gl Sa a eer ae ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025 oo So Se - “s é Registered Charity no: 1128536 Registered Company no: 06749574 (England and Wales) .. - - _
## CONTENTS
|**About Us ......................................................................................................................................**|4|
|---|---|
|**From Our CEO and Founder ..........................................................................................................**|5|
|**Our 2024/25 Highlights ................................................................................................................**|7|
|Programme Highlights:||
|**Somalia ..............................................................................................................................**|9|
|**EFECT........ .........................................................................................................................**|13|
|**Education Outcomes Fund..................................................................................................**|17|
|**Mozambique .....................................................................................................................**|19|
|**Democratic Republic of Congo ...........................................................................................**|21|
|**Afghanistan.........................................................................................................................**|23|
|**Ukraine...............................................................................................................................**|25|
|**Moldova ............................................................................................................................**|29|
|**Advancing Localisation .......................................................................................................**|31|
|**ENGAGE Programme .........................................................................................................**|35|
|**Additional Programme Achievements from 2024-25...........................................................**|37|
|**Education Cannot Wait .....................................................................................................**|41|
|Fundraising & Communications:||
|**Philanthropy ...................................................................................................................**|43|
|**Campaigns, Media & Advocacy .......................................................................................**|44|
|**Community Fundraising & Events ...................................................................................**|47|
|**Corporate Partnerships...................................................................................................**|51|
|Financial year||
|**Financial Review .......................................................................................................................**|54|
|future plans||
|**A Final Word from our Founder and CEO and our Future Plans ................................................**|57|
|**Key Risks ..................................................................................................................................**|59|
|**Structure, Governance & Management ....................................................................................**|60|
|**Statement of Trustees’ Responsibilities ...................................................................................**|62|
|Auditor’s Report||
|**Independent Auditor’s Report to the members of Street Child..................................................**|63|
|**Consolidated Statement of Financial Activities ..........................................................................**|68|
|**Group Balance Sheet ................................................................................................................**|69|
|**Charity Balance Sheet ..............................................................................................................**|70|
|**Consolidated Statement of Cash Flows .....................................................................................**|71|
|**Notes to the Accounts ..............................................................................................................**|72|
|**Legal and Admin Information ...................................................................................................**|88|
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**Six-year-old Ketty from Cameroon is back in school and dreaming of becoming a teacher after Street Child and the Saika Elisabeth Foundation (SELF) supported her father with business training following the loss of her mother and the family’s income. (Name changed for safeguarding)**
## ABOUT US
Street Child is an international children’s charity working for a world where all children are safe, in school, and learning. Since its founding in 2008, Street Child has reached over 1.6 million children in over 20 of the world’s poorest and most disaster-hit countries.
The charity works in challenging contexts - countries devastated by poverty, struck by natural disasters, impacted by ongoing conflict, or recovering from war. Barriers to education are often complex and interconnected, so Street Child takes a holistic approach to ensure children not only return to school but thrive. This includes building schools, training teachers, reuniting families, supporting caregivers to develop sustainable livelihoods, and providing emergency aid and mental health support.
Street Child works closely with hundreds of local partners, championing community-driven responses to deliver effective, long-term change.
Recognised globally, Street Child has won prestigious awards, including from the Library of Congress, and is the representative of the international civil society in the governance structure of Education Cannot Wait, the global fund for education in emergencies.
Find out more at www.street-child.org.
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A classroom of refugee learners in Uganda.
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**STREET CHILD ANNUAL REVIEW**
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## A WORD FROM OUR CEO AND FOUNDER
## Welcome to the 2024-25 Street Child annual report!
I hope you enjoy these pages. As I reviewed them before writing this note, it was the combination of the words and numbers that moved me. From Somalia to Mozambique to Nigeria to Ukraine and beyond - you can read inspiring individual stories; and overviews of complex programmes that are clearly changing lives. And then the numbers: Street Child is driving change on scale! Our records show that **458,838 children, living in the world’s toughest places, were materially supported in their safety and/or education by Street Child and our partners this year. This lifts the overall number of children meaningfully supported by the charity since inception to 1,662,889.**
These are stories and statistics for us all to be so encouraged by! None of it was possible without our wonderful supporters. Thank you.
We also have to be honest that much has been discouraging about this year as well - in terms of the wider world. The wars in Ukraine and Gaza, utterly terrible in themselves, have thrown long shadows over the entire year - with consequences that of course extend everywhere. And then in early 2025, one of the very first acts of the new American administration was to defund and then dissolve USAID, the world’s largest aid agency - an act with enormous and dire repercussions for our mission, in at least the short and medium term.
For the eighth time in nine years, **Street Child are proud to show record income in this report** . Candidly, it is likely to be a year or two until I can write a sentence like that again. USAID’s fate was sealed in January. Other governments began following suit almost immediately. In February, the UK Government, for many years Street Child’s largest donor, announced the largest-ever cut to its aid budget. Following a long-set pattern, the UK’s cut will especially hit education.
As I write these words in December 2025, UNICEF estimates that global aid to education are set to fall by at least a quarter in 2026.
Even before all this, there was nowhere near enough money flowing towards the urgent goal of ensuring that every child, especially in the **world’s toughest and lowest-income places,** got the chance to realise their innate potential and their human right to a quality basic education. Sustainable Development Goal (SDG) 4, which commits the world to realising the universal right to education, was of course ambitious when it was agreed in 2015. Progress was lagging before COVID blew it far off-track. Now, without urgent and sustained action, it is for the birds.
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Which makes what we all do, together, all the more important. Rest assured, while Street Child is cleareyed about the evolved context, we are not taking it lying down! Where we lose institutional funding for great programmes, which will certainly happen, we will boldly put these initiatives forwards and seek alternative, generous, enlightened sources of support.
The rules of the road are changing too - it is clear that the entire international aid architecture is shifting. Ways of working will change. Some of this will be for the best, even if it should never have to happen this way. New opportunities will come about. Street Child is **agile** by design. We will adapt and smartly reconfigure for the evolved landscape before us. We will also continue to very loudly make the case for investing in the futures of children living in the world’s toughest places.
There are two aspects of the early discussion about the 'post-USAID world' that hold promise for Street Child. Firstly, there is an enhanced focus in all donor dialogue on ‘ **value** ’ and ‘impact’ - 'having less' is focusing, and opening, minds. These are words that have always been buried into our DNA - ‘lean’ and ‘costeffective’ have always been key buzzwords for us. Secondly, and relatedly, the conversation about the importance of **local** organisations is picking up again. Even a casual skim of these pages will show the centrality of partnership with outstanding local organisations to Street Child’s way of working.
So we enter a changed world clear about the challenge. But with a lot of confidence that we are well-constructed to adapt and persevere. And as determined as ever to work, with your support, for a world where every child, everywhere, gets to be **‘safe, in school and learning’!**
Thank you so much for your support.
Yours sincerely,
Tom Dannatt, CEO & Founder
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## STREET CHILD IN 2024-25
## £22.3 MILLION OF INCOME
## WHERE WE WORK
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## IN 2024-25 ALONE,
we supported 118,878 458,838 children across children were all areas of supported directly our work into education
children were reached 140,072 yy with mental health and psychosocial support ~~an~~ 235,303 children benefitted od from school improvements
WE SUPPORTED over 9,975 THE TRAINING OF CAREGIVERS supported through our 4,771 family business TEACHERS scheme oe” ~ 2
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## MAJOR PROGRAMME SPOTLIGHT:
## 1. LEARNING IN EMERGENCIES - STREET CHILD, UNICEF & TARL-AFRICA COMBINE TO TRANSFORM OUTCOMES FOR 19,700 CHILDREN IN SOMALIA & SOMALILAND
## **Some of the most powerful results this year were through our partnership with UNICEF, TaRL Africa and education ministries in Somalia and Somaliland.**
Working with 19,700 conflict-affected and rural school students across 60 state primary schools across Somaliland and 60 non formal settings in Somalia, Street Child and partners were able to achieve highly significant gains in literacy and numeracy over nine months using an adapted version of the Teaching at the Right Level methodology.
The programme was able to generate evidence of the transformative potential of TaRL to drive rapid foundational learning in both settings, where **60-70%** of children are out of school, and children in school typically complete as little as two years of schooling. In Somaliland, our 2025 endline assessment found that the proportion of **children able to read a simple story jumped from 33% to 75%.** The proportion of **children able to do multiplication and division went from 12% to 50%.**
Looking forwards, the expected de-prioritisation of education in the UK government’s funding portfolio leaves further scale up of this successful initiative uncertain. However **Street Child** and **UNICEF** continue to seek opportunities to further scale and replicate the **TaRL** opportunity, including in the upcoming Education Cannot Wait multi year resilience programming in Somaliland.
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Girls learning in Somalia.
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**In Somalia, the Education Development Trust said the following of our work:**
**“Recent Teaching at the Right Level (TaRL) pilots in Somalia have delivered exceptional results in the nonformal learning spaces.**
**The percentage of students achieving grade-level proficiency in literacy more than tripled, surging from 19.25% to 61.48%. Similarly, numeracy proficiency nearly tripled, with students performing basic operations increasing dramatically from 24.69% to 72.88% within months.**
**Remarkably, both boys and girls benefited with limited gender parity. All of which was done at a cost of $48.73/learner. The model proves effective, cost-efficient, and still has space to refine and improve. Scaling the approach could lead to transformative outcomes nationally.”**
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_Data from Street Child’s ‘Somalia and Somaliland Impact Report 2024-25’_
## Abdul Somalia
## **From struggle to success: Abdul’s transformative journey in literacy and numeracy skills through TaRL approach.**
Abdul*, a 10-year-old boy, fled with his family to an internally displaced persons (IDP) camp in Baidoa, due to the constant tug of war between insurgents and government troops and the unprecedented drought which destroyed his family’s livelihood which was mainly livestock herding.
He was enrolled at Al-Camara IDP school to take part in basic literacy and numeracy classes. He was assessed and found to be at ‘beginner level’, which meant he could not recognise a letter or number.
Abdul participated in Street Child’s TaRL programme. When children are out of school, they often get discouraged from going back because they struggle to catch up. By grouping children based on level rather than age, they are able to rebuild their confidence in the classroom and catch up on lost learning.
In just 6 months Abdul he has made great progress and explains:
**“I am very confident and able to read, write, and do basic mathematics, and I hope that I can now be able to transition to class 3 primary school.”**
**Abdul explains, “We learn 5 days of mathematics and Somali language. We sing, dance, jump, and play and do addition with bundles and sticks, subtraction, multiplication, and division using play money."**
*Name changed for safeguarding.
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A teacher In Somalla durlng class.
## MAJOR PROGRAMME SPOTLIGHT:
## 2. OUT OF SCHOOL CHILDREN - PROJECT EFECT ON TRACK TO SEE 96,000 CHILDREN INTO SCHOOL IN WEST AFRICA!
## **Education For Every Child Today (EFECT): Flagship out of school children initiative in Liberia, Nigeria and Sierra Leone.**
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Nigeria
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Sierra Leone
Liberia
Liberia
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In partnership with Education Above All Foundations's Educate A Child programme, and with support from Qatar Fund for Development, Education for Every Child Today (EFECT), Street Child’s flagship programme for out of school children, now in its **third and penultimate year** , continues to realise excellent results for out of school children across West Africa.
As of **March 2025, 76,190** formerly out of school children had been enrolled in primary education across **North East Nigeria, Sierra Leone and Liberia** putting the project **81%** of the way towards achieving its ambitious **4-year target of 96,000** children. The project also continues to achieve an impressive retention rate, with greater than **90% of children enrolled across the first two years of the programme retained in education.**
Street Child’s distinctive programme model builds on more than a decade of experience in these contexts using proven approaches to combat social, economic, infrastructural and instructional barriers for children to sustainably access their right to education. Key activities to address these barriers range from microgrants and training support to help Nigerian mothers afford school fees in conflict-affected Borno state, to building and resourcing primary classrooms in Liberia’s remote South-Eastern region.
This project sits at the heart of Street Child’s core work with children marginalised by poverty, geography, gender and/or disability. Working alongside excellent national partner organisations, **Street Child is targeting the children who are most often left behind, working in disadvantaged urban and remote rural areas, focussing on hard-to-reach communities and tailoring our approach to identify children who have never enrolled in school, have dropped out, or are enrolled but not attending.**
**The programme continues to demonstrate the power of partnership** to achieve results for children – not only with local communities, schools, national NGOs and government - but also with an impressive range of more than **100 committed donors that have joined our core partner the Education Above All Foundation to Liberia support this ambitious initiative. © Street Child**
More than 90% OF CHILDREN RETAINED FOR A SECOND YEAR OF EDUCATION
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## Haja Dumbuya Sierra Leone
## **Holistically addressing the barriers to education through enrolment and business support**
Life took a tragic turn for the family following the death of **Haja’s* husband, who was their main source of financial and emotional support.**
Before this loss, Haja and her late husband had managed to keep all four of their children, including Fatmata, in school. However, after his passing, **Haja found herself struggling alone to provide for the family’s daily needs.** She turned to petty trading, selling cooking condiments in her community just to make ends meet. Despite her efforts, the income was too meager to sustain the household, and all four children were forced to drop out of school.
A concerned neighbour introduced Haja’s family to a Social Worker under the Education for Every Child Today (EFECT) project. After conducting a household assessment and confirming the family's eligibility, Fatmata, her oldest daughter, was enrolled in the project and reintegrated into school.
## Haja Dumbuya shares:
**"When my husband died, I thought everything was lost. But today, I can feed my children, send them to school, and dream again. EFECT and Street Child gave me a second chance to build a future for my family."**
In addition to supporting Haja’s education, the EFECT team recognised the importance of addressing the family's economic challenges.
**A Family Business Officer engaged with Haja to develop a simple and practical business plan.** She was then trained in basic business management and provided with a Family Business for Education (FBE) grant to start or expand her business.
Today, Haja is successfully running her small business, which now provides a stable source of income. With this support, she is able to consistently provide food, medicine, and ensure that all her children are back at school.
*name changed for safeguarding.
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Martha
Nigeria
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**Business support for Nigerian mothers helps children access education amid conflict**
Martha*, a mother of five from Nigeria’s Adamawa State, faced challenges after violent insurgency devastated her community. Like many others in Nigeria's North East, Martha’s life has been turned upside down by the ongoing conflict, which is causing widespread displacement, disrupting education, and leaving millions struggling to survive. Losing her livelihood, Martha turned to farming to support her family, but the lower income meant her children had to drop out of school as she couldn’t afford school fees.
Martha shares:
**“I can now boast of my children attending school, and it gives me a lot of joy,” she says. “I want to thank Street Child and ZSF for making this possible, as you can see my businesses are going well, and I have other ventures now.”**
Determined to change her situation, **Martha decided to participate in Street Child of Nigeria’s Family Business for Education (FBE) programme** , delivered in partnership with their local partner, Zireenza Support Foundation (ZSF). Through this initiative, part of the larger Education for Every Child Today (EFECT) project in partnership with the Education Above All Foundation, **Martha received business training and financial support to start a small business.** With this backing, she launched a venture selling vegetables and palm oil—marking the start of a significant transformation for her family!
