CAME Women and Girls Development Organisation , Greenford Business Center, ICG House, Station Approach, Old Field Lane North, Middlesex, London UB6 0AL Tel: 020 8578 5265 / 07942240643 Email:cawogido@yahoo.co.uk / Web:www.cawogido.co.uk Registered Charity No: 1155079 / Companies House: 07193333 ## **TRUSTEE REPORT** ## **31 March 2023** ## **REFERENCE AND ADMINISTRATIVE DETAILS** 1 **Registered charity name:** CAME Women and Girls Development Organisation, **Charity registration number** 1155079 **Company registration number** 07193333 **Registered office** Greenford Business Centre, ICG House, Station Approach, Old Field Lane North, Middlesex, London UB6 0AL Tel: 020 8578 5265 / 07942240643 Email: cawogido@yahoo.co.uk. www.cawogido.co.uk Registered Charity No: 1155079 / Companies House: 07193333 https://www.facebook.com/CameWomenAndGirlsDevelopmentOrganisation ## **THE TRUSTEES AS AT 31 MARCH 2023** Margaret Nyuydzewira – Director and chair Geraldine Yenwo - Treasurer Betty Kemngang - Secreatary Meredith Asheri Bernadette Mah Fonyuy Mengnjo ## **Bankers** **METRO BANK:** The Townhouse, The Broadway, London W5 5JN ## **Accountant** North West Associates Certified Public Accountants 1[st] Floor. Gibson House, 800 High Road, Tottenham, N17 0DH 2 ## **Introduction** CAME Women and Girls Development Organisation (CAWOGIDO) is one of the few organizations in the UK involved in the implementation of various activities that promotes the well-being and basic rights of BAME women and girls. Our organization supports efforts that empower women within their cultural traditions, diversity and integration. We value the strengths and dignity of women and affirm their right to benefit both in health and social care. **Our Vision: “Prevention is Better than Cure”** CAWOGIDO envisages a world in which women and girls, young people are able to enjoy the highest level of health and social well-being and are accorded their human rights, dignity, equality, justice and freedom from all forms of discrimination and violence (sexual and GBV). This Trustee Annual Report conform to Reporting by Charities revised by the UK Charity Commission in 2010. ## **1. Structure, Governance and Management** CAWOGIDO is a company limited by guarantee and governed by its Memorandum and Articles of Association, which were incorporated on 8th March 2010 (Company No. 07193333). The Memorandum and Articles of Association including the objects were amended and adopted at the Trustee Meeting in December 2016 to reflect better the current focus of the organisation. ## **1.1. Structure of the Board of Trustees** In accordance with the Articles and Memorandum of Association the Trustees are members of the organisation and have the responsibility to manage the business of the organisation. The minimum number on the Board of Trustees also known as Directors is five and the maximum is fifteen members. CAWOGIDO board comprise 5 members committed to charitable work and with knowledge of social-economic factors underlying under-development and made up of three-fifths or 80 percent of its membership of African descent and 90 percent representation of women to ensure effective participation of groups who are most affected by the issues that CAWOGIDO works on. Five Trustees have been confirmed as of 31 March 2019. The Board has three honorary officers: the Chair who at the same time is the director, Secretary and Treasurer. All trustees are members of CAWOGIDO before they can be eligible to stand for office. The trustees of CAWOGIDO can co-opt new trustees during the year to fill vacancies with specialist skills and to address the skills deficit identified by the board. The CVs of potential co-opted trustees are circulated to existing trustees to review and approve before being co-opted on the board. All co-opted trustees have the opportunity at the AGM to be formally elected to the board. The Board of Trustees meet four times a year. Meetings focus on planning, policy and strategy development and monitoring of programmes and finances. Quarterly Management accounts are submitted and shared with the Treasurer prior to review at each Board meeting. The Board of Trustees is supported by three sub-committees: the Programme 3 Committee, the Finance and Human Resources Committee and the Events and Fundraising Committee. All committees have terms of reference to guide their operations and report quarterly to the Board of Trustees. Trustees are encouraged to visit projects and attend events on behalf of CAWOGIDO. Trustees may also be required to support specific programme areas including training and to monitor ongoing projects. The Board of Trustees oversee financial operational systems, annual planning and monitoring including risk analysis and management. It is the duty of the board to ensure that CAWOGIDO complies with all financial, policies, regulations and good practice. The three committees also provide more hands-on support of the key operational