees’ use of the going concern basis of accounting in the preparation of the financial statements is appropriate.
Based on the work we have performed, we have not identified any material uncertainties relating to events or conditions that, individually or collectively, may cast significant doubt on the charitable company's ability to continue as a going concern for a period of at least twelve months from when the financial statements are authorised for issue.
Our responsibilities and the responsibilities of the trustees with respect to going concern are described in the relevant sections of this report.
58
AUDITOR’S REPORT
## **Other information**
The other information comprises the information included in the annual report, other than the financial statements and our auditor’s report thereon. The trustees are responsible for the other information. Our opinion on the financial statements does not cover the other information and, except to the extent 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 prescribed 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’ annual report for the financial year for which the financial statements are prepared is consistent with the financial statements; and
- trustees’ annual report have been prepared in accordance with applicable legal requirements.
## **Matters on which we are required to report by exception**
In the light of the knowledge and understanding of the group and parent charitable company and its environment obtained in the course of the audit, we have not identified material misstatements in the trustees’ annual report.
We have nothing to report in respect of the following matters where the Companies Act 2006 and the Charities Act 2011 require us to report to you if, in our opinion:
- the parent charitable company has not kept adequate and sufficient accounting records, or returns adequate for our audit have not been received from branches not visited by us; or
- the parent charitable company’s financial statements are not in agreement with the accounting records and returns; or
- certain disclosures of trustees’ 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 exemption in preparing the Trustees’ Annual Report and from preparing a strategic report.
## **Responsibilities of trustees**
As explained more fully in the trustees’ responsibilities statement set out on page [56], the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the
59
## AUDITOR’S REPORT
preparation of the 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 group and parent 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 group or parent charitable company or to cease operations, or have no realistic alternative but to do so.
## **Auditor’s responsibilities for the audit of the financial statements**
We have been appointed as auditor under the Companies Act 2006 and section 151 of the Charities Act 2011 and report in accordance with those Acts.
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 aggregate, they could reasonably be expected to influence the economic decisions of users taken on the basis of these financial statements.
Irregularities, including fraud, are instances of non-compliance with laws and regulations. We design procedures in line with our responsibilities, outlined above, to detect material misstatements in respect of irregularities, including fraud. The extent to which our procedures are capable of detecting irregularities, including fraud is detailed below.
## **Explanation as to what extent the audit was considered capable of detecting irregularities, including fraud**
The objectives of our audit in respect of fraud, are; to identify and assess the risks of material misstatement of the financial statements due to fraud; to obtain sufficient appropriate audit evidence regarding the assessed risks of material misstatement due to fraud, through designing and implementing appropriate responses to those assessed risks; and to respond appropriately to instances of fraud or suspected fraud identified during the audit. However, the primary responsibility for the prevention and detection of fraud rests with both management and those charged with governance of the charitable company.
Our approach was as follows:
• We obtained an understanding of the legal and regulatory requirements applicable to the charitable company and considered that the most significant are the Companies Act 2006, the Charities Act 2011, the Charity SORP, and UK financial reporting standards as issued by the Financial Reporting Council and UK taxation legislation.
• We obtained an understanding of how the charitable company complies with these requirements by discussions with management and those charged with governance.
• We assessed the risk of material misstatement of the financial statements, including the risk of material misstatement due to fraud and how it might occur, by holding discussions with management and those charged with governance.
60
## AUDITOR’S REPORT
• Based on this understanding, we designed specific appropriate audit procedures to identify instances of non-compliance with laws and regulations. This included making enquiries of management and those charged with governance and obtaining additional corroborative evidence as required.
As part of an audit in accordance with ISAs (UK) we exercise professional judgement and maintain professional scepticism throughout the audit. We also:
• Identify and assess the risks of material misstatement of the financial statements, whether due to fraud or error, design and perform audit procedures responsive to those risks, and obtain audit evidence that is sufficient and appropriate to provide a basis for our opinion. The risk of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may involve collusion, forgery, intentional omissions, misrepresentations, or the override of internal control.
• Obtain an understanding of internal control relevant to the audit in order to design audit procedures that are appropriate in the circumstances, but not for the purposes of expressing an opinion on the effectiveness of the group and parent charitable company’s internal control.
• Evaluate the appropriateness of accounting policies used and the reasonableness of accounting estimates and related disclosures made by the trustees.