Her hard work and entrepreneurial drive, combined with the support of the FBE grant, allowed **Martha to send her children back to school, ensuring they received the education they had missed.** As her business thrived, she diversified into pig and sheep rearing, further strengthening her income and creating a more stable future for her family.
*name changed for safeguarding
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## MAJOR PROGRAMME SPOTLIGHT:
## 3. EDUCATION OUTCOMES FUND PROGRAMMES
## **Ambitious partnerships to drive foundational learning**
Street Child’s partnerships with the governments of **Sierra Leone** and **Ghana** to improve foundational literacy and numeracy through an experimental ‘payment-by results’ design showed strong results this year. The first independent evaluation reports showed significantly higher foundational learning outcomes in the 262 schools that received our support across Sierra Leone and Ghana than those without, and **95% successful transition rate for the 12,667 out of school children we supported in Ghana.**
However as first-of-their-kind initiatives, there were also significant challenges – particularly relating to the complexities of designing and delivering learning assessments to accurately predict and measure results as a basis for payment. As a result, despite strong performance as a service provider, the Street Child Board decided to limit its financial exposure as an investor in the Ghana payment by results programme. In agreement with the Ghanaian government, we therefore concluded our involvement in the programme in December 2024.
## **Ghana**
**We concluded our involvement in the Ghana programme having achieved excellent results for children: in Year 2 the Ghana Education Partnership (GED Partnership) consortium partners SEND Ghana, Chance for Childhood and Montrose International successfully delivered:**
- An accelerated learning programme for a total of 12,667 out-of-school children in Northern Ghana that achieved an impressive 95% transition of students into mainstream education.
- We are still awaiting the independent verification agent’s (IVA) report on the results from the Accelerated Learning Programme, however internal data indicated statistically significant improvements across all EGRA and EGMA subtasks, with the strongest gains in letter sounds, phonemic awareness, and core numeracy skills.
- A state school improvement programme that supported 200 primary schools in northern Ghana to improve learning through targeted training and weekly coaching.
- Indicative IVA results show that across the six target districts, students consistently outperformed their peers from control schools in the National Standard Test in Primary 4 with learning gains for females higher than their male counterparts in both Mathematics and English. Treatment schools outperformed control schools by 13.7 marks in English and 13.8 marks in Mathematics.
## More than 800
teachers and headteachers benefited, receiving regular school visits and pedagogical guidance, which directly impacted a further
## 54,265 students.
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## **Sierra Leone**
In Sierra Leone, by March 2025 Street Child were heading into the final term of delivery on the Sierra Leone Education Innovation Challenge (SLEIC), alongside delivery partner Street Child of Sierra Leone (SCoSL) and investor Bridges Fund Management. One of five service providers in SLEIC, Street Child is supporting 62 public primary schools in Bombali, Falaba and Koinadugu districts in Northern Sierra Leone to improve literacy and numeracy outcomes for children.
At a price cap of $36 per child, Street Child’s consortium has delivered regular teacher training and coaching and the development of key teaching resources to 704 teachers during the course of the programme, directly benefitting 9,902 children.
## THROUGH STREET CHILD’S WORK AS PART OF THE SIERRA LEONE INNOVATION THROUGH STREET CGHILD’S WORK AS PART OF THE SIERRA LEONE INNOVATION CHALLENGE: CHALLENGE:
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Results for year two (September 2023 to July 2024) of the three year payment by results programme were received in December 2024 and showed an upward trend in learning outcomes compared to Year 1 with improved learning outcomes in Maths (+0.25 Standard Deviations) and English (+0.12SD) in the treatment schools as compared to the control schools. However across the entire SLEIC initiative there was a decline in absolute terms in literacy compared to baseline (although less than in control schools) - reflecting a broader apparent trend of decline in literacy results across the country despite significant national investment. Changes in training and assessment design were speculated to have contributed; a further reflection of the ongoing challenge to refine outcomes.
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## MAJOR PROGRAMME SPOTLIGHT:
## 4. RESPONDING TO CLIMATE DISASTER - PROTECTING EDUCATION AND WELL-BEING AFTER CYCLONE CHIDO IN MOZAMBIQUE
In December 2024, Cyclone Chido tore through Cabo Delgado Province in northern Mozambique, destroying homes, classrooms and vital water systems. **In Mecufi District, where entire communities were razed to the ground, thousands of families were left without shelter, livelihoods or access to basic services.** Children’s safety, learning and well-being were at acute risk as schools were destroyed and families sought refuge in overcrowded temporary sites.
With support from the Guernsey Overseas Aid Commission, Jersey Overseas Aid, the Medicor Foundation, public appeal funds from the UK, and repurposed Swedish Postcode Lottery project funds, Street Child launched the Restoring Education and Ensuring Child Well-being programme in partnership with the Ministry of Education and local partners.
**Over six months, 5,562 children regained access to learning through the rehabilitation of classrooms and the establishment of temporary learning spaces. Seventy-four teachers were trained in Education in Emergencies and psychosocial support, enabling them to guide learners through trauma and rebuild confidence.**
Beyond the classroom, **726 families** received:
- Water, sanitation and hygiene (WASH)
- Non-food item kits, improving hygiene, reducing disease and restoring dignity.
- These interventions benefited more than 3,500 people, while the restoration of clean, hygienic school facilities contributed to improved attendance—particularly among girls.
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Destruction left by Cyclone Chido.
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As Mecufi continues its recovery, these interventions have laid the groundwork for lasting change—helping communities rebuild, strengthening local resilience and ensuring that every child can learn, play and thrive in safety once again. However with ever more extreme weather events, the northern coast of Mozambique remains highly vulnerable to future climate events, and together with local partners, **Street Child has begun exploring more disaster risk resilience activities to provide further protection for these coastal communities.**
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## Ana Mozambique
## **Rebuilding Hope: Ana’s Journey from Survival to Recovery**
When Cyclone Chido struck Mecufi District, Ana*, a 17-year-old mother of two, lost everything she owned. Her home and all her belongings were swept away overnight, leaving her and her children exposed to the elements.
**“Before the cyclone, life was already very difficult, being so young with two children to care for,”** Ana recalls. **“But when the cyclone came, it destroyed everything I had. We lost so much here at home.”**
**“I just have to thank Street Child for looking out for me and my family,” says Ana. “Today, I no longer sleep outside in the open air with my children. The shelter kit gave us safety and dignity — and the buckets, pans and soap have helped us start again.”**
In the days that followed, Ana and her children slept outside, under makeshift coverings, until Street Child’s emergency response reached their community. Through the programme, Ana received a shelter kit containing sheet metal, tarpaulins and essential household supplies.
For Ana, this support marked the first step from survival toward recovery — a chance to rebuild her family’s life with hope and stability.
Thanks to the collective generosity of the Guernsey Overseas Aid Commission, Jersey Overseas Aid, the Medicor Foundation, the Swedish Postcode Lottery, and the UK public, Street Child helped restore safety, learning and dignity for thousands of children and families across Mecufi District.
*Name changed for safeguarding.
## MAJOR PROGRAMME SPOTLIGHT:
## 5. Democratic Republic of Congo
## **Development and crisis response amidst old and new conflicts**
**A terrible new chapter in the post-Rwandan genocide era of conflict in eastern DRC was marked by the rapid hostile takeover of the two provincial capitals, Goma in North Kivu a and Bukavu in South Kivu, in early 2025.**
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North Kivu
Mai-Ndombe
South Kivu
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## **North & South Kivu:**
More than half a million people were internally displaced and refugees poured into neighbouring countries including Burundi and Uganda, with immediate and dire consequences for Congolese children’s safety and education. A large proportion of refugee families had been displaced over and over, having fled to and now from the North Kivu capital Goma as it was taken over by the M23 armed group.
Schools across the North and South Kivu closed as they were occupied by armed forces and fleeing refugees, and the active frontline between government and opposing forces moved across the region. Street Child adapted its DRC programme activities to prioritise child friendly spaces, counselling support and interim classes for children. Due to our strong presence and partnerships in the East, we began exploring potential with UNICEF to support the Kivus’ education systems to recommence once cessation in active conflict permitted. Our programme in western Uganda and Burundi was also affected, where we adapted and increased support to provide for the acute needs of fleeing refugee children and families.
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## **Mai-Ndombe**
Meanwhile in the West of DRC, the inter-community conflict in Maï-Ndombe province, continued to affect thousands of families and their children. The eastern conflict unfortunately drew further attention from this crisis– and coincided with acute US funding cuts, further limiting outside assistance for this highly underdeveloped region just two hours from Kinshasa.
Street Child remains one of the only education actors in the area, and by March 2025 was near concluding the first year of LISANGA, an EU ECHO funded project led by Caritas Belgium in consortium with 7 organisations including Street Child and its two local partners APEDC and Train Them to Fish With 31% of the consortium budget, Street Child is leading Education and Child protection in Emergency in 24 schools and 15 communities. The second year of LISANGA will focus on 12 additional schools and integrated the Identification, Documentation, Tracing and Reunification of Child Associated with Armed Forces and Armed Groups.
## **The following achievements in Mai-Ndombe have been noted as of March 2025:**
**School construction/renovation:** 5 previously destroyed schools rebuilt from scratch with 26 classrooms; 3 brand new schools built with 11 classrooms; 4 rehabilitated schools with 24 renovated classrooms. 2,140 fruit trees were planted in 12 schools as part of reforestation efforts.
**Teaching & learning support:** significant learning outcome improvements had already been achieved by midline with the use of the Teaching at the Right Level (TaRL) methodology, in which we trained 121 teachers and 21 school inspectors. The proportion of children across grades 3 to 6 able to read at least a word increased from just 34% at baseline, to 59% at midline, whilst the proportion able to perform at least subtraction in maths improved from 34% to 60%.
- **Child protection:** 12 Child Friendly Spaces built and operationalized, supporting 5,500 children (54% girls) to be safe, in school and learning
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## MAJOR PROGRAMME SPOTLIGHT:
## 6. STREET CHILD IN AFGHANISTAN – COMMITMENT IN Te A iS Pe THE FACE OF EXTREME ADVERSITY
Afghanistan poses unique, complex and terrible challenges for Street Child’s work. Street Child are absolutely determined to keep going – because the girls, and the boys, need us.
This year, despite an environment defined by escalating humanitarian need and increasingly restrictive policies for both girls’ education and international NGO activity, Street Child Afghanistan continued to work fearlessly for children day-in, day-out. Highlights included:
- An innovative digital learning programme, supported by the Malala Fund (showcased below);
- Election to the country Education Cluster Strategic Advisory Group (SAG) – an influential opportunity to help shape the NGO community response to the de facto authority’s many restrictions on NGO activity and female education in particular.
- Responding to the enormous influx of refugee returnees from Pakistan in Eastern Afghanistan. At the Torkham Refugee Returnee Transit Camp Street Child provided access to recreational activities, psychosocial assistance, refreshments, stationery distribution, and referral pathways to address postreturn needs.
- Driving Street Child’s localisation agenda – providing capacity strengthening to 25 local organisations
- In March 2025, Street Child were close to kicking-off a new food security initiative with the UN’s Afghanistan Humanitarian Fund (AHF). With direct education delivery increasingly constrained by national restrictions, this project represents a purposeful shift to ensure that Street Child can remain present for children by supporting the stability of their households. Though food security is not typically a core component of Street Child’s global work, in Afghanistan it both meets a critical need and offers a vital entry point: strengthening family resilience, reducing negative coping strategies, and creating the conditions that enable learning
## **Strengthening Learning Through Digital Support - with the Malala Fund**
Street Child and its partner JESSO delivered an innovative Malala Fund supported digital education initiative that provides structured learning opportunities for adolescents whose schooling has been disrupted. The programme offers a safe, flexible, community-based environment where students can continue their studies using a blend of digital materials and periodic in person academic support. By March 2025, 22 digital classrooms were active and 770 students were regularly participating.
Teachers and counsellors were trained in pedagogy, safeguarding, digital facilitation and learner support, contributing to a positive and reassuring atmosphere for learners. Girls accessed psychosocial support and families remained closely involved, reinforcing stability and learning at home. Students engaged consistently, strengthened digital skills and expressed renewed confidence in their learning.
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Young learners In Afghanlstan.
## MAJOR PROGRAMME SPOTLIGHT 6. UKRAINE
## **Ensuring that children living closest to the conflict could still learn and feel safe**
By funding volume, Ukraine was Street Child’s largest programmes in 24/25. In a year when intensified aerial attacks, daily school disruptions, and prolonged displacement continued to shape the lives of millions of children, Street Child Ukraine remained focused on one central goal: ensuring that even in the hardest-hit communities, children could keep learning, feel supported, and stay connected to safe, trusted spaces.
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Areas in Ukraine where Street Child have an active response
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Working across frontline and high-severity oblasts, the team delivered integrated, community-led education and protection services in partnership with the Ukraine Humanitarian Fund (UHF), UNICEF, Infosys, and dedicated local civil-society organisations - making a difference for a total of **58,332** children living in extreme situations, taking the total number of children Street Child has supported since the full-scale Russian invasion to 124,651.
**Map source: ISW (12 August 2025) via the BBC**
## **Ukraine Humanitarian Fund (UHF): Maintaining Quality in High-Risk Areas**
Throughout the reporting year, UHF programming formed the backbone of Street Child’s frontline response. Operations saw strong performance across Child-Friendly Spaces, mobile multidisciplinary teams with psychological support and counselling, and educational services. Endline analysis, including focus group discussions and baseline–endline comparisons, showed improvements in children’s emotional wellbeing and strengthened caregiver capacity; evidence of meaningful impact despite the volatile context. 36 classrooms were renovated or built in 32 schools.
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Children play in a Child Friendly Space
supported by Street Child. Credit: The Times | Fa% oo : —-
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## **Rebuilding Childhoods: Protection Support for Children in Donetsk Oblast**
From grief to resilience, children in frontline communities found healing through child-friendly spaces, mobile teams, and personalized support. Mykyta*, once withdrawn, began smiling again after joining group sessions. Sisters Vira and Liuba, who lost their father in a missile strike, found comfort through art therapy. Displaced families like Aliona’s received psychosocial support, learning tools, and dignity.
## **‘This places is our salvation,’ said Mykyta’s mother. ‘He’s learning again. He laughs. We feel less alone.’**
*name changed for safeguarding
## **Infosys: Expanding Digital Access in Crisis**
Infosys continued to be Street Child’s flagship private-sector partner, strengthening digital and blended learning opportunities in communities facing repeated school closures. During the year, teachers gained access to new digital training modules, with the platform launching certificate-issuing functionality. Production of national catch-up content advanced, including 18 approved video lessons for Grade 6 Geography and scripts for Grade 7.
Street Child’s Digital Learning Centres (DLCs) remained vital community hubs, offering curriculum support, digital access, exam preparation, language classes, MHPSS activities, and career guidance. Across all centres, more than 60 scheduled classes ran each month, serving thousands of children and caregivers. Community outreach activities, like Easter events in Zelenodolsk and therapeutic sessions in Samar, brought new families into the centres and helped strengthen the protective environment around children. Partnerships also expanded, including new collaboration with EPAM to coding training for DLC educators and ICT teachers.