areas: programmes, communication and fundraising and finance. New trustees are recruited through a selection process and from the membership of CAWOGIDO. A new recruitment process is now in place which requires advertising in a number of local newspapers and networks. Trustees have to fill in an application form and be interviewed by a panel made up of Trustees. ## **1.2. Management and Staffing** The chair, treasurer and secretary are responsible for the day-to-day management of programme activities. Additionally volunteers supported a range of tasks. CAWOGIDO recruits’ volunteers through adverts on the website and also selects from candidates who send in regular applications. The director receives £7000 per year and volunteers £15 a day. The 2018- 2020 Business and Strategic Plan provided the framework for the organisation's work in the reporting year. Annually an Operational Plan and a Budget is approved by the Trustees to guide the work of the organisation. The Operational Plan has 10 priority areas that reflect the key objectives in the Strategic Plan. The Annual Operational Plan serves as both a planning and monitoring framework for the organisation and reviewed twice a year by the Trustees. ## **1.3. Risk management** The Trustees assess periodically the major risks that the organisation faces in particular those related to programme operations and finances. The Board has adopted a risk policy which includes an annual review of a risk register at the autumn meeting of the trustees. The aim is to ensure that systems are in place to identify and mitigate exposure to major risks. Additionally the Treasurer and the Finance and Human Resources Committee regularly review the financial risks to which the organisation is exposed. The review of the risk register is delegated by the Trustees to the chair, who is tasked to report to the Board. ## **2. CAWOGIDO Strategic Goals and Objectives: 2022- 2025** ## **Organisational Goals from the Strategic Plan 2022- 2025** The **2022- 2025** Strategic and Business Plan of CAME Women and Girls development organisation provides the framework that will guide the organisation to double efforts to plan and strengthen access to services for the many vulnerable women and girls and young people whom we aim to support in London and in Cameroon. The operational goals and programme objectives for the year **2022- 2025** are as follows: 4 **PROGRAMMES** : TO ADVOCATE FOR THE DEVELOPMENT OF POSITIVE POLICIES AND ENSURE ACCESS TO COMPREHENSIVE SERVICES AND PROGRAMMES, PARTICULARLY FOR VULNERABLE WOMEN AND GIRLS. **ORGANISATIONAL DEVELOPMENT & PERFORMANCE: TO STRENGTHEN OUR LEADERSHIP, DEVELOP OUR CAPACITY AND RESOURCE BASE TO ACHIEVE OUR MISSION AND STRATEGIC GOALS STRENGTHENING OUR GENDER BASED AGENDA, SUPPORTING OUR YOUNG PEOPLE’S PROGRAMME AND ENGAGING IN OUR POVERTY REDUCTION STRATEGY AMONG WOMEN AND GIRLS IN THE UK AND IN CAMEROON.** ## **Programme Objectives** **1.** Ensure efficient functioning of leadership and management structuresGovernance **2.** Improving infrastructure and systems and people performance and productivity- Staff and Infrastructure **3.** Effective and efficient management of funds, finance policies and systemsFinance management **4.** Increase visibility and profile of the organisation and information resources- **5.** Secure sustainable resources to implement strategic plan for poverty reduction among women and girls, as well as young people’s education in London and Cameroon **6.** Strengthen and consolidate – Training on; education FGM, breast ironing, HIV/AIDS and sexual health **7.** Strengthen women’s actions in leadership, advocacy policy development **8.** Mobilizing and engaging women and girls, as well as young people in volunteering . ## **Our strategic objectives Foreword** Developing and implementing the strategic objectives requires permanent and transparent cooperation and coordination amongst the trustees, support services and other services of our organisation. **Strategic objective 1:** Ensure efficient functioning of leadership and management structures- Governance CAWOGIDO's influence on development and prosperity is growing by the day. Our trustees has a long and fruitful tradition of commitment, dedication and monitoring our policy. It is both willing and able to continue assuming this role of its governance process, and to do so in a spirit of openness, consultation and cooperation with all partners stakeholders and beneficiaries. And we will continue to develop its abilities in order to anticipate future developments and working constantly in coordinating and facilitating good leadership and management. ## **Strategic objective 2:** Improving infrastructure and systems and people performance and productivityvolunteers, members and Infrastructure CAWOGIDO will continue to offer a permanent structure that enables us, working in consultation with our partners, improve our infrastructure, build the capacity of the