• Conclude on the appropriateness of the trustees’ use of the going concern basis of accounting and, based on the audit evidence obtained, whether a material uncertainty exists related to events or conditions that may cast significant doubt on the group and parent charitable company’s ability to continue as a going concern. If we conclude that a material uncertainty exists, we are required to draw attention in our auditor’s report to the related disclosures in the financial statements or, if such disclosures are inadequate, to modify our opinion. Our conclusions are based on the audit evidence obtained up to the date of our auditor’s report.
However, future events or conditions may cause the group or parent charitable company to cease to continue as a going concern.
• Evaluate the overall presentation, structure and content of the financial statements, including the disclosures, and whether the financial statements represent the underlying transactions and events in a manner that achieves fair presentation.
• Obtain sufficient appropriate audit evidence regarding the financial information of the entities or business activities within the group to express an opinion on the consolidated financial statements. We are responsible for the direction, supervision and performance of the group audit. We remain solely responsible for our audit report.
We communicate with those charged with governance regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that we identify during our audit.
## **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 and, in respect of the consolidated financial statements, to the charity’s trustees, as a body, in accordance with Chapter 3 of Part 8 of the Charities Act 2011.
61
## AUDITOR’S REPORT
Our audit work has been undertaken so that we might state to the charitable company’s members and trustees those matters which 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 any party other than the charitable company, the charitable company’s members, as a body, and the charity’s trustees, as a body, for our audit work, for this report, or for the opinion we have formed.
Neil Finlayson (Senior Statutory Auditor)
for and on behalf of Moore Kingston Smith LLP, Statutory Auditor
(A cove ae Ae I-40. Hur
Devonshire House 60 Goswell Road London EC1M 7AD
## Date: 23rd December 2021
Moore Kingston Smith LLP is eligible to act as auditor in terms of Section 1212 of the Companies Act 2006.
62
## CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES (INCORPORATING AN INCOME AND EXPENDITURE ACCOUNT) **For the year ended 31 March 2021**
63
## GROUP BALANCE SHEET
## **As at 31 March 2021**
|||**2021**|**2020**|
|---|---|---|---|
|**Group**|**Note**|**£**|**£**|
|**Fixed Assets**||||
|Tangible assets|**12**|-|16,973|
|Investments|**13**|7,130|7,240|
|||7,130|24,214|
|**Current assets**||||
|Debtors|**14**|2,171,571|1,879,457|
|Cash at bank and in hand||2,363,610|2,382,568|
|||4,535,181|4,262,025|
|**Liabilities**||||
|Creditors falling due within one year|**15**|(376,654)|(581,780)|
|Deferred income||(9,500)|(101,500)|
|**Net current assets**||**4,149,027**|**3,578,745**|
|**Creditors falling due after one year**|**16**|-|(198)|
|**Net Assets**||**4,156,157**|**3,602,761**|
|**Accumulated funds**||||
|Restricted funds||2,808,997|2,452,912|
|Unrestricted funds||1,347,160|1,149,849|
|**Total accumulated funds**|**17**|**4,156,157**|**3,602,761**|
These financial statements were approved and authorised for issue by the trustees on 23rd December 2021 and signed on their behalf by:
M van den Berg Trustee
A Wallersteiner Trustee
Company registration number 06749574
64
## CHARITY BALANCE SHEET
## **As at 31 March 2021**
|||**2021**|**2020**|
|---|---|---|---|
|**Parent Charity**|**Note**|**£**|**£**|
|**Fixed Assets**||||
|Fixed Assets||-|6,418|
|Investments||1|1|
|||1|6,419|
|**Current assets**||||
|Debtors|**14**|1,349,480|511,005|
|Cash at bank and in hand||528,688|1,087,268|
|||1,878,168|1,598,272|
|**Liabilities**||||
|Creditors falling due within one year|**15**|(774,024)|(311,644)|
|**Net current assets**||**1,104,144**|**1,286,628**|
|||||
|**Net Assets**||**1,104,145**|**1,293,047**|
|**Accumulated funds**||||
|Restricted funds||696,779|1,201,413|
|Unrestricted funds||407,366|91,635|
|**Total accumulated funds**||**1,104,145**|**1,293,047**|
As permitted by section 408 Companies Act 2006, the parent company has not presented its own Statement of Financial Activities and Income and Expenditure Account. The company made a net loss for the year of £188,903 (2020: surplus of £206,114).