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Children and teachers in Ukraine at a digital learning centre.
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## IN UKRAINE IN 2024-25, THANKS TO STREET CHILD: IN UKRAINE IN 2024-25, THANKS TO STREET CHILD:
**carers received parenting support to help them meet** 3,677 3,677 their **their children’s complex needs amid the conflict** carerschildren’s received complexparentingneedssupportamid to thehelpconflict them meet **children were able to access mental health** 47,040 47 040 children were able to access mental health y **support** support **children had their schools improved** 9,422 9,422 children had their schools improved
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## **UNICEF: Strengthening Inclusive Education for Children With Disabilities**
Street Child deepened its role in supporting inclusive education systems for children with disabilities and special educational needs. Working with partners in Zaporizhzhia and Dnipropetrovsk oblasts, the programme trained teachers, assistants, and IRC specialists in adaptive teaching methods, individualised planning, and psychoemotional support. Parents and caregivers also received training to better understand their children’s needs and support learning at home.
Mobile teams reached children unable to attend centres like those living closest to active hostilities, and local community-based organisations expanded activities for internally displaced children and those with disabilities. Across the year, these combined efforts strengthened inclusive practice, improved service quality, and ensured that children with SEN were not left behind.
## **Reinforcing Local Systems of Care and Learning**
Partnerships with Ukrainian civil-society organisations remained central to Street Child’s approach. Capacitystrengthening support helped to strengthen local organisations through support on institutional capacities like organisational development, financial management, reporting, monitoring, or fundraising strategy. This helped local partners extend their reach and deepen their technical skills in inclusive education, protection, and community engagement. These investments ensured that local actors continued to lead delivery, strengthening sustainability and resilience in an unstable environment.
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— ae . ,
Children in Ukraine doing arts and crafts at a Child Friendly Space run
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## **Looking Ahead**
Despite escalating attacks and an increasingly challenging operational environment, Street Child’s programmes continued to reach children others could not — maintaining learning, supporting emotional recovery, and reinforcing community systems. The approval of new UHF funding, continued progress with Infosys and UNICEF partnerships, and expanding collaboration with new donors leave Street Child wellpositioned for the year ahead, ensuring that education and protection remain within reach for children living through the hardest moments of the war.
**Street Child can adapt for new challenges in such a volatile context, adapting its programmes and response, make everything possible Ukrainian children will not be left behind. Street Child worked in the frontline communities and will remain operating there, supporting local grassrooted organisations, and authorities for stronger mechanisms of resilience**
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**Children in Ukraine participate in football classes to help overcome the trauma of the war.**
## MAJOR PROGRAMME SPOTLIGHT
## 7. Moldova Early Education Initiative: Working hand-in-hand with Government to drive transformation
Street Child began working in Moldova shortly after the full-scale Russian invasion of Ukraine. Our programme there has since developed into one of Street Child’s most powerful examples of working closely with a Government; and of Street Child as an actor in the early education space.
The Moldova Early Education Initiative – where Street Child leads the 2023 to 2026 National Programme of Childcare Services for Children Aged 0 to 3 and the National Steering Committee as a representative of the Ministerul Muncii și Protecţiei Sociale al Republicii Moldova – generated remarkable, rewarding results.
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Belarus
Russia
Ukraine
Romania ie
; Moldova
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Street Child, having provided significant stewarding and support for policy reform and revisions and pioneered the expansion of childcare centres and creches, continued to scale and strengthen the programme in 24/25. To date, Street Child has expanded 50+ childcare centres to cater to 3500+ children and established 22 creches to cater to 100+ children – a 135% achievement of our target and an astounding 25% increase in access to early education in Moldova. This marks a crucial contribution towards the achievement of the 2030 Barcelona Targets for Early Childhood Care and Education [at least 45% of children below the age of three participate in early childhood care and education] - a critical condition for European Union membership for Moldova.
25% INCREASE % INCREASE in access to early 29% IN ACCESS TO EARLY education in all of EDUCATION IN ALL OF moldova MOLDOVA
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Child care centre in Moldova.
—— sr zi, * © chitd care centre in Moldova
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From 2024 to 2025, Street Child made significant strides in strengthening systems for children. In 2024, Street Child trained **25** early education entrepreneurs to open and operate creches, trained **75** early educators in childcare centres on early childhood care, early education, and early intervention. In 2025, Street Child secured a strategic partnership to train **450** early educators with the **Global Partnership for Education [GPE], the Ministerul Educației și Cercetării, and the World Bank** – and will have supported **~50%** of early educators in Moldova by the end of the year.
In 2024, Street Child supported the Ministerul Muncii și Protecţiei Sociale al Republicii Moldova to create a costing instrument for childcare centres, in order to inform and influence investments in childcare through the Moldova Growth Plan [link to https://eu4moldova.eu/moldova-growth-plan/]. **In 2025, Street Child was delighted that the Moldova Growth Plan committed to the creation of 5,000 childcare placements as one of its proposed growth strategies across sectors – and continues to be instrumental in its implementation.**
## £1.5 £10 1.5 —> £10 Million MILLION LEVERAGED leveraged into INTO MILLION Million
The Moldova Early Education Initiative represents a remarkable return on investment. **Street Child has leveraged an investment of approx. £1.5M from the UBS Optimus Foundation** , one of our most significant and strategic partners, into an investment of approx. **£10M** , including **contributions from the Government of Moldova, Government of Romania, International Labour Organisation [ILO], United Nations Children’s Emergency Fund [UNICEF], United Nations High Commissioner for Refugees [UNHCR], United Nations Population Fund [UNFPA], and United Nations Women – a leverage ratio of 1:6.5 illustrating our capabilities and commitment to catalysing transformational impact.**
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Child care centre in Moldova.
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## MAJOR PROGRAMME SPOTLIGHT 8. ADVANCING LOCALISATION
Belief in the power of local organisations is a central tenet for Street Child and cuts across all our work. This year however Street Child had the opportunity to lead two dedicated ambitious initiatives to strengthen the capabilities, capacities, and resourcing of local level organisations across 35 countries and contexts in partnership with the UNICEF-led Global Child Protection Area of Responsibility [CP AoR] which provides coordination support to child protection work around the world and the Bureau of Humanitarian Affairs [BHA] of the United States Agency for International Development [USAID]. These initiatives – our largest and longest localisation initiatives to date – provided significant, strategic support to 180 local level organisations.
The “Accelerating Advocacy, Inclusion, and Leadership in Child Protection” project, in partnership with the CPAoR, offered capacity strengthening and surge support for local level organisations to increase access and abilities to acquire funding across 10+ countries. Our Active Capacity Assessment Matrix [ACAM] was crucial across these contexts for capacity strengthening and support.
Over the one-year period, Street Child trained over OVER THE ONE-YEAR PERIOD, STREET CHILD TRAINED OVER 3 AS Em €% 180 180 <—\ Ft local organisations to strengthen their LOCAL ORGANISATIONS TO STRENGTHEN THEIR fundraising capabilities and increase access to FUNDRAISING CAPABILITIES AND INCREASE ACCESS TO child protection CHILD PROTECTION resources. sescunces.
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Local partners meeting in Somalia.
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## USD 4.6 million USD 4.6 MILLION in funding secured or IN FUNDING SECURED OR provisionally approved for PROVISIONALLY APPROVED FOR
local partners LOGAL PARTNERS after Street Child AFTER STREET CHILD supported with SUPPORTED WITH application processes. APPLICATION PROCESSES.
In Cameroon, 31 organisations were introduced to the ACAM, and in Somalia, 23 partners commenced activities to address areas of improvement identified through the ACAM – illustrating its immediate use and usefulness. **In this reporting period, 100 organisations received targeted, tailored training, mentoring, and monitoring that allowed them to apply for $12.4M of funds and to secure up to $4.6M in funding.** This represents significant strides towards the commitments to channel funding to local level organisations in an effort to increase the effectiveness and efficiencies of humanitarian resources, per the 2016 Grand Bargain. Street Child also provided Information Management Support to the Global Child Protection Area of Responsibility [CP AoR] and its clusters across 20 countries – including support for Humanitarian Needs Overviews [HNO] and Humanitarian Response Plans [HRP] in active conflict and crisis contexts.
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“Elevating Local Leadership in Emergencies [ELLIE]”, in partnership with USAID offered capacity strengthening and surge support of significant scale and scope across 25+ countries and advancing for systemic changes to catalyse action “at the local level”.
Across Africa and Asia, **Street Child steered research on local level leadership and supported 88 organisations to prepare programme proposals, resulting in 31 funded partnerships and programmes totaling over $5M** . In Burundi, Central African Republic, and the Democratic Republic of Congo, local level organisations reported, on average, a 15% rise in funding. In Mozambique, 22 organisations realised robust financial management and monitoring systems subsequent to our training, and in Pakistan, 10 organisations realised rigorous safeguarding systems. ELLIE was forced to close 12-months early when USAID was closed - a significant blow as the last year of the programme was very valuable. However Street Child remains highly committed to taking forwards as much of the work forward as possible, through other streams.
0p, 88 FUNDING 25+ OVER $5 88 FUNDING 25+ OVER $5 PROPOSALS COUNTRIES MILLION PROPOSALS COUNTRIES MILLION developed with where local partners secured by local DEVELOPED WITH WHERE LOCAL PARTNERS SECURED BY LOCAL local organisations were supported partners LOCAL ORGANISATIONS WERE SUPPORTED PARTNERS
Additionally, ELLIE pioneered powerful approaches to advancing local level action through a “Localisation Consultant” in Pakistan, where Street Child was chosen as a consultant and sub-contractor by 4 local level organisations to strengthen and support their implementation of the Education Cannot Wait Multi Year Resilience Programme [ECW MYRP], and through a “Localisation Unit” in Uganda, where Street Child [in partnership with Save the Children] created a tailored, transparent path for local level organisations to access funds on equal footing with international organisations from Education Cannot Wait [ECW].
The “Localisation Unit” established two funding windows, with one window allocated to local level organisations, and culminated in the selection of, and sustained support to, six local level organisations.
**This approach allowed local level organisations to be allocated 26% of First Emergency Response [FER] funds and 33% of Multi-Year Resilience Programme [MYRP] funds – a significant improvement from previous funding from Education Cannot Wait [ECW], and surpassing 2016 Grand Bargain Goals.**
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A refugee learner in Uganda.
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## LOCALISATION: COUNTRY CASE STUDY: PAKISTAN
## **Khyber Pakhtunkhwa**
Pakistan is not one of Street Child’s largest programmes, but it is one of the clearest expressions of Street Child’s identity: an organisation that strengthens local systems and equips trusted local partners to lead. It is also a country where Street Child best demonstrates it’s added value to important donors like Education Cannot Wait (ECW). Through ECW’s Multi-year Resilience Programme (MYRP) and First Emergency Response (FER) investments in Pakistan, Street Child’s localisation approach has been highlighted through practice, with local actors taking central roles in programme design, delivery, and decision-making across crisis-affected provinces.
**Balochistan**
**Sind**
## **1. Positioning Pakistan as a Localisation “Proof Point”**
Street Child played a central role in reframing the Pakistan MYRP as a model for locally led delivery. This included producing the MYRP Localisation Strategy, an evidence-based framework that mapped local partners, tracked leadership and resourcing indicators, and documented how the consortium elevated local organisations in governance and implementation. The strategy culminated in a Pakistan MYRP localisation paper, positioning the programme as a real-world example of how significant donor investments can be structured to reinforce, not bypass, local capacity.
## **2. Strengthening Local Partners in Khyber Pakhtunkhwa & Balochistan**
Within a VSO-led consortium (PAGE, ITA, Taraqee Foundation, PRDS), Street Child institutionalised its role as a technical partner dedicated to building the strength and sustainability of local CSOs. A comprehensive capacity-development package was delivered in:
- **Education in Emergencies** : programme design, gender and inclusion, advocacy, climate resilience
- **Safeguarding:** Protection from Sexual Exploitation and Abuse, workplace harassment, bullying prevention, safe programming
**Financial Management** : budgeting, reporting, compliance, fraud mitigation and risk controls
This was supported by a structured mentoring system involving field visits, remote coaching, and policy support. Together, these elements helped partners move beyond one-off training toward becoming trusted, capable organisations ready to lead future donor-funded education responses.
## **3. ECW First Emergency Response (FER): Local by Design**
As part of the ECW FER design committee, Street Child helped ensure that the Pakistan FER embedded localisation principles from the outset. The model places local CSOs at the centre of crisis-response design and delivery, while integrating EiE, safeguarding, gender and climate resilience as baseline requirements. It also establishes a deliberate link between short-term emergency actions and the longerterm ambitions of the MYRP. Taken together, this positions Pakistan’s FER as one of the earliest examples of ECW operationalising its commitments to anticipatory action, risk-sensitive programming and locally led response.
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**A student in Uganda, where Street Child’s ‘Localisation Unit’ saw great success with improving funding for local partners.**
## MAJOR PROGRAMME SPOTLIGHT
## 9. STRENGTHENING THE UNDERSTANDING OF WHAT MAKES TEACHING EFFECTIVE – THE ENGAGE PROGRAMME
## **Transforming classroom engagement across three countries**
Generating and sharing evidence that can help drive more impactful practice - for ourselves, and the sector as a whole, is a critical objective for Street Child. ENGAGE is an innovative initiative to improve the quality of teaching and learning: through tools that advance child-centred approaches through assessing and advocating for their impact on children.
Street Child is a crucial contributor to a consortium that is trailing and testing these tools across 5 countries, in partnership with the Education Development Centre (EDC) and LEGO Foundation, the programme’s funder and one of the leading philanthropic donors to the education sector. This has comprised translation and tailored protocols for conflict and crisis contexts and the creation of contextualised training. From 2024 to 2025, Street Child has steered the adoption and adaptation of these tools – generating extensive evidence on self-sustaining engagement, self-led exploration, and other essential elements of learning – and, in turn, integrated and improved the implementation of child-centred approaches in Bangladesh, Sierra Leone, and Uganda. **To date, the tools have been tested with 4,500 children and 450 teachers across 289 schools, including in remote, rural areas of Sierra Leone, and in refugee camps and catchment areas in Bangladesh and Uganda.**
Together, these tests have evidenced the effectiveness of these tools in enhancing teaching and learning in complex conflict and crisis contexts across South Asia and Sub-Saharan Africa. Subsequent to this, Street Child has invested in strategic system level partnerships to promote the scaling and sustained use of the tools, including through positioning it as a prospective standard for assessing teaching and learning in partnership with camp authorities in Bangladesh, the Ministry of Basic and Senior Secondary Education [MBSSE] in Sierra Leone, and the Office of the Prime Minister [OPM] and Ministry of Education and Sports [MOES] in Uganda.
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ENGAGE in Sierra Leone.
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ENGAGE In Slerra Leone.