organisation, volunteers and members. We will continue to modernise our logistical and ICT activities, which are vital to performing basic tasks. The organisation relies heavily on the support of information and communication technology, the role of which is steadily expanding in our everyday operations. Furthermore, the future will 5 be marked by an increase in the value of knowledge management. Expertise remains the core component here. Our action will focus on sustainable development and protection of the vulnerable. ## **Strategic objective 3:** Effective and efficient management of funds, finance policies and systems- Finance management The development of an effective and efficient financial system is an essential component of our accountability and deserves to be strengthened even more. It will be fully integrated into the general policy. Consistency will be the central element. The joint management, accounting and control services will pay constant attention to the aspects of their duties related to Effective and efficient management of funds, finance policies and systems- Finance management ## **Strategic objective 4:** Increase visibility and profile of the organisation and information resources- Good documentation of our work and web presence form the foundation of meaningful mutual exchanges of our work with other partners, and contribute obvious added value to our growth and prosperity and our place in the world. CAWOGIDO has the willingness to maintain and develop our web presence and the ability to promote our work. It will take its coordination mission seriously. Suitably developed web information and organisation resources are also a lever for our organisation diplomacy and the defence of our mission and objectives. We will achieve this goal by conducting a policy focused on training personnel, ensuring better reception, upgrading computer tools, establishing constantly updated databases and ensuring proper archiving ## **Strategic objective 5:** Secure sustainable resources to implement strategic plan for poverty reduction among women and girls, as well as young people’s education in London Our organisation will respond to this interest through research, consultation and planning , we will mobilise communities, government and resources, create, engage all to built and sustain a network that is committed and ready to work for poverty reduction among women and girls. Helping women farmers access the resources they need to grow food . By empowering young people in London to engage in education, start and grow their social enterprise and businesses, we can help thousands of young people lift their families and communities out of poverty for good ## **Strategic objective 6:** Strengthen and consolidate – Training on, FGM, breast ironing, HIV/AIDS and Gender issues CAWOGIDO wants to improve the effectiveness, efficiency, promptness and quality of our support to our beneficiaries, both in the UK and abroad. We will continue mobilising mainstream orgainsations to join us in this fight. Long term action plans and sustained funding to continue raising awareness, building capacities, conducting trainings and engaging communities through advocacy. ## **Strategic objective 7:** Strengthen women’s actions in leadership, advocacy policy development Skills enhancement, professional trainings and teamwork will be the central goals. Strengthening leadership skills, innovative advocacy knowledge management and policy skills promotion will be the main focal points of a policy that gives priority to the specific nature of our empowerment work. These measures will result in a high 6 degree of personnel satisfaction and motivation and consequently greater outcome and achievements for the organisation. ## **Strategic objective 8:** Mobilizing and engaging women and girls, as well as young people in volunteering and project activities Our community programmes is geared at engaging with women and young people who are our volunteers, and strengthening partnerships and capacity of African and minority ethnic migrant and refugee community based organisations. We will continue work through an advisory group made up of volunteers that support the organisation and the implementation of project work and provide guidance and support monitoring of the project. ## **OUR MISSION** Came Women and Girls Development Organisation (CAWOGIDO) recognises that poor health of women and their inequitable access to health provision, adversely impact on the socio-economic development of diaspora women’s organisations in the UK and continues to contribute to poverty.. CAWOGIDO therefore adopts a holistic view which requires a multi-sectoral strategy for the implementation of health, education, economic development and socio-economic programmes. By working with individual women, girls and youth within communities at the local grassroots level, and with community-based organisations, statutory groups, governments and other