These financial statements were approved and authorised for issue by the trustees on 23rd December 2021 and signed on their behalf by:
M van den Berg Trustee
A Wallersteiner = Ltt Trustee
Company registration number 06749574
65
## CONSOLIDATED STATEMENT OF CASH FLOWS
|**For the year ended 31 March 2021**
**Net cash Outflow from operating activities**
**Net Cash inflow from returns on investments**
Bank interest and investment income
Purchase of tangible fixed assets
Proceeds from the sale of Fixed Assets
Foreign exchange Loss
Cash acquired from Build Africa
Cash acquired from Lessons for Life Foundation
Cash acquired from Africa Educational Trust
**(Decrease) / Increase in cash at bank and on hand**
Cash balance at beginning of the year
**Cash balance at end of the year**
**Analysis of changes in Net Debt**
Cash flows
**Total**
**Reconciliation of net incoming resources to net cash inflow from charitable activities**
Net income
Investment income
Net assets of Build Africa
Net assets of Lessons for Life Foundation
Net assets of Africa Educational Trust
Investment Loss/(Gain)
Depreciation
Losses/(Gains) on disposal of Fixed Assets
Losses/(Gains) on foreign exchange
(Increase) in debtors
Increase/(decrease) in creditors
(Decrease)/Increase in deferred revenue
(Decrease) in creditors due in more than one year
**Net cash (Outflow) / Inflow from operating activities**|**2021**
**£**
(653,368)
358
(927)
-
-
-
-
634,979
**(18,958)**
2,382,568
**2,363,610**
**As at**
**1st April 2020**
**£**
2,382,568
**2,382,568**
**2021**
**£**
553,396
(358)
-
-
(919,217)
108
934
16,972
-
52,865
(265,870)
(92,000)
(198)
(653,368)|**2020**
**£**
(560,231)
806
(7,788)
300
(11,310)
378,312
1,230,440
-|
|---|---|---|
|||**1,030,529**|
|||1,352,039|
|||**2,382,568**|
|||**Cash flows**
**£**
(18,958)
**(18,958)**|
|||**2020**
**£**
1,717,556
(806)
(486,771)
(1,152,304)
-
1,212
90,896
(6,869)
(50,328)
(1,089,209)
315,684
101,500
(792)|
|||(560,231)|
66
## Charity Statement of Financial Position As at 31 March 2020 NOTES TO THE ACCOUNTS **For the year ended 31 March 2021**
## **1 Accounting policies**
## **Charity information**
Street Child is a charitable company limited by guarantee incorporated in England and Wales. The registered office is 33 Creechurch Lane, London. EC3A 5EB.
## **1.1 Basis of preparation**
These financial statements are prepared on a going concern basis, under the historical cost convention, as modified by the revaluation of investments being measured at fair value through income and expenditure within the Statement of Financial Activities.
The financial statements have been prepared in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102). The Charitable Company and its subsidiaries is a public benefit group for the purposes of FRS 102 and therefore the Charity also prepared its financial statements in accordance with the 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 (The FRS 102 Charities SORP), the Companies Act 2006 under the provision of the Large and Medium-sized Companies and Groups (Accounts and Reports) Regulations 2008 (SI 2008/410), and the Charities Act 2011.
The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest one pound.
The principal accounting policies adopted in the preparation of the financial statements are set out below.
## **1.2 Going concern**
The Trustees have assessed whether the use of the going concern basis is appropriate and have considered possible events or conditions that might cast significant doubt on the ability of the charity to continue as a going concern.
The Trustees have given due consideration for the effects of the Covid-19 outbreak, which occurred before these financial statements were signed. This assessment has also included a potential loss of income as a consequence of Covid-19.
The Trustees have made this assessment for a period of at least one year from the date of approval of the financial statements.
The charity entered the financial year 2020/21 with Unrestricted reserves of £1,149,849 and at 31 March 2021 had unrestricted reserves of £1,347,459, which is ahead of the target reserves of the charity.
In assessing whether Street Child is a going concern, the trustees have considered the group forecasts and projections and have taken account of pressures on donation and grant income and cash flow for 12 months from the date of approval of the financial statements, the associated assumptions that under-pin it, the pipeline of new income and the steps that could be taken to reduce expenditure should this be necessary and in particular any impact of Covid-19 within these areas. In particular the trustees have received written assurances from one of its principal supporters that it will continue to pay an annual grant of 1m euros for the foreseeable future.
Whilst the ultimate impact cannot be quantified, the Trustees are satisfied that the group has sufficient resources to continue in operational existence for the foreseeable future. The group is largely sheltered from the ongoing effects of the Covid-19 pandemic due to its loyal donor base and a significant grant pipeline, although some events have been curtailed as a result of the restriction on travel. Annual budgets have been revised taking this into account with prudent figures for both income and expenditure and the charity holds significant reserves and has liquid assets in the form of cash held in short term deposits.