## ADDITIONAL PROGRAMME ACHIEVEMENTS FROM 2024-25
## **Burundi: Emergency response for 9,000 refugees**
Funded by UNICEF and in collaboration with our local partners Spring Communities and HealthNet-TPO, Street Child continued to play a key role in the critical Mpox response in Burundi - assuring psychosocial and mental health support for more than 9,000 affected individuals in the province of Bujumbura, as well as a partnership that strengthening child protection services for more than 6000 people across two IDP camps.
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Emergency support for children in Burundi.
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## **South Sudan: Supporting 17,000 girls in school**
In the context of significantly heightened insecurity and intermittent school closures due to heatwaves, the South Sudan team continued to deliver the Girls’ Education South Sudan (GESS) programme across Western Equatoria State. Through 2024 and 2025 the programme supported the continued functioning of all schools across the state through school grants and management support. In addition, the team supported the enrolment of 167,764 learners (77,742 males and 90,022 females) and contributed to the retention of 17,865 girls through direct cash transfers aimed at sustaining their continued education.
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Support girls education in South Sudan via direct cash transfers.
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## **Cameroon: Working with UNICEF to support the education of 10,000 conflict-affected children**
In partnership with UNICEF and the South Korean government, Street Child and its four local partners concluded its education in emergencies programme in Cameroon. The RESPUN programme supported 10,500 children affected by more than 8 years of education disruption due to the separatist conflict that continues to disproportionately affected children in the North West and South West. The programme established 139 Neighbourhood Learning Corners offering education services for 5170 out of school children, with 97% retention rate, improving the percentage of children who could read at least a word from 38% at baseline to 90% at endline.
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Children in Cameroon learning in times of emergency.
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## **Northern Mozambique: Multi-sectoral partnership with UNCEF serves 75,000 war-affected children**
Street Child's multisectoral programme partnership with UNICEF in northern Mozambique ended in the reporting year, having reached more than 75,299 children affected by conflict and climate crisis, through the establishment of Multipurpose Centres providing a range of services for children and families. 11,118 children who had experienced some form of abuse were able to access case management support. This included specific specialist services: 795 unaccompanied / separated children were reunified with their families, and 312 children associated with armed groups were rehabilitated and reintegrated into their communities.
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## **North East Nigeria: UN partnerships underscore ongoing massive response to Boko Haram crisis**
Street Child successfully completed a three-year Education-in-Emergencies program in North East Nigeria, funded by Education Cannot Wait. By November 2024, the program had enrolled 8,754 learners, including 5,559 out-of-school children (3,195 girls) in the Alternative Education Programme (AEP). 78% of non-formal learners successfully transitioned to formal schools across Borno, Adamawa, and Yobe states, improving educational continuity and reducing disparities. The project constructed/renovated 72 classrooms, constructed 32 latrines, upgraded or constructed 7 boreholes and trained 755 teachers to deliver inclusive, high-quality lessons. In partnership with UNICEF and the Nigerian Humanitarian Fund, Street Child provided case management and psychosocial support to 51,853 vulnerable children, with 856 receiving specialized services such as reintegration for those formerly associated with armed groups and support for children with disabilities. This effort enhanced access to education, strengthened teaching quality, and addressed protection needs in conflict-affected communities.
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Children learning in North East Nigeria.
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**Sierra Leone: 191 new classrooms & the first 3,000 loans!**
We continued fulfilling our long-term commitment to rural school development in Sierra Leone in partnership with the Chaloner Children's Charity, supporting rural communities to construct and resource 191 new classrooms across the country. An exciting new chapter in our financial empowerment for education work also began with support from the Jersey government, developing a self-sustaining Loans for Learning programme that offers former Family Business for Education programme recipients the opportunity to build their income streams in support of further education. 3,157 (2,971 femaile and 186 male) caregivers were verified and given a loan through this scheme in the first reporting year.
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ay. uF > a a ‘ **Sadiatu, a mother from Sierra Leone, participated in Street Child’s Family Business for Education**
## EDUCATION CANNOT WAIT & STREET CHILD’S ROLE
Education Cannot Wait (ECW) is the world's **dedicated multi-lateral fund for ‘education in emergencies** ’ , housed to date in UNICEF. In late 2023 **Street Child was honoured to take on a key role in ECW’s governance structures** , assuming seats in both ECW’s High Level Steering Group (HLSG) and Executive Committee (ExCom) - as the **elected representative of international civil society** . World Vision, Plan International and Save the Children were the three previous organisations to have played this role. Tom Dannatt, Street Child’s CEO & Founder, sits in the HLSG, which principally consists of Ministers of donor and partner countries as well as Heads of relevant UN agencies - chaired by former UK Prime Minister Gordon Brown until March 2025. Tyler Arnot, a senior Programmes Director, sits in Street Child’s seat at ExCom, the group that really oversees and drives the day-to-day business of ECW.
Even before the extraordinary change in the global funding environment, ECW faced important choices and challenges. The altered funding environment has intensified, and brought new dimensions, to several of these important issues. Street Child has had significant opportunity, and responsibility, to contribute to these vital discussions. More broadly, ECW is regarded by many as a bellwether for how the international system supports education and crisis-affected children.
**Helping shape ECW's direction is therefore not only about strengthening one fund - it is also about contributing to the evolution of the broader UN and international architecture so that it better serves children whose education is at risk.**
## **Championing localisation on the global stage**
Over the past year, Street Child has pressed for operational systems that genuinely enable local leadership. This includes clearer roles in consortium arrangements, more accessible and proportionate due-diligence and risk pathways, and approaches that place authority and resources closer to communities. These priorities complement the perspectives raised by other constituencies represented in ECW’s governance, including youth representatives, local organisations and teachers’ unions, which collectively call for an education financing system that recognises and elevates their expertise.
Street Child’s leadership within ECW is driven by our commitment to localisation. From its inception, Street Child has worked through and alongside local civil society, community networks and refugee-led organisations. This partnership-driven model is not an initiative or a trend; it is the way the organisation was built. That history gives Street Child a credible and trusted voice when advocating for localisation within ECW.
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## **Keeping humanitarian needs at the forefront**
As ECW adjusts to a tighter financial framework and makes difficult decisions about its investment portfolio, Street Child continues to emphasise the importance of a strong humanitarian focus. This includes support for rapid-response mechanisms during sudden-onset emergencies and a more balanced investment model that reflects the realities of conflict, displacement and climate-driven crises.
**In a world where increasing numbers of children are pushed out of school by violence or disaster, Street Child consistently highlights the need for speed, agility and principled action.**
## **Helping shape a future-ready global architecture**
This year has also sparked wider reflection on the future of global education financing. Questions about how ECW, the Global Partnership for Education (GPE) and other actors should align are moving to the forefront of sector-wide dialogue. Street Child continues to play an active role in these discussions. As the INGO representative, the organisation contributes to emerging ideas on governance, hosting models and replenishment approaches, while ensuring that the perspectives of youth, teachers and local partners remain fully present.
Across all of its engagement, Street Child acts as a bridge between global decision-making spaces and the realities of local partners. In a challenging and often unpredictable year, the organisation has remained focused on equity, urgency and solidarity with crisis-affected communities. This leadership continues into the year ahead, with a firm commitment to ensuring that no child’s education is forgotten in the midst of crisis.
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A classroom of refugee learners in Uganda.
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## FUNDRAISING & COMMUNICATIONS
## 1. PHILANTHROPY
Philanthropic donors have made a huge contribution of £3.8M of restricted income and £0.74M of unrestricted income to Street Child in 2024/2025. We are incredibly grateful to, and wish to thank every trust, foundation and private donor, many of whom prefer to remain anonymous, for their fantastic support to Street Child’s work.
To indicate the type of support received from philanthropic donors, Street Child was awarded: 61 fresh grants of £10k and under; 25 grants of £11k - £49k; 17 grants of £50k - £199k; 3 grants of £200k – £600k; and 1 grant of £600k+. This includes grants which were awarded to our sister organisations in Europe, the US and Canada for Street Child’s programmes. Supporting the growth of Street Child’s sister organisations continued to be a major focus in 2024-25.
## IN 2024-25, PHILANTHROPIC DONORS ACCOUNTED FOR:
## £3.8 MILLION RESTRICTED INCOME
## £740,000 107 UNRESTRICTED GRANTS INCOME SECURED
**In July 2024 and January 2025 we were delighted to host ‘Programmes Evenings’. These events bring together philanthropic donors and a number of our programmes leaders for an evening of learning and sharing.**
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## FUNDRAISING & COMMUNICATIONS FUNDRAISING & COMMUNICATIONS 2. CAMPAIGNS, MEDIA & ADVOCACY 2. CAMPAIGNS, MEDIA & ADVOCACY
**Street Child’s communications and media work continued to raise public awareness, highlight urgent issues, and boost the impact of our fundraising. In 2024–25, we maintained strong national media coverage, celebrity engagement, and advocacy, even amid major policy shifts in the sector.**
## **Media and Celebrity Endorsement**
Our Winter Appeal launch drew strong national attention, supported by singersongwriter Sampha, who spoke about his deep personal connection to Sierra Leone— where Street Child began in 2008 and delivers some of its longest-standing programmes—sharing that the country is “where my parents are from, where much of my family lives, and an ongoing source of inspiration for my music.” His backing helped secure prominent coverage including a feature in The Sun.
Our Back to School campaign achieved widespread national and regional coverage, bolstered by the enthusiastic support of Chris Kamara, Nick Hewer, and Ade Adepitan. Media coverage spanned the Daily Star, Manchester Evening News, Liverpool Echo and other outlets. Nick Hewer also appeared on Sky News, offering a powerful endorsement of Street Child’s work and the importance of education. "Ukrainian children's eyes
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## RAISING THE ALARM ON UK AID CUTS RAISING THE ALARM ON UK AID GUTS
In February 2025, the UK Government announced it was cutting the UK aid budget down from 0.5% of Gross National Income (GNI) to 0.3% of GNI to increase defence spending. Street Child publicly condemned the decision, describing the move as “morally indefensible and strategically short-sighted.” **At a time of escalating global need, these cuts would leave millions of children without the learning opportunities they deserved and deepen humanitarian crises the UK had previously helped to alleviate.**
This position was reinforced during a rare joint interview on **Good Morning Britain,** where **Street Child CEO & Founder Tom Dannatt** appeared alongside his father, **Lord Dannatt, former Head of the British Army** and a long-standing patron of the charity. **Together, they challenged the rationale behind diverting aid to increase defence spending, arguing that stripping support from the world’s poorest risked fuelling future instability and ultimately undermining the UK’s own long-term interests.**
**“Street Child are horrified that we’re effectively making the world’s very poorest people foot the ENTIRE increase in UK defence spending,” said Tom Dannatt, CEO & Founder of Street Child. “Investing in international education isn’t charity; it’s a strategic necessity. A more educated world is a safer, more prosperous world for everyone—including the UK.”**
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## CHAMPIONING GLOBAL EDUCATION FUNDING IN UK PARLIAMENT
In March 2025—just weeks after the UK announced the cuts to its aid budget—Street Child was in Parliament to support the Send My Friend to School Coalition as it launched its new campaign, Invest in My Friends’ Learning. The Coalition, made up of leading UK INGOs, unions, and education advocates, works collectively to champion every child’s right to learn. Street Child plays a central role within the Coalition, serving as co-chair of the Policy & Parliamentary Working Group and as an active member of the Steering Committee.
The campaign calls on the UK Government to protect and reprioritise education within its international development budget—at a moment when global need is rising, and renewed commitment is urgently required.
Street Child was strongly represented at the launch event. Our Ambassador Ade Adepitan spoke powerfully, urging renewed UK leadership on global education. He was joined by our Nigeria Country Director, Jummai Lawan Musa, who provided critical frontline insight from conflict-affected communities. They spoke alongside Neil Thorns (CAFOD), Judith Herbertson (FCDO), and MP Bambos Charalambous, with the event hosted by Lord Michael German.
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Lord German, Street Child Ambassador Ade Adepitan, MP Bambos Charalambous and SMF Campaign
Champions. ™ —
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Jummai Lawan-Musa, Street Child’s country
Street Child Ambassador Ade Adepitan.
director for Nigeria.
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## FUNDRAISING & COMMUNICATIONS
## 3. COMMUNITY FUNDRAISING & EVENTS
## **Celebrating Street Child’s 15th anniversary at Kensington Palace**
Street Child’s annual Spring Gala was held at Kensington Palace in May 2024, marking a major milestone: our 15th anniversary. The event brought together leading supporters, philanthropists, and corporate partners to reflect on our journey from our founding in 2008 to reaching more than one million children in over 20 countries.
The gala welcomed a distinguished guest list. Our patron, Lord Dannatt, attended alongside prominent figures including Chris Kamara, Nick Hewer, and Michael and Hilary Whitehall.
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Kensington Palace gala.
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**Kensington Palace gala.**
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Kensington Palace gala.
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## **Community events**
Street Child had a landmark year of engagement, beginning with its debut as a key partner at the Big Church Festival in August 2024. Hosting the Glamping Village, the team connected with over 1,000 campers and delivered the festival’s first-ever 5k fun run, which saw more than 500 participants raising vital funds. Later in the year, over 150 supporters attended our annual Christmas Carols Service at the Tower of London, enjoying seasonal treats as CEO and founder Tom Dannatt shared our Christmas appeal, calling for support in response to Cyclone Chido in Mozambique.
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Carols service at the Tower of London.,
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## **International Women’s Day 2025**
In celebration of International Women’s Day, on 10th March 2025 we hosted a special breakfast at The Gherkin. It was incredible to hear insights and see the collective commitment in the room to empowering women and girls, a key focus of our work at Street Child. Through the various discussions on how best to achieve gender equality, one thing became clear: investing in education is vital. Lucinda Dannatt, Jummai Lawan Musa, Julie Polzerova, Helen Wood, Nicola Green, Alex Reichl and Joanna Addison brought their expertise and experiences to the conversation. Thank you to our headline sponsor Tech Mahindra for helping making the event possible.
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## NEW YORK
## **President of Liberia opens Street Child event in New York at the United Nations General** President of Liberia opens Street Child event in New York at the United Nations General **Assembly in September 2024** Assembly in September 2024
A standout moment of the year came at UNGA and New York Climate Week, where a Street Child side event, hosted by our long-term partners A&O Shearman, was opened by H.E. Joseph Nyuma Boakai Se., President of Liberia. There, we proudly announced our new partnership with the Government of Liberia to support 50,000 children back into school over the next three years. The announcement followed with an all-women panel discussing education in emerengies. Moderated by Tom Dannatt, Street Child CEO & Founder, the panellists were: Molly Bruce, Vice President of Corporate Responsibility at Liberty Global; Yasmine Sherif, Executive Director of Education Cannot Wait; Louise James, Managing Director and Global Co-Lead at Accenture Development Partnerships; and Hon. Gbeme Horace-Kollie, Liberia's Minister of Gender Children and Social Protection.
## DAVOS
At the World Economic Forum (WEF) in Davos, our annual breakfast with Liberty Global shone a spotlight on public–private partnerships alongside leaders and friends from PayPal, Euroclear, Accenture and Formula E. Together with Infosys, we also showcased our Digital Learning Project in Ukraine during an Education in Emergencies evening reception.