members of civil society at local, national and international levels, CAWOGIDO seeks to create a better understanding of the multiplicity of issues that impact on the health and well-being of women and girls from disadvantaged communities, Black and Minority Ethnic groups ## **Our Vision** CAWOGIDO envisages a world in which targeted women and youths are able to enjoy the highest level of physical health, mental health and social inclusion and are accorded their human rights, integrity, dignity, equality and freedom from all forms of violence and discrimination. ## **Our Philosophy** CAWOGIDO recognizes that poor health of women’s and girls’ and their inequitable access to health provision, adversely impact on the socio-economic development of women and girls and continues to contribute to poverty.. CAWOGIDO therefore adopts a holistic view which requires a multi-sectoral strategy for the implementation of health, education, economic development and socio-economic programmes. By working with individual women, girls and youth within communities at the local grassroots level, and with community-based organisations, statutory groups, governments and other members of civil society at local, national and international levels, CAWOGIDO seeks to create a better understanding of the multiplicity of issues that impact on the health and well-being of women and girls ## _**CORE VALUES:**_ To achieve organizational vision and mission **Ownership** ; common values are shared, **Accountability** ; high standard of accountability maintained **Commitment** ; the highest degree of commitment by all at all time **Transparency** ; everything in the organization is open and genuine **Trust** ; building trust between the funders, stakeholders and beneficiaries **Efficiency** ; design, plan, implement and evaluate all possible actions 7 ## **Our policy framework** - Organisation policy is put in place - our own policy development; - our organisational commitments to policy work; - the directives of CAWOGIDO policy. ## **Our organisational culture** - Professionalism and expertise, with a focus on achieving an in-depth understanding of charitable work and what they mean to our beneficiaries - Efficiency, by seeking to achieve maximum results with relatively modest resources; - commitment and dedication to the public, by offering our organisation speedy, high-quality free services to vulnerable women and girls as well as young people; - An objective analysis of others positions, compassionate care and a voice for the voiceless - The permanent updating of operating methods, skills and capabilities, taking account of community developments; - Effective, efficient, accountable, positive communication and transparency. ## **Programme Strategies and Priority Areas in 2023-2025** - Consolidate and expand training, advocacy work and campaigns nationally and internationally to influence policies and change attitudes towards genderdiscriminatory practices, particularly FGM and Breast ironing - Strengthen capacity of partners and support learning and sharing with UK and Europe - Generate evidence through innovative research and dissemination of findings on breast ironing in Cameroon. 8 ## **2.1. Highlights of Activities in 2023** - CAWOGIDO continues to be a strong voice in safeguarding rights and dignity of African girls and women and to develop needed evidence to inform policy and programmes on breast ironing. We participated in a number of high level consultations on violence against women and ensured that the strategy was framed within a gender- focused and integrated approach that broadened the definition of violence against women and girls In 2023 our programmes focused on scaling up activities in LONDON to promote and assist beneficiaries during this cost of living crisis with focus on employment or training based on a sample study of 20 young people who were identified through a study that had been based on educational needs of the community. Data were obtained through observation during a home visit and a semi structured interview. ## **2.2. Partnership arrangements** Working through partnerships forms part of the core values of CAWOGIDO. Therefore CAWOGIDO strives to constantly develop new partnerships and strengthen existing partners (Ealing Youth Foundation). The strategy involves working with established umbrella organisations and small and newer community organisations. At the community level the strategy is based on mobilising key stakeholders particularly young people, men and faith leaders to raise awareness through customised programmes and build effective/functional relationships and partnerships with the media. Training and capacity development forms a core area of programming with youth empowerment through education and training. CAWOGIDO works through partnerships and collaborates with a number of organisations and professional bodies. Partnership ensures that the organisation is able to reach out to wider