67
NOTES TO THE ACCOUNTS **For the year ended 31 March 2021**
The Trustees have concluded that with the reserves policy and cash liquidity requirements of the charity together with the commitment of support received from Street Child, the ultimate controlling party, there are no material uncertainties as to the charity’s ability to continue in operational existence for the foreseeable future.
The charity therefore continues to adopt the going concern basis in preparing its financial statements.
## **1.3 Fund Accounting**
Unrestricted funds are available for use at the discretion of the Trustees in furtherance of their charitable objectives unless the funds have been designated for other purposes.
Restricted funds are subject to specific conditions by donors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements.
## **1.4 Income**
Income is recognised when the charity is legally entitled to it after any performance conditions have been met, the amounts can be measured reliably, and it is probable that income will be received.
Cash donations are recognised on receipt. Other donations are recognised once the charity has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.
Donations, legacies and other forms of voluntary income are recognised as incoming resources when received by the charity. All income is shown gross, with associated costs analysed under the relevant cost headings.
## **1.5 Expenditure and irrecoverable VAT**
Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement and the amount of the obligation can be measured reliably. All expenditure is accounted for on an accruals basis and has been classified under headings that aggregate all costs related to the category.
Irrecoverable VAT is charged as a cost against the activity for which the expenditure was incurred.
Grants payable are payments made to third parties in the furtherance of the charitable objects of the charity. Grant awards that are subject to the recipient fulfilling performance or other conditions are accrued when the recipient has been notified of the grant and either the performance condition is met or any remaining unfulfilled condition attaching to the grant is outside of the control of the charity.
## **1.6 Allocation of overhead and support costs**
Overhead, support and governance costs are allocated between the cost of raising funds and charitable activities. Overhead, support and governance costs relating to charitable activities have been apportioned between activities.
## **1.7 Costs of raising funds**
The costs of generating funds consist of investment management fees and the costs of raising funds including an apportionment of overhead, support and governance costs.
## **1.8 Cash and cash equivalents**
Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.
68
Charity Statement of Financial Position As at 31 March 2020 NOTES TO THE ACCOUNTS **For the year ended 31 March 2021**
## **1.9 Charitable Activities**
Charitable activities are for improving the lives of children and young people in situations of conflict and poverty. We do this by working to support children’s education, learning and protection. Costs of charitable activities include grants payable and other costs directly associated with teacher training, school building, juvenile justice and an apportionment of overhead, support and governance costs.
## **1.10 Tangible Fixed Assets**
Tangible fixed assets costing more than £5000 are capitalised. Depreciation is provided on tangible fixed assets at rates calculated to write off the cost on a straight line basis over their expected useful lives as follows:
- Furniture and office equipment over 4 years
- • Computer equipment over 3 years • Motor vehicles over 4 years
At the end of each reporting period, the residual value and useful lives of assets are reviewed and adjusted if necessary. In addition if events or changes in circumstances indicate that the carrying value may not be recoverable then the carrying values of tangible fixed assets are reviewed for impairment.
Programme assets are not capitalised.
## **1.11 Investments**
Investments are shown in the balance sheet at their market value. The market value of investments is determined by reference to stock exchange prices at the balance sheet date.
## **1.12 Gifts in Kind**
Gifts in kind donated to the charity for distribution are included in income only when distributed. Items are valued by the donor at the time of the gift.
## **1.13 Financial instruments**
The charity has elected to apply the provisions of Section 11 ‘Basic Financial Instruments’ and Section 12 ‘Other Financial Instruments Issues’ of FRS 102 to all of its financial instruments.
Financial instruments are recognised in the charity's balance sheet when the charity becomes party to the contractual provisions of the instrument.
Financial assets and liabilities are offset, with the net amounts presented in the financial statements, when there is a legally enforceable right to set off the recognised amounts and there is an intention to settle on a net basis or to realise the asset and settle the liability simultaneously.
Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.
## **1.14 Employee benefits**
The costs of short-term employee benefits are recognised as a liability and as an expense. The cost of any unused holiday entitlement is recognised in the period in which the employee’s services are received.
Termination benefits are recognised immediately as an expense when the charity is demonstrably committed to terminate the employment of an employee or to provide termination benefits.
69
## NOTES TO THE ACCOUNTS
**For the year ended 31 March 2021**
## **1.15 Pensions**
Contributions to the company's defined contribution pension scheme are charged to the profit and loss account in the year in which they become payable.