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## **Expanding Our Global Running & Challenge Portfolio**
In 2024, supporters **took on more Street Child running and challenge events than ever before, including major international races like the Chicago and Sydney Marathons, the full SuperHalfs series, and other fast-selling events across Europe and the US, as well as our first-ever impact trek to Everest Base Camp** in Nepal, where participants visited Street Child programmes and were guided by an expert all-female team through breathtaking Himalayan landscapes. We also brought back our much-loved **Craft Half run on Wimbledon Common,** where past and new participants enjoyed the familiar trail, sipped craft beer, and raised vital funds to help more children stay safe, in school, and learning.
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Esme Gummer’s Say Yes Club.
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## **Sierra Leone Marathon**
**The flagship Sierra Leone Marathon continues to unite participants from all walks of life. Following the successful introduction of the 75km Cycling Challenge in 2023, the bike ride has now become an integral part of the Sierra Leone adventure.**
The flagship **Sierra Leone Marathon** continues to unite participants from all walks of life. Following the successful introduction of the 75km Cycling Challenge in 2023, the bike ride **has now become an integral part of the Sierra Leone adventure.** In 2024, we welcomed **73** incredible participants, whose dedication and enthusiasm helped drive the event to new heights. Together, we generated **£294,000** for our UK and European entities. Throughout the week, participants **engaged with project visits, met beneficiaries, and experienced firsthand how their efforts are transforming lives across Sierra Leone.**
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Runners head off from the start line at the Sierra Leone Marathon.
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Influencers such as **Esme Gummer** from the **Say Yes Club** further amplified the
event’s reach, inspiring new audiences to take on the challenge. Participant feedback reflected the exceptional quality of the marathon and its flagship project visits, with excellent reviews on **WeTravel** - **90% of which were 5-star ratings.**
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## FUNDRAISING & COMMUNICATIONS 4. CORPORATE PARTNERSHIPS
**Our corporate partners were instrumental in powering Street Child’s mission this year, helping us raise £5.27 million in 2024–25.**
As ever, we owe a special thank you to Liberty Global: the Big Ride 2024 saw over 700 cyclists, runners and walkers take on the Belgian hills and raise a record £1.8m across our UK and EU entities, of which over £1.5m was for the UK. The event wouldn’t have been possible without the 65 partners who participated or sponsored, particularly headline sponsor Infosys and co-hosts Telenet. Our Gala Dinner in November also made Street Child history, surpassing £1 million for the first time.
We were particularly pleased to see several long-term partnerships reach new heights this year. Our exciting new partnership with NTT Data got off to a powerful start: through a combination of corporate donations and employee fundraising, they raised over £45,000 to build a new Junior Secondary School in Sierra Leone, and generously served as headline sponsors at our Kensington Palace Gala, where the partnership was officially announced.
For the third consecutive year, every pound or euro raised by the Plume Strong Cycle Challenge was donated to Street Child – funding the development of 20 schools in Sierra Leone, an extraordinary achievement. And we were proud to mark over a decade of partnership with Euroclear, who contributed €50,000 to support our Wote Shuleni project in DRC.
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= The Annual Gala Dinner at the Tate.
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**We want to thank all our other corporate partners and supporters this year, including:**
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## FINANCIAL REVIEW
1. A further year of strong income growth to £22.3m from the previous year’s highest ever income of £21.5m, and an impressive 24% growth in the past three years.
2. 4% year-on-year rise in income across both unrestricted and restricted income. Unrestricted income grew 7% from £5.6m in 2023/24 to £6.1m in 2024/25 driven by an increase in legacies received in the year of £0.2m and an increase in trading income from increased sponsorship from events of £0.2m. Restricted income grew 2% from £15.9m in 2023/24 to a new high of £16.2m in 2024/25. Across all income, our largest source of income is the UN and other agencies, followed by Philanthropy.
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3. Unrestricted reserves reduced from £1.4m in 2023/24 to £1.3m in 2024/25, within the range of our reserves policy. We use a risk based approach to setting reserves and Trustees approve the range on an annual basis in relation to our key risks. The target for reserves was increased in the year from between £0.75m and £1.5m to between £0.85m to £1.6m due to the increased income of the charity.
4. In 2021/22 we created our designated fund of £1m, specifically to underpin Street Child’s substantial financial undertakings in respect of the new Educate a Child and Education Outcomes Fund programmes in West Africa. In the current year, this fund has been set against the Education Outcomes Fund programme in Ghana where income which is dependent on payment by results assessments outside the control of the charity are not yet confirmed. Although we are still in active and positive negotiations with the donor of this fund, it is prudent at this stage to allocate the designated fund against this Restricted Fund, if a shortfall occurs. This uses the fund in full. If we are successful in receiving funds back for this programme then this will re-release funds back into Unrestricted funds.
5. **Programmatic expenditure of £18.3m which is slightly lower than last year’s £18.9m.** Ukraine became our largest country of operation due to a large increase in Humanitarian Fund grants, an increase of £1.2m of expenditure. However this exciting growth was offset by a fall in expenditure in Afghanistan of almost £1m after a large number of Humanitarian grants ended this year. And as we withdrew from our programme in Ghana we also saw lower expenditure in that country with a fall of almost £1m.
6. Two flagship programmes are ‘cross-cutting’ which means we implement across multiple countries and includes the Education Above all funded programme ‘Educate a Child’ across Sierra Leone, Nigeria and Liberia, and the USAID funded ‘Elevating Local Leadership in Emergencies’ programme.
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6. Fundraising costs increased due mainly to an increase in events costs. The increase in cost helped drive the increase in our Unrestricted income – for instance the increase in sponsorship income from our events. We also put on an additional fundraising Gala Dinner to thank our supporters for their amazing support at the end of celebrations for our 15th year, and expanded our range of popular running and challenge events. We monitor the return on events closely to ensure value for money and that the return justifies the cost of these events and make changes to our events programme according to this analysis. Our programme of events yielded £2.7m of income directly to the UK and drove a further £340k of income into our European entities. This total income of over £3m retains our target return of over two times expenditure for events. Staff numbers remained unchanged from the prior year for fundraising, despite delivering a larger portfolio of events, and staff costs increased by 3.5%. Excluding the cost of events, the balance of **£2.1m of fundraising expenditure supports the remainder of our income of £19.6m, which is a return of 9 times on our nonevents fundraising costs.**
7. In addition to the £22.3m income reflected in these accounts, further funds totalling £1,767k were received into Street Child of Sierra Leone, (£273k), Street Child USA ($422k) and the various Street Child European charities (€1,404k). These organisations are separate legal entities which are not controlled by Street Child, and do not legally form part of Street Child UK. Their income is not consolidated into these published financial statements. **These additional sums raise Street Child’s global income’ by a further £1.77m to £24.0m.**
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## A FINAL WORD AND LOOKING FORWARDS FROM TOM DANNATT, CEO & FOUNDER
The environment for development and humanitarian organisations is undergoing its most rapid period of change in the modern era - driven by the massive aid cuts that I described in my opening notes. Within the education, and in particular the education-in-emergencies sector through our influential role within the governance structure of Education Cannot Wait, Street Child is an active voice in these conversations.
However ultimately the big changes are happening around us and we need to pay close attention to what is happening, at macro and micro-levels; and then organise ourselves as smartly as possible, against the way we see the landscape evolving. **Lean** and **agile** by design - we are confident that, with enormous effort, we can more than rise to meet the moment.
A year ago I wrote that the charity intended to publish a new strategy by March 2025. With the world in flux, we decided in early 2025 that the best move was instead to extend our current (2020-2024) strategy by 12months. Whilst much is still unknown, we are committed to publishing a new strategy by March 2026. I do not want to overly prejudge that document - but it is safe to say that the following are strongly expected to be cornerstones of whatever emerges:
- A headline commitment to being an organisation with a distinctive principle commitment to **‘Learning in Emergencies** ’;
With ‘Learning’ spanning both:
- **Access/retention (i.e. out-of-school children)** ; and obviously the
- **Quality** of teaching and education environments;
- With ‘Emergencies’ spanning a commitment to all contexts where learning outcomes are especially lowincome or under-pressure - in particular:
- **Humanitarian situations** ; and the
- **Most acute development** context.
Moreover:
**Local organisations** will retain a central place in our thinking and programmatic approaches.
- **Collaboration** is expected to be elevated as a key organisational value in every aspect of our life.
- A commitment to harnessing the growing ever-increasing potential of digital and **technology** , of course including AI, will continue to be prioritised.
- Responding to the realities of the planet’s evolving **climate** will be further elevated as a principal programmatic consideration.
- An ethos of leadership, and an ethic of ‘ **lead where you are** ’ will be mainstreamed across the life of the charity.
- An enhanced focus on engaging with, and ultimately attracting support from, private and philanthropic funding sources will be central.
- Alongside deepened efforts to diversify funding streams and further explore more novel funding mechanisms, including building on our comparatively high levels of experience with outcomes-based structures.
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Whilst that is the bigger picture, a number of more tactical priorities are clear for the year:
- 2025-26 will see the last full year of the EFECT programme in **West Africa** - and our goal of bringing 96,000 out-of-school children into education. A strong finish to this initiative is essential - as is working on ‘what will come next’ as a major focus for the region;
- **DR Congo** , a country the size of Western Europe, has been a growing area of focus for Street Child for several years. The escalation of conflict in the East and the associated significant territorial gains made by the M23 group have intensified humanitarian needs, albeit with minimal global media attention. In this context Street Child aims to urgently continue to expand our services for children this year;
- Our work in **East Africa** in recent years has resulted in some of the charity’s landmark achievements, in key areas of priority for the charity - such as the TARL (Teaching At the Right Level) foundational learning programme in Somalia and Somaliland with UNICEF and TARL-Africa; localisation unit initiative in Uganda with Education Cannot Wait; and our climate-disaster response to cyclone Child in Mozambique. We are investing in our core regional support structure to maximise our prospects of building on these highprofile wins;
- Thanks especially to the ongoing support of the UN's **Ukraine** Humanitarian Fund, Ukraine is expected to remain one of Street Child’s largest programmes in 25/26. We will continue to do everything we can to support the education and safety of children near the front-line;
- In Asia, **Afghanistan** remains the key focus. The operating environment for an education-focused NGO remains unbelievably challenging - but not as challenging as the situation facing teenage girls in Afghanistan and that of children across the country, which continues to register some of the world’s worst humanitarian indicators. For that reason, it is basic that Street Child will do everything to stay in the country - and make the biggest difference possible; and
Finally, despite the funding pressures we find ourselves under, we remain very alive to all ’new’ opportunities for impact. There are so many situations in the world where Street Child should be active, but are not - Gaza, Sudan, any of the Sahelian countries - to name just three. We continue to actively seek openings for Street Child to support the education and safety of children wherever the needs are especially grave. The charity we want to be is one where we are there in ALL the places where children are the furthest from being ’safe, in
school and learning’.
Most importantly - whatever we are able to achieve for children anywhere is only because of the wonderful backing of our brilliant supporters. We are always incredibly grateful - but specially in these super challenging times, we are enormously grateful!
Yours sincerely,
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.
- 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 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.
- Unsatisfactory programmes impact, donors consider project impact to be unsatisfactory, or material challenges with in-country programme delivery. We work closely with our donors and prioritise maintaining great relationships with them. We continue to invest in quality incountry finance and programmes teams to ensure that we can meet donor requirements. We also provide high quality central support for donor reporting and have increased resource in our central Programmes Funding Team. We have now completed the roll-out of our global finance system to most of our countries which gives us powerful, real time financial reporting of most of our programmes.
- Internal Audit: key country branches and partners are audited on a rotating basis.
- Safeguarding: As a child focused organisation, managing safeguarding remains a top priority. We have named focal points in each country, context specific policy and implementation and safeguarding training is conducted annually with all staff and associates.
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## 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 independent Boards. We were pleased that Street Child Canada started operating in the year and will fundraise as an independent entity to support the work of Street Child. 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. 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.
Street Child has the following subsidiary companies: Street Child International, Africa Educational Trust, Bread and Water for Africa Limited, Build Africa Limited, Children in Crisis Limited, Lessons for Life Foundation Limited, Sierra Leone Marathon Limited, Street Child Trading Limited.
## 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.
## 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
The charity makes 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.
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## 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.
## 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.
## 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. Street Child is registered with the Fundraising Regulator and no complaints have been received during the year. 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 optin’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 commuunications.
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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).
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.
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
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
|..........................................|....................................|
|---|---|
|A Wallersteiner|A Salvato|
|Co-Chair|Co-Chair|
Date: 19th December 2025 Date: 22 December 2025
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## AUDITOR’S REPORT
## INDEPENDENT AUDITOR’S REPORT TO THE MEMBERS OF STREET CHILD
## OPINION
We have audited the financial statements of Street Child (the ’charitable company’) for the year ended 31 March 2025 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 2025 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.
**63**
**STREET CHILD ANNUAL REVIEW**
## 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 strategic report and the trustees’ annual report for the financial year for which the financial statements are prepared is consistent with the financial statements; and
- strategic report and the 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.
## RESPONSIBILITIES OF TRUSTEES
As explained more fully in the trustees’ responsibilities statement set out on page 62, the trustees (who are also the directors of the charitable company for the purposes of company law) are responsible for the 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.
**64**
**STREET CHILD ANNUAL REVIEW**
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.
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.
**STREET CHILD ANNUAL REVIEW**
**65**
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.
## EXPLANATION AS TO WHAT EXTENT THE AUDIT WAS CONSIDERED CAPABLE OF DETECTING IRREGULARITIES, INCLUDING FRAUD
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.
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.
- We inquired of management and those charged with governance as to any known instances of noncompliance or suspected non-compliance with laws and regulations.
- 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.
There are inherent limitations in the audit procedures described above. We are less likely to become aware of instances of non-compliance with laws and regulations that are not closely related to events and transactions reflected in the financial statements. Also, the risk of not detecting a material misstatement due to fraud is higher than the risk of not detecting one resulting from error, as fraud may involve deliberate concealment by, for example, forgery or intentional misrepresentations, or through collusion.
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## 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. 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
9 Appold Street London EC2A 2AP
Date: 19 Date: 22 December 2025 December 2025
**STREET CHILD ANNUAL REVIEW**
**67**
## Consolidated Statement of Financial Activities (Incorporating An Income and Expenditure Account) For the Year Ended 31 March 2025
|**Note**
**INCOME**
Donations and legacies
**3**
Other trading activities
**4**
Investment income
**Total income**
**EXPENDITURE**
Fundraising costs
**5**
Charitable activities
**6**
**Total operating expenditure**
**Net operating income/ (expenditure)**
Net gains/ (losses) on investment assets
Transfer between Funds
**Net income/ (expenditure) and net movement in funds**
**Reconciliation of funds**
**16**
Total funds brought forward
**Total funds carried forward**|**Unrestricted**
**Funds**
**£**
4,507,197
1,529,342
9,824
**6,046,363**
3,569,498
2,590,478
**6,159,976**
(113,613)
-
**(113,613)**
1,433,818
**1,320,205**|**Designated**
**Funds**
**£**
-
-
-
**-**
-
-
**-**
-
(1,000,000)
**(1,000,000)**
1,000,000
**-**|**Restricted**
**Funds**
**£**
16,210,219
-
-
**16,210,219**
-
15,744,923
**15,744,923**
465,296
-
1,000,000
**1,465,296**
1,073,560
**2,538,856**|**Total Funds 2025**
**£**
**20,717,416**
**1,529,342**
**9,824**
**22,256,582**
**3,569,498**
**18,335,401**
**21,904,899**
**351,683**
**-**
**-**
**351,683**
**3,507,378**
**3,859,061**|**Total Funds**
**2024**
**£**
20,174,761
1,313,450
389|
|---|---|---|---|---|---|
||||||**21,488,600**|
||||||3,219,065
18,852,499|
||||||**22,071,564**|
||||||**(582,964)**
27
-|
||||||**(582,936)**|
||||||4,090,314|
||||||**3,507,378**|
The consolidated statement of financial activities includes all gains and losses recognised in the year.