range of audiences; initiatives undertaken are more sustainable because of the active participation of key stakeholders. Provision of technical support to partners also helps to build the capacity of partners and ensure that community needs are addressed. ## **2.3 Public Benefit Statement** The Board of Trustees confirm that they have compiled with the duty in section 4 of the Charities Act 2006, to have due regard to the “Public Benefit Guidance” published by the Charity Commission. CAWOGIDO’s charitable purpose is enshrined in its objects (see section 2). The Trustees ensure that this purpose is carried out in for the public benefit in accordance with our mission statement and strategic objectives and to ensure that we safeguard health and dignity of girls of African girls and women. ## **3. Achievements and Performance against Goals & Objectives** This reporting year marked the last year of CAWOGIDO’s **2022- 2025** Strategic Plan. "Safeguarding rights and strengthening access to services". The strategic goals are provided below. - To contribute to the global elimination of harmful gender-based discriminatory practices, particularly FGM and Breast ironing; - The protection of the health, well-being and dignity of African girls and women; - The realisation of the right to sexual and reproductive health and access to quality and affordable services, particularly for vulnerable African girls and women; and ## **3.1. To provide information / resources for Youth education and Employability** CAWOGIDO’s information and resources form a key component of our education and awareness strategy for youth empowerment. Through identifying these needs we are developing a project which directly meets these needs. This includes listening to what young people want and delivering services which will be interesting relevant and build their personal skills. Young people will be part of our user forum, which will meet to share experiences and evaluate/review project. There will also be young people on the Steering Group. This will ensure their needs are central to the project and will also build their skills. ## **3.2. To provide training, advice and consultancy** Training and public education forms a key part of CAWOGIDO’s work and aims to help shift definition of Breast ironing as a cultural practice to a rights violation and also to provide the relevant skills for taking action to help end. In the year CAWOGIDO provided training mainly on request to ... statutory agencies from health, social services, and voluntary agencies. ## **3.3. To undertake lobby and advocacy action** Advocacy and campaign action is central to the work of CAWOGIDO due to the need to strengthen visibility of the issues that CAWOGIDO tackles. While FGM has been an issue of concern in the UK for the past 20 years, breast ironing is new, because it affects primarily ethnic minority groups and refugees and asylum seekers, the policy approach is very fragmented and not consistent throughout the UK. Informing and influencing policy has been a primary focus of the UK programme. We strive to work through partnerships and networks to undertake our advocacy and campaign activities. ## **3.4. To network and support community action and engagement** The UK community programmes is geared at engaging with women from FGM practicing communities and strengthening partnerships and capacity of African and minority ethnic migrant and refugee community based organisations. “The Women’s Health and Leadership Programme” adopts a community development approach and aims to strengthen leadership, give voice, build confidence and skills of community women to enable women to access needed specialist health services. We work through an advisory group made up of representatives from community agencies that provide guidance and support monitoring of the project. . ## **3.5. To manage volunteers, develop organisational systems and office infrastructure** CAWOGIDO continues to operate with small team of volunteers at the London office and provide technical support to partners and implements directly many of it’s services. In the reporting year CAWOGIDO has maintained its volunteer strength which is made up of 15 volunteers. CAWOGIDO’S VOLUNTEER are a valued part of our human resources and we strive to motivate and retain them training, effective supervision and a culture which allows collaboration, friendliness and sharing. Some of the training provided 10 ## **4. Financial Review** ## **4.1. Review of funding sources and expenditure** CAWOGIDO's financial situation is still heavily dependent on restricted short term grants, however the number of grants have decreased. The total income was slightly below the expected level, however considering the cost of living crises and recession, this represented a good level of income and supported a number of cutting edge programmes. There was a slight increase in unrestricted funding which is partly due to the increase in