## **1.16 Leases**
Rentals payable under operating leases, including any lease incentives received, are charged to income on a straight line basis over the term of the relevant lease.
## **1.17 Foreign exchange transactions**
Transactions in currencies other than pounds sterling are recorded at the rates of exchange prevailing at the dates of the transactions. At each reporting end date, monetary assets and liabilities that are denominated in foreign currencies are retranslated at the rates prevailing on the reporting end date. Gains and losses arising on translation are included in net income/(expenditure) for the period.
## **1.18 Basis of Consolidation**
These consolidated financial statements consolidate the results of Street Child and its wholly-owned subsidiaries Sierra Leone Marathon Limited, Street Child International, Children in Crisis Limited, Lessons for Life Foundation Limited and Build Africa Limited on a line by line basis.
Africa Educational Trust was acquired on 1 October 2020 and has been accounted for using the acquisition method of accounting. All of the assets and liabilities that exist at the date of acquisition are recorded at their fair values reflecting their condition at that time.
All changes to those assets and liabilities and the resulting surpluses or deficits that arise after the group has taken control of the subsidiary are charged to the post acquisition statement of financial activities. All intra-group transactions and balances between group companies are eliminated on consolidation.
## **1.19 Critical accounting estimates and judgements**
In the application of the charity’s accounting policies, the Trustees are required to make judgements, estimates and assumptions about the carrying amount 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 where the revision affects only that period, or in the period of the revision and future periods where the revision affects both current and future periods.
in the view of the Trustees in applying the accounting policies adopted, no judgements were required that have a significant effect on the amounts recognised in the financial statements nor do any estimates or assumptions made carry a significant risk of material adjustment in the next financial year.
## **2 Legal status of the charit** y
The charity is a company limited by guarantee and has no share capital. The members of the charity are the trustees listed on page 77. 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.
70
## Charity Statement of Financial Position As at 31 March 2020 NOTES TO THE ACCOUNTS **For the year ended 31 March 2021**
71
## NOTES TO THE ACCOUNTS **For the year ended 31 March 2020**
72
## NOTES TO THE ACCOUNTS
## **For the year ended 31 March 2021**
## **10 Employees**
## **Number of employees**
The average monthly number of employees during the year was:
|**Employees**
**Number of employees**
The average monthly number of employees during the year was:|The average monthly number of employees during the year was:||
|---|---|---|
||**2021**|**2020**|
||**Number**|**Number**|
|Programmes/charitable activities|39|34|
|Fundraising and Communications|~~2~~1|25
|
|Management and Administration|9
|17
|
||**69**|**76**|
||**2021**|**2020**|
|**Analysis of staff costs**|**£**|**£**|
|Salaries & wages|1,960,296|2,331,891|
|Social Security costs|129,406|171,827|
|Pensions costs|52,327|76,053|
||**2,142,029**|**2,579,771**|
Included in the costs above are termination payments totalling £26,725 (2020:£22,396). These are recognised when a constructive obligation arises.
|The number of employees whose annual remuneration was £60,000 or more were:|The number of employees whose annual remuneration was £60,000 or more were:|||
|---|---|---|---|
||**2021**|**2020**||
||**Number**|**Number**||
|£60,000 - £69,999|1||1|
|£70,000 - £79,999|2|-||
|£80,000 - £89,999|2||1|
|£90,000 - £99,999|-|-||
|£100,000 - £109,999|-||1|
73
## NOTES TO THE ACCOUNTS
## **For the year ended 31 March 2021**
## **11 Taxation**
Street Child is a registered charity, number 1128536 and is exempt from corporation tax under the provisions of Sections 466-493 of the Corporation Taxes Act 2010.