All income and expenditure derive from continuing activities.
A separate statement of the financial activities and Income & Expenditure account are not presented for the charity itself following the exemptions permitted by section 408 of the Companies Act 2006.
**STREET CHILD ANNUAL REVIEW**
**68**
GROUP BALANCE SHEET AS AT 31 MARCH 2025
|||**2025**|**2024**|
|---|---|---|---|
||**Note**|**£**|**£**|
|**Fixed Assets**||||
|Investments|**12**|-|-|
|||-|-|
|**Current Assets**||||
|Debtors|**13**|2,462,986|2,161,006|
|Cash at bank and in hand||2,825,111|2,461,558|
|||5,288,097|4,622,564|
|**Current Liabilities**||||
|Creditors falling due within one year|**14**|(1,071,438)|(949,008)|
|Deferred income|**15**|(357,598)|(166,178)|
|**Net Current Assets**||**3,859,061**|**3,507,378**|
|**Net Assets**||**3,859,061**|**3,507,378**|
|**Accumulated Funds**|**16**|||
|Restricted funds||2,538,856|1,073,560|
|Unrestricted funds||1,320,205|1,433,818|
|Designated funds||-|1,000,000|
|**Total Accumulated Funds**|**16**|**3,859,061**|**3,507,378**|
These financial statements were approved and authorised for issue by the trustees on 22 December 2025 and signed on their behalf by:
A Salvato A Wallersteiner Trustee Trustee
Company registration number 06749574
**STREET CHILD ANNUAL REVIEW**
**69**
## CHARITY BALANCE SHEET AS AT 31 MARCH 2025
|||**2025**|**2024**|
|---|---|---|---|
||**Note**|**£**|**£**|
|**Fixed Assets**||||
|Investments||1|1|
|||1|1|
|**Current Assets**||||
|Debtors|**13**|3,193,356|2,039,970|
|Cash at bank and in hand||1,743,581|1,208,967|
|||4,936,937|3,248,937|
|**Current Liabilities**||||
|Creditors falling due within one year|**14**|(914,010)|(943,197)|
|Deferred Income|**15**|(253,542)|(94,767)|
|**Net current assets**||**3,769,385**|**2,210,974**|
|||||
|**Net Assets**||**3,769,386**|**2,210,975**|
|**Accumulated Funds**|**16**|||
|Restricted funds||3,170,396|557,524|
|Unrestricted funds||598,990|653,451|
|Designated funds||-|1,000,000|
|**Total Accumulated Funds**|**16**|**3,769,386**|**2,210,975**|
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 surplus for the year of £1,558,411 (2024: loss of £1,128,127).
These financial statements were approved and authorised for issue by the trustees on 22 December 2025 and signed on their behalf by:
A Salvato Trustee
A Wallersteiner Trustee
Company registration number 06749574
**STREET CHILD ANNUAL REVIEW**
**70**
consolidated statement of cash flows for the year ended 31 march 2025
|**Net cash Inflow from operating activities**
353,729
**Net Cash inflow from returns on investments**
Bank interest and investment income
9,824
Cash from disposal of investments
-
**Increase in cash at bank and on hand**
**363,553**
Cash balance at beginning of the year
2,461,558
**Cash balance at end of the year**
**2,825,111**
**Analysis of changes in Net Debt**
**As at**
**Cash flows**
**1st April 2024**
**£**
**£**
Cash flows
2,461,558
363,553
**Total**
**2,461,558**
**363,553**
**Reconciliation of net incoming resources to net cash inflow from charitable activities**
**2025**
**£**
Net income
351,683
Investment income
(9,824)
Investment (Gain)
-
(Increase) in debtors
(301,980)
Increase in creditors
122,430
Increase/(Decrease) in deferred revenue
191,420
**Net cash Inflow/(Outflow) from operating activities**
353,729|(1,428,089)
390
8,029|
|---|---|
||**(1,419,670)**|
||3,881,228|
||**2,461,558**|
||**As at**
**31 March 2025**
**£**
2,825,111
**2,825,111**|
||**2024**
**£**
(582,936)
(389)
(27)
(905,713)
62,140
(1,164)|
||(1,428,089)|
**STREET CHILD ANNUAL REVIEW**
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## NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
## 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 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 2024/25 with Unrestricted reserves of £1,433,818 and at 31 March 2025 had unrestricted reserves of £1,279,476 which is in line with the range of target reserves of the charity (from £0.85m to £1.6m with a mid-range target of £1.2m).
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.
The Trustees are satisfied that the group has sufficient resources to continue in operational existence for the foreseeable future due to its loyal donor base and a significant grant pipeline as well as a number of significant fundraising appeals after the year end.
Annual budgets include 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.
The Trustees have concluded that with the reserves policy and liquidity requirements of the charity, 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.
**STREET CHILD ANNUAL REVIEW**
**72**
## NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
## 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.
Designated funds are unrestricted funds that have been set aside by the Trustees for a specific purpose, further details of this can be found on page 81.
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.
Grant income is recognised in the period in which it is receivable and becomes entitled to the income, any conditions attached to the grants have been met, the receipt is probable and the amount can be measured with sufficient reliability.
Income from grants that contain conditions relating to performance conditions or payments by results are recognised as performance occurs, with all funding received in advance or in arrears of performance deferred or accrued accordingly.
Donations and other forms of voluntary income are recognised as income when received by the charity. All income is shown gross, with associated costs analysed under the relevant cost headings.
Legacy income is recognised when three criteria are met: entitlement is established, receipt of the income is probable and it can be reliably measured:
- Entitlement is established when we receive notification of an interest in an estate and probate has been granted. Receipt is probable and the estate is reliably measurable when the final estate accounts have been received. Legacy income is only recognised in the financial statements when the above criteria are met.
## 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. Staff costs are apportioned between activities on a time spent basis.
## 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.
**STREET CHILD ANNUAL REVIEW**
**73**
NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
## 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.
## 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, child protection and an apportionment of overhead, support and governance costs.
## 1.10 TANGIBLE FIXED ASSETS
- Tangible fixed assets costing more than £5,000 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
Goods facilities and services donated for the charity’s use, where the benefit is quantifiable and the goods or services would otherwise have had to be purchased, are recognised in the Financial Statements, as both income and expenditure, at a reasonable estimate of their value in the period in which they are donated.
## 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.
**STREET CHILD ANNUAL REVIEW**
**74**
NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2025
## 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, Build Africa Limited, Bread and Water for Africa, Street Child Trading Limited and Africa Educational Trust on a line by line basis.
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 CHARITY
The charity is a company limited by guarantee and has no share capital. The members of the charity are the trustees listed on page 82. In the event of the charity being wound up, the liability in respect of the guarantee is limited to £10 per Bo. member of the charity.
**STREET CHILD ANNUAL REVIEW**
**75**
## notes to the financial statements for the year ended 31 march 2025
|**3**
**Donations and legacies**
**Group**
Grants receivable
Donations and gifts
Legacies
**Total**
**Company**
Donations and gifts
Grants receivable
Intercompany Income
Legacies
**Total**
**4**
**Other Trading Activities**
**Group**
Event income
**Total**
**Company**
Other trading income
**Total**
**5**
**Fundraising Costs**
**Group**
Staging fundraising events
Staff Cost
Other fundraising costs
Allocated Support staff cost
Allocated Support cost
**Total cost of raising funds**
**Company**
Staging fundraising events
Staff Cost
Other fundraising costs
Allocated Support staff cost
Allocated Support cost
**Total cost of raising funds**|**Unrestricted**
**Funds**
**£**
137,408
4,051,152
318,637
**4,507,197**
**Unrestricted**
**Funds**
**£**
3,630,850
-
1,019,407
(26,956)
**4,623,301**
**Unrestricted**
**Funds**
**£**
1,529,342
**1,529,342**
**Unrestricted**
**Funds**
**£**
861,325
**861,325**
**Unrestricted**
**Funds**
**£**
1,478,934
1,721,002
296,785
**3,496,721**
101,489
(28,712)
**3,569,498**
**Unrestricted**
**Funds**
**£**
1,276,579
1,721,002
274,292
**3,271,873**
73,297
(29,576)
**3,315,594**|**Restricted**
**Funds**
**£**
12,216,071
3,967,148
27,000
**16,210,219**
**Restricted**
**Funds**
**£**
3,771,650
9,703,349
93,121
27,000
**13,595,120**
**Restricted**
**Funds**
**£**
-
**-**
**Restricted**
**Funds**
**£**
-
**-**
**Restricted**
**Funds**
**£**
-
-
-
**-**
-
-
**-**
**Restricted**
**Funds**
**£**
-
-
-
**-**
-
-
**-**|**Total**
**2025**
**£**
**12,353,479**
**8,018,300**
**345,637**
**20,717,416**
**Total**
**2025**
**£**
**7,402,500**
**9,703,349**
**1,112,528**
**44**
**18,218,421**
**Total**
**2025**
**£**
**1,529,342**
**1,529,342**
**Total**
**2025**
**£**
**861,325**
**861,325**
**Total**
**2025**
**£**
**1,478,934**
**1,721,002**
**296,785**
**3,496,721**
**101,489**
**(28,712)**
**3,569,498**
**Total**
**2025**
**£**
**1,276,579**
**1,721,002**
**274,292**
**3,271,873**
**73,297**
**(29,576)**
**3,315,594**|**Total**
**2024**
**£**
11,055,968
9,063,320
55,473|
|---|---|---|---|---|
|||||**20,174,761**|
|||||**Total**
**2024**
**£**
8,407,380
5,995,978
1,118,395
31,121|
|||||15,552,874|
|||||**Total**
**2024**
**£**
1,313,450|
|||||1,313,450|
|||||**Total**
**2024**
**£**
800,785|
|||||800,785|
|||||**Total**
**2024**
**£**
1,176,216
1,662,317
303,228|
|||||3,141,761|
|||||93,623
(16,319)|
|||||3,219,065|
|||||**Total**
**2024**
**£**
1,080,529
1,656,884
290,171|
|||||3,027,585|
|||||87,450
(34,225)|
|||||3,080,809|
**STREET CHILD ANNUAL REVIEW**
**76**
## notes to the financial statements for the year ended 31 march 2025
|**6**
**Charitable activities**
**Group**
Grant funding of activities (see note 7)
Staff costs
Other charitable expenditure
Allocated Support staff cost
Allocated Support cost
**Total Charitable activities**
**Company**
Grant funding of activities
Staff costs
Other charitable expenditure
Allocated Support staff cost
Allocated Support cost
**Total Charitable activities**|**Unrestricted**
**Funds**
**£**
275,103
1,180,407
1,055,225
**2,510,735**
76,061
3,682
**2,590,478**
**Unrestricted**
**Funds**
**£**
327,170
1,180,407
672,196
**2,179,773**
73,297
(29,576)
**2,223,494**|**Restricted**
**Funds**
**£**
15,744,923
-
-
**15,744,923**
-
-
**15,744,923**
**Restricted**
**Funds**
**£**
11,982,248
-
-
**11,982,248**
-
-
**11,982,248**|**Total**
**2025**
**£**
**16,020,026**
**1,180,407**
**1,055,225**
**18,255,658**
**76,061**
**3,682**
**18,335,401**
**Total**
**2025**
**£**
**12,309,418**
**1,180,407**
**672,196**
**14,162,021**
**73,297**
**(29,576)**
**14,205,742**|**Total**
**2024**
**£**
16,870,865
949,185
946,679|
|---|---|---|---|---|
|||||18,766,729
87,427
(1,657)|
|||||18,852,499|
|||||**Total**
**2024**
**£**
12,979,608
949,185
418,959|
|||||14,347,752
87,450
(34,225)|
|||||14,400,977|
## **Allocation of support costs**
Support costs have been allocated on the following basis:
|**Group**
**Basis**
Management and Admin staff
Time Spent
Governance Cost (including external audit)
Type of activity
Rent and office cost and other running costs
Headcount
Costs recovered from programmes
Type of activity
Total
**Charity**
**Basis**
Management and Admin staff
Time Spent
Governance Cost (including external audit)
Type of activity
Rent and office cost and other running costs
Headcount
Costs recovered from programmes
Type of activity
Total
Support costs have been allocated on the following basis:
**Group**
**Basis**
Management and Admin staff
Time Spent
Governance Cost (including external audit)
Type of activity
Rent and office cost and other running costs
Headcount
Costs recovered from programmes
Type of activity
Total
**Charity**
**Basis**
Management and Admin staff
Time Spent
Governance Cost (including external audit)
Type of activity
Rent and office cost and other running costs
Headcount
Costs recovered from programmes
Type of activity
Total
**STREET CHILD ANNUAL REVIEW**|**Fundraising**
**Cost**
101,489
29,009
164,386
(222,108)
**72,777**
**Fundraising**
**Cost**
73,297
28,028
158,826
(216,430)
**43,721**
**Fundraising**
**Cost**
93,623
38,392
217,556
(272,267)
77,304
**Fundraising**
**Cost**
87,450
29,293
165,992
(229,510)
53,225|**Charitable**
**Cost**
76,061
42,609
241,453
(280,381)
**79,743**
**Charitable**
**Cost**
73,297
28,028
158,826
(216,430)
**43,721**
**Charitable**
**Cost**
87,427
53,818
304,966
(360,441)
85,770
**Charitable**
**Cost**
87,450
29,293
165,992
(229,510)
53,225|**Total**
**2025**
177,550
71,619
405,839
(502,488)
**152,520**
**Total**
**2025**
146,594
56,056
317,651
(432,859)
87,442
**Total**
**2024**
181,050
92,210
522,522
(632,708)
163,074
**Total**
**2024**
174,900
58,585
331,984
(459,020)
106,450
**77**|
|---|---|---|---|
## notes to the financial statements for the year ended 31 march 2025
|**7**
**Grant funding of activities undertaken by country**
**Group**
Ukraine
Nigeria
Sierra Leone
DRC
Cross-Cutting (multi country)
Uganda
Afghanistan
Nepal
Mozambique
South Sudan
Ghana
Liberia
Turkey and Syria
Cameroon
UK
Somalia
Burundi
Moldova
Kenya
Pakistan
Sri Lanka
Bangladesh
Ethiopia
Libya / Morocco
Rwanda|**2025**
**2025**
**2025**
**Unrestricted**
**Funds**
**Restricted**
**Funds**
**Total**
**Funds**
**£**
**£**
**£**
-
2,797,235
2,797,235
406,218
2,104,124
2,510,342
202,969
1,997,587
2,200,556
229,195
1,039,593
1,268,789
-
1,197,459
1,197,459
122,291
1,032,519
1,154,810
149,240
698,746
847,986
162,301
627,243
789,545
101,904
657,166
759,071
102,520
631,124
733,644
-
650,202
650,202
91,944
442,389
534,333
-
472,152
472,152
157,574
308,393
465,967
452,900
-
452,900
51,020
370,904
421,924
65,510
236,428
301,938
17,989
283,606
301,595
152,789
72,908
225,697
11,007
94,025
105,031
17,442
30,888
48,330
15,920
-
15,920
-
115
115
-
116
116
-
-
-
**2,510,735**
**15,744,923**
**18,255,658**|**2024**
**2024**
**2024**
**Unrestricted**
**Funds**
**Restricted**
**Funds**
**Total**
**Funds**
**£**
**£**
**£**
24,279
1,534,346
1,558,625
41,046
2,130,422
2,171,469
251,639
1,631,951
1,883,590
158,406
1,136,815
1,295,221
-
1,383,150
1,383,150
105,089
1,400,502
1,505,591
149,726
1,658,110
1,807,836
130,134
489,015
619,149
96,769
1,089,607
1,186,376
86,604
645,232
731,836
119,283
1,478,412
1,597,695
96,187
592,854
689,041
-
32,451
32,451
179,873
159,860
339,733
36,116
36,116
158,597
482,813
641,410
71,970
58,739
130,709
91,415
529,313
620,727
162,512
179,330
341,842
10,048
50,165
60,213
10,914
76,646
87,560
20,451
-
20,451
-
20,135
20,135
-
5,000
5,000
799
799|
|---|---|---|
|||**2,001,860**
**16,764,869**
**18,766,729**|
There were no grants committed to individuals during the year (2024: None).