74
## Charity Statement of Financial Position As at 31 March 2020 NOTES TO THE ACCOUNTS **For the year ended 31 March 2021**
|**15**|**Creditors: amounts falling due within one year**|**2021**|**2020**|
|---|---|---|---|
|||**£**|**£**|
||**Group**|||
||Accruals|193,946|293,970|
||Trade creditors|129,419|152,230|
||Other creditors|28,178|39,016|
||Other Taxation and Social Security|25,111|96,564|
|||**376,654**|581,780|
||**Parent Charity**|||
||Amounts due to subsidiary undertakings|523,479|15,304|
||Accruals|123,010|171,697|
||Trade Creditors|103,996|32,135|
||Other creditors|23,539|22,203|
||Other Taxation and Social Security|-|70,306|
|||**774,024**|311,644|
|**15a **|**Deferred Income**|**2021**|**2020**|
|||**£**|**£**|
||Balance at 1 April|105,000|-|
||Amount released to incoming resources|(105,000)|-|
||Amount deferred in year|9,500|105,000|
||Balance at 31 March|**9,500**|105,000|
||Deferred income represents income for events received in advance and will be utilised in the following year.|||
|||**31 March**|**31 March**|
|**16**|**Creditors: amounts falling due after one year**|**2021**|**2020**|
||**Group**|**£**|**£**|
||**Long Term Creditors**|||
||Franking machine|-|198|
|||**-**|198|
75
## NOTES TO THE ACCOUNTS **For the year ended 31 March 2021**
76
## Charity Statement of Financial Position As at 31 March 2020 NOTES TO THE ACCOUNTS **For the year ended 31 March 2021**
**----- Start of picture text -----**
2021 2020
£ £
198 35,265
- 198
a 198 35,463
**----- End of picture text -----**
77
## NOTES TO THE ACCOUNTS **For the year ended 31 March 2021**
|**Analysis of net assets between funds**
**Group**
**2021**
Fund balances at 31 March 2020 are represented by:
Tangible Fixed Assets
Investments
Net Current Assets
Long term liabilities
**2020**
Fund balances at 31 March 2020 are represented by:
Tangible Fixed Assets
Investments
Net Current Assets
Long term liabilities
**Charity**
**2021**
Fund balances at 31 March 2021 are represented by:
Tangible Fixed Assets
Investments
Net Current Assets
Long term liabilities
**2020**
Fund balances at 31 March 2020 are represented by:
Tangible Fixed Assets
Investments
Net Current Assets
Long term liabilities|**Unrestricted**
**Funds**
**Restricted**
**Funds**
-
-
7,130
-
1,340,028
2,808,997
-
-
**Unrestricted**
**Funds**
**Restricted**
**Funds**
-
-
7,130
-
1,340,029
2,808,997
-
-|**Unrestricted**
**Funds**
**Restricted**
**Funds**
-
-
7,130
-
1,340,028
2,808,997
-
-
**Unrestricted**
**Funds**
**Restricted**
**Funds**
-
-
7,130
-
1,340,029
2,808,997
-
-|**Unrestricted**
**Funds**
**Restricted**
**Funds**
-
-
7,130
-
1,340,028
2,808,997
-
-
**Unrestricted**
**Funds**
**Restricted**
**Funds**
-
-
7,130
-
1,340,029
2,808,997
-
-|**Unrestricted**
**Funds**
**Restricted**
**Funds**
-
-
7,130
-
1,340,028
2,808,997
-
-
**Unrestricted**
**Funds**
**Restricted**
**Funds**
-
-
7,130
-
1,340,029
2,808,997
-
-|**Unrestricted**
**Funds**
**Restricted**
**Funds**
-
-
7,130
-
1,340,028
2,808,997
-
-
**Unrestricted**
**Funds**
**Restricted**
**Funds**
-
-
7,130
-
1,340,029
2,808,997
-
-|**Total**
**2020**
-
7,130
4,149,026
-
**Total**
**2021**
-
7,130
4,149,027
-|
|---|---|---|---|---|---|---|
|||~~**1,347,158**~~
~~**2**~~**,**
~~**1,3**~~**4**~~**7,159**~~||~~**808,997**~~
~~**2**~~**,8**~~**08,997**~~||~~**4,156,156**~~
~~**4,15**~~**6,157**|
||**Unrestricted**
**Funds**
**Restricted**
**Funds**
16,973
-
7,240
-
1,125,833
2,452,912
(198)
-
**Unrestricted**
**Funds**
**Restricted**
**Funds**
16,973
-
7,240
-
1,125,833
2,452,912
(198)
-
~~**11**~~**4**~~**9849**~~
~~**2**~~**4**~~**52912**~~|||||**Total**
**2019**
16,973
7,240
3,578,745
(198)
**Total**
**2020**
16,973
7,240
3,578,745
(198)|
|||~~**11**~~**4**||~~**2**~~**4**||~~**360**~~**2761**|
|||~~**,**~~|~~**,**~~|**,**|~~**,**~~|~~**,**~~**,**|
||||~~**2**~~**,**|||~~**3,602,761**~~
**Total**
**2020**
-
1
1,106,144
~~-~~
**Total**
**2021**
-
1
1,104,144
-|
|||||||**1,104,145**|
|||||||**1,106,145**
**Total**
**2019**
6,418
1
1,286,628
**Total**
**2020**
6,418
1
1,286,628
-|
|||||||~~-~~
**1,293,047**|
||||||||
|||**91,634**|**1,201,413**|||**1,293,047**|
||||||||
## **19 Analysis of net assets between funds**
## **20 Post Balance Sheet Events**
After the Balance Sheet date the charity signed a new lease on premises on 28th September 2021. The rent for the new premises is £87,290 per annum over four years, with a rent-free period until 20th January 2022.
## **21 Related Parties**
The following related party transactions took place in the year:
## **Trustee Related Parties**
Anna Lloyd, who is the wife of David Lloyd, a trustee of Street Child was paid £nil (2020: £5,414) for fundraising services.
## **Key Management Personnel Related Parties**
Lucinda Dannatt, who is the wife of a key management person had a total employment cost of £35,603 (2020: £35,627).
78
Charity Statement of Financial Position As at 31 March 2020 NOTES TO THE ACCOUNTS **For the year ended 31 March 2021**
## **22**
## **Subsidiaries**
On 1st September 2020 Street Child became a director and sole member of Africa Educational Trust and acquired all of the net assets of the charity. At that date, the net assets of the charity were £919,217.
|England and
Wales|Charity|None|None|Company Limited by
Guarantee|
|---|---|---|---|---|
|England and|Management|Ordinary|100||
|Wales|of Marathon||||
|Nigeria|Charity|None|None|Company Limited by|
|||||Guarantee|
|England and|Charity|None|None|Company Limited by|
|Wales||||Guarantee|
|England and|Charity|None|None|Company Limited by|
|Wales||||Guarantee|
|England and|Charity|None|None|Charitable Incorporated|
|Wales||||Organisation|
79
## NOTES TO THE ACCOUNTS **For the year ended 31 March 2021**
## **23 Capital Commitments**
The group had no capital commitments neither at 31 March 2021 nor at 31 March 2020.
80
## NOTES TO THE ACCOUNTS **For the year ended 31 March 2021**
81
. \ " Fy , , — pe , = WITH THANKS ee ies as ae a ae oy ] ry Par : iJ i i i 1 1 F 7 a fy i : national partners: re z i i | ‘ **AASAMAN Nepal** f F i i ‘a Ff F i hi or fy j | Fi | j ! i **Action Chretienne pour l’Aide et le Developpment (ACAD) - DRCAction for Community Development- Mozambique** f if i'[F] Fy if Fi ri **Afghan Women’s Educational Centre (AWEC) - Afghanistan** . ” : i 1 f iy if fi ae F r **African Women and Youth Action for Development (AWYAD) - Uganda** : : **Agrajattra - Bangladesh** if i i J f ti i iti i fi ji | **AMEF- Cameroon Annual Status of Education Report (ASER) Nepal APG Inkingi- Burundi Aparajeyo-Bangladesh Afghan women's Educational Center (AWEC)- Afghanistan Almajiri Child Rights Initiative- Nigeria Batticaloa Education Development Solutions (BEDS)- Sri Lanka Better Brick Nepal Build Africa Kenya Catholic Diocese of Tombura-Yambio- South Sudan** - ™- **Care for Education- Sri Lanka** ig _—! — r **Cereal Growers Association (CGA) - Kenya Child Aid Uganda (CHAU) Children and Women in Social Service and Human Rights- Nepal** | ~ ; my . ach i . pire q j rely | ; ee = **COBURWAS International Youth Organization to Transform Africa (CIYOTA) - Uganda** 2 1 **Coast Trust- Bangladesh** ——*, ia L 5 Lo . **Collective Concern Society- Nepal** : **Community Development Centre (CODEC) - Bangladesh** zz: afi it iS ib **Community World Services Asia (CWSA) - Afghanistan Coordination of Rehabilitation and Development Services for Afghanistan (CRDSA)- Afghanistan** r **Concern for the Deprived Welfare Association (CoDWelA) - Sierra Leone** mt ple ad . As zh i te a4 = **Department of Children’s Services in Gilgil sub-county - Kenya Environment Actions and Emergency for Development- DRC Eben Ezer Ministry International (EMI) - DRC Empowerment Centre for Women (ECFW) - Afghanistan Enabled Children Initiative (ECI) - Afghanistan** a ieee ee a yw eat wi i a ia = tae **Equality for Peace and Democracy (EPD)- Afghanistan Famille Maintenant (FAMA) - Burundi** “a Na ere ett Setter: chm Pek spate ty **Friends In Village Development Bangladesh** = ia. CS cece Ses ts , **Forum for African Women Educationalists (FAWE) - Sierra Leone** -, **Future For Children (FFC) - Sierra Leone** , —i = **Fundação Wiwanana- Mozambique** 7 =e = 2. mi, | . Oe j **Gender, Equality, Peace and Development Centre (GEPaDC) - Nigeria** Fi : = iF **Gibran Books and Values Society of Nigeria** f hen Ty **GPI- Nigeria** Pe = ft . =” — e uF - —is iy i **Group of Helping Hands (SAHAS) Nepal** .—+— —— **Grow Strong Foundation- Nigeria** a — _ ——a _ >a : **Hallmark- Nigeria** - **Harambee Schools Kenya Herwa Community Development Initiative (HERWA) - Nigeria**