## **8 Auditors' Remuneration**
The analysis of auditors remuneration is as follows:
|**Auditors' Remuneration**
The analysis of auditors remuneration is as follows:|||
|---|---|---|
|**Group fees payable**
Statutory UK audit
**Parent fees payable**
Statutory UK audit|**2025**
**£**
79,815
**79,815**
**32,834**|**2024**
**£**
76,350|
|||**76,350**|
||||
|||**30,750**|
## **9 Trustees**
No trustee received emoluments in the period (2024: none). No trustees were reimbursed expenses in the period (2024: none).
**STREET CHILD ANNUAL REVIEW**
**78**
notes to the financial statements for the year ended 31 march 2025
## **10 Employees**
## **Number of employees**
The average monthly number of employees during the year was:
|Programmes/charitable activities
Fundraising and Communications
Management and Administration
**Analysis of staff costs**
Salaries & wages
Social Security costs
Employers Pension Contributions|**2025**
**Number**
52
31
7
**90**
**2025**
**£**
3,735,921
216,535
85,061
**4,037,517**|**2024**
**Number**
59
31
8|
|---|---|---|
|||**98**|
|||**2024**
**£**
3,703,611
214,563
83,776|
|||**4,001,950**|
The number of employees whose annual remuneration was £60,000 or more were:
||**2025**|||**2024**||
|---|---|---|---|---|---|
||**Number**|||**Number**||
|£60,000 - £69,999|||4||6|
|£70,000 - £79,999|||3||2|
|£80,000 - £89,999|||2|-||
|£90,000 - £99,999|||1|-||
|£100,000 - £109,999||-|||1|
|£110,000 - £119,999|||1|-||
|£120,000 - £129,999||-||-||
|£130,000 - £139,999|||1||1|
The salary of the Street Child Group CEO is £135,000 (2024: £135,000).
## **Remuneration of key management personnel**
The key management personnel, who are also the Senior Leadership Team of the charity, are the Chief Executive; Director of Finance and Resources; Director - Global Programmes; Africa Programmes Director; Global Head of Advisory, Education and Evaluation; Global Programmes Co-ordinator; Director - Policy and Development, Executive Director of Africa Educational Trust and Director Street Child Europe; and the Board of Trustees.
The remuneration of key management personnel is as follows:
|Aggregate Compensation|**2025**
**£**
814,648
**814,648**|**2024**
**£**
688,419|
|---|---|---|
|||**688,419**|
## **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.
**STREET CHILD ANNUAL REVIEW**
**79**
## notes to the financial statements for the year ended 31 march 2025
## **12 Investments**
|**31 March**
**Group**
**2025**
**£**
Cost at 1 April
-
Sale of Investments
-
Gain/(loss) in the period
-
Market value at 31 March
-
**31 March**
**Charity**
**2025**
**£**
Investment in subsidiary
1
1
**13**
**Debtors**
**2025**
**£**
**Group**
Trade Debtors
1,469,086
Prepayments
808,810
Accrued Income
123,315
Other debtors
61,775
2,462,986
**Parent Charity**
Trade Debtors
1,186,783
Amounts due from subsidiary undertakings
1,159,773
Prepayments
743,416
Accrued Income
57,777
Other debtors
45,607
3,193,356
Amounts owed by Group undertakings are repayable on demand and no interest is payable.
All amounts are due within one year.
**14**
**Creditors: amounts falling due within one year**
**2025**
**£**
**Group**
Trade creditors
272,329
Grants Payable
99,923
Accruals
426,019
Other creditors
102,575
Other Taxation and Social Security
170,592
**1,071,438**
**Parent Charity**
Amounts due to subsidiary undertakings
199,643
Grants Payable
154,079
Accruals
229,535
Trade Creditors
211,955
Other creditors
45,940
Other Taxation and Social Security
72,858
**914,010**
**15**
**Deferred Income**
**2025**
**£**
**Group**
Balance at 1 April
166,178
Amount released to incoming resources
(166,178)
Amount deferred in year
357,598
Balance at 31 March
**357,598**
**Parent Charity**
**£**
Balance at 1 April
94,767
Amount released to incoming resources
(94,767)
Amount deferred in year
253,542
Balance at 31 March
**253,542**|**31 March**
**2024**
**£**
8,002
(8,029)
27|
|---|---|
||-|
||**31 March**
**2024**
**£**
1|
||1|
||**2024**
**£**
1,189,178
365,557
76,051
530,221|
||2,161,006|
||1,112,896
541,252
261,662
54,147
70,014|
||2,039,970|
||**2024**
**£**
186,319
127,405
353,366
109,778
172,141|
||949,008|
||288,033
112,789
239,638
147,595
70,601
84,541|
||943,197|
||**2024**
**£**
167,341
(167,341)
166,178|
||166,178|
||**£**
99,959
(99,959)
94,767|
||94,767|
Deferred income represents income for events received in advance and will be utilised in the following year.
**STREET CHILD ANNUAL REVIEW**
**80**
## notes to the financial statements for the year ended 31 march 2025
**16 Analysis of Charitable Funds** The restricted funds of the charity include restricted funds comprising unexpended balances of donations and grants held on trust for specific purposes, utilised for the projects below:
|**2025**
**Analysis of Unrestricted Funds - Group**
**Analysis of Designated Funds - Group**
**Analysis of Restricted Funds - Group**
**Programmes in Africa**
Educate a Child Programme (Education Above all Foundation)
Burundi Programmes
Cameroon Programmes
Multisectoral Emergency Response for Conflict Impacted population in
South Kivu, DRC (ECHO)
DRC : ECHO Funding
DRC Programmes
Ethiopia Programmes
Ghana Transform Education
Kenya Programmes
Liberia Programmes
Mozambique UNICEF Programmes
Mozambique Programmes
Nigeria: Education Cannot Wait
Nigeria Humanitarian Fund Programmes
Nigeria Programmes
Sierra Leone Education Innovation Challenge (Education Outcomes
Fund)
Sierra Leone Loans for Learning
Sierra Leone UK AID MATCH Programme
Sierra Leone Programmes
Somalia - TARL Project Somalia & Somaliland
Somalia Programmes
ASEP project in South Sudan
GESS Project in South Sudan (FCDO)
South Sudan Programmes
Uganda: ECW Multi year resilience programme
Uganda: ECW First Emergency Response
Uganda Programmes
**Total for Programmes in Africa**
**Programmes in Asia**
Afghanistan Appeal
Afghanistan Programmes
Afghanistan Humanitarian Fund programmes
Nepal: Build the Basics (Hempel)
Nepal Programmes
Pakistan Programmes
Sri Lanka Programmes
**Total for Programmes in Asia**
**Cross Cutting (Multi-Country) Programmes**
Cross Cutting (Multi-Country) Programmes
Emergency appeals
Ramadan appeal funds
**Total for Cross cutting (Multi-Country Programmes)**
**Ukraine and Moldova programmes**
Ukraine emergency appeal
Ukraine Humanitarian fund programmes
Ukraine Programmes
Moldova Programmes
**Total for Ukraine Response**
**Total Restricted Funding**
**Total funds**|**Balance**
**Income**
**Expenditure**
**Transfer between**
**Net**
**Balance**
**at**
**for the**
**for the**
**funds**
**Gains/Losses**
**at**
**1 April 2024**
**year**
**year**
**31 March 2025**
**£**
**£**
**£**
**£**
**£**
**£**
1,433,818
6,046,363
(6,159,976)
(1,000,000)
-
**320,205**
1,000,000
-
-
(1,000,000)
-
**-**
(184,375)
1,111,540
(1,350,828)
43,050
-
**(380,613)**
18,099
279,281
(236,428)
-
-
**60,952**
(5,336)
337,843
(308,393)
-
-
**24,113**
(262,945)
225,282
37,663
-
-
**-**
(10,274)
1,107,830
(933,650)
-
-
**163,907**
214,877
119,448
(143,607)
-
-
**190,718**
5,045
(4,930)
(115)
-
-
**-**
(1,664,655)
814,624
(650,202)
1,000,000
-
**(500,233)**
16,390
113,736
(72,908)
-
-
**57,219**
15,142
186,418
(240,857)
8,390
-
**(30,908)**
(32,124)
523,215
(483,556)
-
-
**7,534**
4,373
506,843
(173,610)
-
-
**337,606**
325,810
435,164
(866,646)
-
-
**(105,671)**
250,229
335,463
(471,516)
-
-
**114,176**
(109,421)
298,356
(365,092)
(17,026)
-
**(193,184)**
(60,254)
242,516
(337,640)
-
-
**(155,378)**
-
380,960
(365,623)
-
-
**15,337**
-
185,247
(358,429)
-
-
**(173,182)**
243,794
419,852
(396,709)
-
-
**266,938**
(227,016)
593,067
(366,051)
-
-
**-**
1,330
3,948
(4,853)
-
-
**425**
-
210,350
(148,715)
-
-
**61,635**
(88,668)
509,617
(479,985)
-
-
**(59,036)**
6,822
9,000
(2,424)
-
-
**13,398**
(115,239)
778,868
(701,314)
-
-
**(37,685)**
117,683
-
(129,385)
-
-
**(11,702)**
(12,955)
162,507
(76,337)
-
-
**73,216**
**(1,553,666)**
**9,886,047**
**(9,627,210)**
**1,034,414**
**-**
**(260,415)**
78,829
(7,726)
(71,102)
-
-
**-**
(10,171)
241,977
(189,994)
-
-
**41,812**
335,867
101,783
(437,650)
-
-
**-**
233,577
661,328
(596,129)
-
-
**298,776**
51,186
45,886
(31,115)
-
-
**65,957**
(23,389)
100,848
(77,459)
-
-
**-**
18,487
12,401
(30,888)
-
-
**-**
**684,386**
**1,156,495**
**(1,434,337)**
**-**
**-**
**406,545**
715,169
1,243,478
(1,093,812)
(28,990)
-
**835,845**
623,684
135,058
(490,610)
(5,424)
-
**262,708**
137,389
20,900
(18,114)
-
-
**140,176**
**1,476,243**
**1,399,436**
**(1,602,535)**
**(34,414)**
**-**
**1,238,730**
125,026
34,754
(7,167)
-
-
**152,612**
(389,204)
2,719,573
(2,330,368)
-
-
**-**
636,735
360,003
(459,699)
-
-
**537,039**
94,041
653,908
(283,606)
-
-
**464,343**
**466,597**
**3,768,239**
**(3,080,841)**
**-**
**-**
**1,153,995**|
|---|---|
||**1,073,560**
**16,210,219**
**(15,744,922)**
**1,000,000**
**-**
**2,538,857**|
|||
||**3,507,378**
**22,256,582**
**(21,904,898)**
**-**
**-**
**2,859,062**|
## **Notes on restricted funding grants:**
Transfers from unrestricted funds into restricted funds represent Street Child unrestricted funds being applied to restricted funds. Transfers from restricted funds into unrestricted funds represent small balances moved for completed grants into unrestricted funds which are in line with the donors wishes or permission. Funds with negative balances at 31 March 2025 are ongoing grants reimbursed in arrears by the funder and income has been received after the year end. The restricted funds that we hold are many and varied, all for delivery of specific programmes as set out in our grant agreements with the funders. All are in line with the descriptions of our activities and the delivery of our programmes as outlined in the Trustees Report.
## **Notes on Designated funds:**
In 2021/22 the designated fund was created, specifically to underpin Street Child's substantial financial undertakings in respect of programmes in West Africa.
In 2024/25 the fund was allocated in full to offset the cost of the Ghana programme, in line with its original designation. Discussions are ongoing with the donor regarding the level of income that will be received in this payment by results grant.