82
**Humanitarian Assistance for the Women and Children of Afghanistan (HAWCA) Humedica- Sri Lanka Imagine Her - Uganda Intercommunity Development Social Organization (IDS) - Nigeria Janaki Women Awareness Society (JWAS) - Nepal Kenya Agricultural and Livestock Research Organization (KARLO) Keenly Humanitarian Assistance for New Afghanistan (KHANA)- Afghanistan Kopila Nepal Kulima - Mozambique LABDI- Nigera Langtang Conservation Society- Nepal Loy Kandahar Reconstruction Organization (LKRO)- Afghanistan Lumière Pour Tous (LPT)- Burundi LUKMEF- Cameroon**
**Ministry of Agriculture, Livestock, and Fisheries in Nakuru County - Kenya Ministry of Health in Gilgil sub-county - Kenya Mundri Relief and Development Association- South Sudan Mukti Cox’s Bazar - Bangladesh NADEV- Cameroon National Nepal Musahar Sangh Nowzuan- Bangladesh** a **Organisation for Fast Relief and Development (OFRD) - Afghanistan Prerana Nepal Programme for Helpless and Lagged Societies (PHALS) - Bangladesh** | **Project Coherence Unit - Nepal** i **Reach out- Cameroon Reaching People In Need- Bangladesh** ,[.] treme **Red Earth - Uganda Restoration of Hope Initiative (ROHI) - Nigeria Rishikul Sada- Nepal**
**Rural Development and Empowerment Centre- Nepal SADA- Afghanistan Social Action Development (SAD)- Burundi** . . a, ’ ah : **Samaj Kalyan O Unnayan Sangstha (SKUS) - Bangladesh** i, = 7 : i P J **Seed Savers Network (SSN) - Kenya** ie 7 aid Fe “as wh **SHUMAS- Cameroon State Department of Early Learning and Basic Education in Makuru County - Kenya State Department of Public Works in Nakuru County - Kenya** ee i : S ' **Street Child of Liberia (SCoL) Street Child of Sierra Leone (SCoSL)** = oe 4 = 4 i =m, **SUDAHSER- Cameroon**
**Tabish Social Health Organisation (TABISH) - Afghanistan Transcultural Psychosocial Organisation- Nepal Uyisenga N’Manzi (UNM) - Rwanda Wave Foundation- Bangladesh We Yone Child Foundation (WYCF) - Sierra Leone Welfare Society for the Disabled (WESOFOD) - Sierra Leone Young African Refugees for Integral Development (YARID) - Uganda**
## PHOTOGRAPHERS:
**Chris Parkes, Ed Ram, Juozas Cernius, Mark Chivers and Nelson Apochi Owiocho.**
8381
## LEGAL AND ADMIN INFORMATION
BOARD OF TRUSTEES: **D Ashcroft G Cipparrone G Heffernan E Kohnstamm Rev D Lloyd N Mason K Mistry J Ryan A Salvato J Streets G Tetlow (Resigned 04/03/2021) M Van Den Berg A Wallersteiner A White D Collison (Appointed 02/11/2020) M Davies (Appointed 02/11/2020) S Hughes (Appointed 02/11/2020) J Axon (resigned 23/06/2020) C Maxey (resigned 23/06/2020)**
## AUDITORS:
**Moore Kingston Smith LLP, Devonshire House, 60 Goswell Road, London, EC1M 7AD**
## BANKERS:
**National Westminster Bank PLC, 250 Bishopsgate, London, EC2M 4AA**
***All names of have been changed in line with Street Child’s Safeguarding and Child Protection policies.**
**Street Child | Registered Charity no: 1128536 | Registered Company no: 06749574 (England and Wales) | Registered Address: 33 Creechurch Ln, London EC3A 5EB, United Kingdom | info@street-child.org | 020 7614 7696 | @streetchilduk**
84
info@street-child.co.uk www.street-child.co.uk @streetchilduk