**STREET CHILD ANNUAL REVIEW**
**81**
## notes to the financial statements for the year ended 31 march 2025
|**2024**
**Analysis of Unrestricted Funds - Group**
**Analysis of Designated Funds - Group**
**Analysis of Restricted Funds - Group**
**Programmes in Africa**
Educate a Child Programme (Education Above all Foundation)
Burundi Programmes
Cameroon Programmes
Multisectoral Emergency Response for Conflict Impacted population
in South Kivu, DRC (ECHO)
DRC : ECHO Funding
DRC Programmes
Ethiopia Programmes
Ghana Transform Education
Kenya Programmes
Liberia Programmes
Mozambique UNICEF Programmes
Mozambique Programmes
Nigeria: Education Cannot Wait
Nigeria Humanitarian Fund Programmes
Nigeria Programmes
Children on the Margins, Sierra Leone (UK Aid Match)
Sierra Leone Education Innovation Challenge (Education Outcomes
Fund)
Sierra Leone Programmes
Somalia - TARL Project Somalia & Somaliland
Somalia Programmes
GESS Project in South Sudan (FCDO)
South Sudan Programmes
Uganda: ECW Multi year resilience programme
Uganda: ECW First Emergency Response
Uganda Programmes
**Total for Programmes in Africa**
**Programmes in Asia**
Afghanistan Appeal
Afghanistan Programmes
Afghanistan Humanitarian Fund programmes
Nepal: Build the Basics (Hempel)
Nepal Programmes
Pakistan Programmes
Sri Lanka Programmes
**Total for Programmes in Asia**
Cross Cutting (Multi-Country) Programmes
Cross Cutting (Multi-Country) Programmes
Emergency appeals
Ramadan appeal funds
**Total for Cross cutting (Multi-Country Programmes)**
Ukraine and Moldova programmes
Ukraine emergency appeal
Ukraine Humanitarian fund programmes
Ukraine Programmes
Moldova Programmes
**Total for Ukraine Response**
**Total Restricted Funding**
**Total funds**
**Notes on restricted funding grants:**|**Balance**
**Income**
**Expenditure**
**Transfer from/(to)**
**Net**
**Balance**
**at**
**for the**
**for the**
**Unrestricted**
**Gains/Losses**
**at**
**1 April 2023**
**year**
**year**
**funds**
**31 March 2024**
**£**
**£**
**£**
**£**
**£**
**£**
**1,111,639**
**5,629,920**
**(5,306,695)**
**(1,073)**
**27**
**1,433,818**
**1,000,000**
**-**
-
**-**
**-**
**1,000,000**
(15,123)
1,178,659
(1,347,911)
-
-
(184,375)
(10,686)
87,524
(58,739)
-
-
18,099
(10,302)
164,826
(159,860)
-
-
(5,336)
(88,067)
239,466
(414,343)
-
-
(262,945)
-
408,798
(419,072)
-
-
(10,274)
494,827
23,449
(303,400)
-
-
214,877
-
25,181
(20,135)
-
-
5,045
(360,826)
174,583
(1,478,412)
-
-
(1,664,655)
83,842
111,877
(179,330)
-
-
16,390
141,015
175,268
(301,511)
370
-
15,142
199,526
745,404
(977,191)
137
-
(32,124)
-
116,927
(112,416)
(137)
-
4,373
(61,917)
1,422,502
(1,034,774)
-
-
325,810
18,477
499,259
(305,644)
38,136
-
250,229
(292,535)
657,864
(436,615)
(38,136)
-
(109,421)
(164,781)
349,355
(184,357)
(216)
-
-
(34,226)
513,224
(539,252)
-
-
(60,254)
22,859
578,402
(358,330)
863
-
243,794
-
247,390
(474,406)
-
-
(227,016)
(19,951)
29,688
(8,407)
-
-
1,330
(70,560)
418,375
(436,483)
-
-
(88,668)
28,407
187,164
(208,749)
-
-
6,822
(9,704)
595,212
(700,748)
-
-
(115,239)
-
404,477
(286,794)
-
-
117,683
(114,880)
466,371
(360,360)
(4,086)
-
(12,955)
**(264,605)**
**9,821,245**
**(11,107,238)**
**(3,069)**
**-**
**(1,553,666)**
174,258
52,692
(148,121)
-
-
78,829
201,207
-
516,319
(325,283)
-
-
(10,171)
158,594
-
1,644,306
(1,149,845)
-
-
335,867
22,498
602,848
(391,770)
-
-
233,577
25,634
122,797
(97,245)
-
-
51,186
-
26,776
(50,165)
-
-
(23,389)
63,035
27,946
(76,646)
4,152
-
18,487
**(74,377)**
**2,993,683**
**(2,239,076)**
**4,152**
**-**
**684,386**
328,062
1,667,781
(1,280,672)
-
-
715,171
200,718
515,817
(74,225)
878
-
643,187
5,858
112,915
-
(888)
-
117,885
**534,638**
**2,296,513**
**(1,354,897)**
**(11)**
**-**
**1,476,243**
217,735
5,420
(98,113)
(16)
**-**
125,026
784,743
196,622
(1,370,569)
-
-
(389,204)
157,187
545,195
(65,664)
16
**-**
636,735
623,354
-
(529,313)
-
-
94,041
**1,783,019**
**747,237.21**
**(2,063,659)**
**-**
**-**
**466,597**|
|---|---|
||**1,978,675**
**15,858,680**
**(16,764,869)**
**1,073**
**-**
**1,073,559.50**|
|||
||**4,090,314**
**21,488,600**
**(22,071,564)**
**-**
**27**
**3,507,378**|
|||
**STREET CHILD ANNUAL REVIEW**
**82**
## notes to the financial statements for the year ended 31 march 2025
## **17 Operating lease commitments**
At 31 March 2025 the charity had outstanding commitments for future minimum lease payments under non-cancellable operating leases, which fall due as follows:
|Operating leases:
**Group only**
Less than one year
Between two and five years|**Land and Buildings**
**Land and**
**Buildings**
**2025**
**2024**
**£**
**£**
65,468
87,290
-
65,468
65,468
152,758|**Other operating**
**leases**
**Other operating leases**
**2025**
**2024**
**£**
**£**
839
982
1,679
-|
|---|---|---|
|||2,518
982|
After the year end the Charity signed an extension to its existing property lease in London, for a total of £242,933 for three years, including a rent free period of 4.5 months.
- **18 Analysis of net assets between funds**
## **Group**
|**2025**
Fund balances at 31 March 2025 are represented by:
Net Current Assets
**2024**
Fund balances at 31 March 2024 are represented by:
Net Current Assets
**Charity**
**2025**
Fund balances at 31 March 2025 are represented by:
Investments
Net Current Assets
**2024**
Fund balances at 31 March 2024 are represented by:
Investments
Net Current Assets|**Unrestricted Funds**
**Designated**
**funds**
1,320,206
-
**1,320,206**
**-**
**Unrestricted Funds**
**Designated**
**funds**
2,338,935
1,000,000
**2,338,935**
**1,000,000**
**Unrestricted Funds**
**Designated**
**funds**
1
-
598,989
-
**598,990**
**-**
**Unrestricted Funds**
**Designated**
**funds**
1
-
653,450
1,000,000
**653,451**
**1,000,000**|**Restricted**
**Funds**
**Total**
**2025**
2,538,856
3,859,061|
|---|---|---|
|||**2,538,856**
**3,859,061**|
|||**Restricted**
**Funds**
**Total**
**2024**
168,445
3,507,379|
|||**168,445**
**3,507,379**|
|||**Restricted**
**Funds**
**Total**
**2025**
-
1
3,170,396
3,769,385|
|||**3,170,396**
**3,769,386**|
|||**Restricted**
**Funds**
**Total**
**2024**
-
1
557,524
2,210,974|
|||**557,524**
**2,210,975**|
- **19 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, started a permanent employment contract with the Charity on 7th November 2022 as Fundraising Advisor. The total employment cost was £21,236 during the year (2024: £24,255). David Lloyd resigned from the Board of Trustees on 11th November 2025.
There were no Trustee related party transactions that require disclosure in the current or prior year.
## **Key Management Personnel Related Parties**
Lucinda Dannatt, who is the wife of a key management person had a total employment cost of £83,201 (2024: £76,867) during the year.
## **Other Related Parties**
During the year Children in Crisis made net payments on behalf of Street Child of £80,820 (2024: £30,114). Children in Crisis awarded a grant of £75,000 (2024: £250,000 to Street Child.
At the Balance Sheet date Street Child owed Children in Crisis £145,310 (2024: £64,490).
During the year Street Child made net payments on behalf of Build Africa of £71,213 (2024: Build Africa made net payments on behalf of Street Child of £140,881). Build Africa awarded a grant of £502,213 (2024: £300,000) to Street Child.
At the Balance Sheet date Build Africa owed £30,994 to Street Child (2024: Street Child owed £40,219 to Build Africa).
During the year Lessons for Life Foundation made a grant of £0 (2024: £80,000) to Street Child. Street Child made net payments of £19,865 on behalf of Lessons for Life Foundation (2024: Lessons for Life Foundation made net payments to Street Child of £52,717). At the Balance Sheet date Street Child owed Lessons for Life Foundation £54,273 (2024: £74,138).
During the year Street Child made net payments on behalf of Africa Educational Trust of £193,745 (2024: £127,765). Street Child also made a grant of £200,000 (2024: £500,000) to Africa Educational Trust.
At the Balance Sheet date Street Child was owed £59,577 (2024: £253,322) by Africa Educational Trust.
During the year Street Child Trading Limited made net payments on behalf of Street Child of £48,000 (2024: £54,000). At the Balance Sheet date Street Child owed £nil (2024: £48,000) to Street Child Trading Limited.
During the year Street Child made net payments on behalf of Sierra Leone Marathon of £13,435 (2024: £4,878). At the Balance Sheet date Street Child owed Sierra Leone Marathon Limited £3,544 (2024: £16,980).
During the year Bread and Water for Africa made net payments on behalf of Street Child of £61,127 (2024; £82,532).Bread and Water for Africa made a grant of £55,000 to Street Child (2024:nil). At the Balance Sheet date Street Child owed Bread and Water for Africa £60 (2024: £61,187).
**STREET CHILD ANNUAL REVIEW**
**83**
## notes to the financial statements for the year ended 31 march 2025
## **20 Subsidiaries**
Details of the charity's subsidiaries at 31 March 2025 are as follows:
|**Name of undertaking and registered office**|**Country of**||**Class of**|||
|---|---|---|---|---|---|
|**address**|**Incorporation**|**Nature of business**|**Shareholding**|**% Held Direct**|**Basis of ownership**|
|**_Children in Crisis Limited_**|England and|Charity|None|None|Company Limited by|
|33 Creechurch Lane, London. EC3A 5EB|Wales||||Guarantee|
|Company Number: 2815817||||||
|Charity Number: 1020488||||||
|**_Sierra Leone Marathon Limited_**|England and|Event Management|Ordinary|100|Company Limited by|
|33 Creechurch Lane, London. EC3A 5EB|Wales||||Guarantee|
|Company Number: 7799857||||||
|**_Street Child International_**|Nigeria|Charity|None|None|Company Limited by|
|Suite B52, New Banex Plaza, Wuse 2, Abuja,|||||Guarantee|
|Nigeria||||||
|**_Build Africa Limited_**|England and|Charity|None|None|Company Limited by|
|33 Creechurch Lane, London. EC3A 5EB|Wales||||Guarantee|
|Company Number: 2200793||||||
|Charity Number: 298316||||||
|**_Lessons for Life Foundation Limited_**|England and|Charity|None|None|Company Limited by|
|33 Creechurch Lane, London. EC3A 5EB|Wales||||Guarantee|
|Company Number: 6448222||||||
|Charity Number: 1122320||||||
|**_Africa Educational Trust_**|England and|Charity|None|None|Charitable|
|33 Creechurch Lane, London. EC3A 5EB|Wales||||Incorporated|
|Charity Number: 1178306|||||Organisation|
|**_Bread and Water for Africa_**||||||
|33 Creechurch Lane, London. EC3A 5EB|England and|Charity|None|None|Company Limited by|
|Company Number: 05043252|Wales||||Guarantee|
|Charity Number: 1103138||||||
|**_Street Child Trading Limited_**||||||
|33 Creechurch Lane, London. EC3A 5EB
Company Number: 09943198|England and
Wales|Sponsorship and
promotion|Ordinary|100|Company Limited by
Guarantee|
Summarised results for each entity for the year ended 31 March 2025 are as follows:
|**Children in Crisis**
Total Assets
Total Liabilities
Net funds
Total Income
Total Expenditure
Net movement in Funds
**Sierra Leone Marathon Limited**
Total Assets
Total Liabilities
Net funds
Total Income
Total Expenditure
Net movement in Funds
**Street Child International**
Total Assets
Total Liabilities
Net funds
Total Income
Total Expenditure
Net movement in Funds
**Build Africa Limited**
Total Assets
Total Liabilities
Net funds
Total Income
Total Expenditure
Net movement in Funds|**2025**
296,798
(48,088)
248,710
536,393
(761,758)
(225,365)
**2025**
62,685
(48,654)
14,031
79,563
(68,964)
10,599
**2025**
194,711
(2,018,037)
(1,823,326)
971,897
(2,358,949)
(1,387,052)
**2025**
129,292
(34,471)
94,821
540,190
(511,508)
28,682|**2024**
526,908
(52,833)|
|---|---|---|
|||474,075|
|||2,357,408
(1,855,288)|
|||502,120|
|||**2024**
107,064
(91,090)|
|||15,974|
|||69,331
(55,761)|
|||13,570|
|||**2024**
652,226
(1,087,968)|
|||(435,742)|
|||2,108,653
(2,005,351)|
|||103,302|
|||**2024**
69,103
(2,964)|
|||66,139|
|||278,228
(306,934)|
|||(28,706)|
**84**
**STREET CHILD ANNUAL REVIEW**
## notes to the financial statements for the year ended 31 march 2025
|**Lessons for Life Foundation**
Total Assets
Total Liabilities
Net funds
Total Income
Total Expenditure
Net movement in Funds
**Africa Educational Trust**
Total Assets
Total Liabilities
Net funds
Total Income
Total Expenditure
Net movement in Funds
**Bread and Water for Africa**
Total Assets
Total Liabilities
Net funds
Total Income
Total Expenditure
Net movement in Funds
**Street Child Trading Limited**
Total Assets
Total Liabilities
Net funds
Total Income
Total Expenditure
Net movement in Funds|**2025**
76,409
(9,582)
66,827
60
(3,948)
(3,888)
**2025**
415,904
(246,520)
169,384
1,744,042
(1,388,008)
356,034
**2025**
45,900
(3,132)
42,768
28,766
(56,392)
(27,626)
**2025**
495,892
(65,583)
430,309
588,454
(158,145)
430,309|**2024**
82,410
(11,695)|
|---|---|---|
|||70,715|
|||167
(84,092)|
|||(83,925)|
|||**2024**
277,051
(463,700)
(186,649)|
|||1,481,066
(1,557,343)|
|||(76,277)|
|||**2024**
83,112
(12,717)|
|||70,395|
|||26,850
(9,662)|
|||17,188|
|||**2024**
377,352
(3,728)|
|||373,624|
|||431,633
(58,009)|
|||373,624|
## **21 Capital Commitments**
The group had no capital commitments neither at 31 March 2025 nor at 31 March 2024.
**STREET CHILD ANNUAL REVIEW**
**85**
Chlldren supported Into school In Cameroon.
# WITH THANKS TO THE LOCAL PARTNERS WE WORK WITH in OVER 20 COUNTRIES
## LEGAL AND ADMIN INFORMATION
# THE TRUSTEES WHO SERVED DURING THE YEAR AND UP TO THE DATE OF APPROVAL OF THE FINANCIAL STATEMENTS WERE:
**D Ashcroft (resigned 29th October 2025) G Cipparrone D Collison L Davies G Heffernan S Hughes E Kohnstamm Rev D Lloyd (resigned 11th October 2025) N Mason K Mistry J Ryan A Salvato M Van Den Berg A Wallersteiner A White (resigned 20th October 2025) J Dewar (Appointed 8th July 2025)**
## AUDITORS:
**Moore Kingston Smith LLP, Chartered Accountants, 9 Appold Street, London, EC2A 2AP**
## 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 Lane, London EC3A 5EB, UK | info@street-child.org | 020 7614 7696 | @streetchilduk**
STREET
CHILD
info@street-child.co.uk
www.street-child.org