social enterprise services activities which brought in some new income. ## **4.2. Reserves Policy** CAWOGIDO's reserves have been established for the purpose of meeting the charity’s objectives and to ensure the continued operation of programmes. It makes provision for unforeseen obligations and emergency situations. This is guided by a reserves policy that requires allocation of up to 20% of annual budget as its emergency operating reserves (EOR) or unrestricted reserves. The trustees also agree that in addition a minimum level of the EOR at any time should be equivalent to six months' operating costs. This figure is reviewed annually by Trustees. At the end of March 2023, CAWOGIDO’s unrestricted reserves totalled £4500 11 ## **5. Plans for 2024- 2025** At the 2023 Annual General Meeting (AGM) of CAWOGIDO Members approved the Strategic Plan: Empowering Women, girls and young people for a Better World”. This strategic plan outlines CAWOGIDO’s new vision and mission. CAWOGIDO will strive to prioritise the eight strategic objectives through programme activities both in the UK and abroad. Undertake public education on Breast Ironing, FGM, child marriages, sexual violence and sexual health; - Conduct evidence based policy advocacy and campaign action on key issues; - Provide advice, information, referrals and support to complement existing services; - Provide leadership skills, confidence building, rights education and support livelihood projects; - Develop management, programme capacity and sustainability of partners and organisations; - Train key professionals and facilitate sharing lessons and dissemination of resources; - Support alliance building with African Diaspora women and organisations; - Create opportunities for networking, policy engagement and action on health, rights and development of girls and women. A major focus of the future work will be to strengthen CAWOGIDOs volunteer capacity and core infrastructure, including diversifying funding levels. We aim to scale up cutting edge programmes and strengthen partnerships and alliances to realise the goal of fulfilling sexual and reproductive health and rights of African women and girls and attaining gender equality. 12 ## **RESPONSIBILITIES OF THE TRUSTEES** The trustees are responsible for preparing the Trustees’ Annual Report, the financial statements in accordance with applicable law and regulations. Company law requires the trustees to prepare financial statements for each financial year. Under that law the trustees have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). The financial statements are required by law to give a true and fair view of the state of affairs of the charity and of the surplus or deficit of the charity for that period. In preparing these financial statements, the trustees are required to: - select suitable accounting policies and then apply them consistently; - make judgements and estimates that are reasonable and prudent; - prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation. The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charity and which enable them to ensure that the financial statements comply with Companies Act 1985. The trustees are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. ## Registered office: _CAME Women and Girls Development Organisation , Greenford Business Centre, ICG House, Station Approach, Old Field Lane North, Middlesex, London UB6 0AL_ 13 ## **Independent examiner’s report to the trustees of** ## **CAME Women and Girls Development Organisation** I report on the accounts of the company for the year ended 31 March 2023, which are set out in the accounts report ## **Respective responsibilities of trustees and examiner** The trustees (who are also the directors of the company for the purposes of company law) are responsible for the preparation of the accounts. The trustees consider that an audit is not required for this year under section 43(2) of the Charities Act 1993 (the 1993 Act) and that an independent examination is needed. The charity’s gross income was below £34.840 and I am qualified to undertake the examination by being a qualified member of ICAEW. Having satisfied myself that the charity is not subject to audit under company law and is eligible for independent examination, it is my responsibility to: - examine the accounts under section 43 of the 1993 Act; - to follow the procedures laid down in the general Directions given by the Charity Commission under section 43(7)(b) of the 1993 Act; and - to state whether particular matters have come to my attention. ## **Basis of independent examiner’s report** My examination was carried out in accordance with the general Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts, and seeking explanations from you as trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit and consequently no opinion is given as to whether the accounts present a “true and fair view” and the report is limited to those matters set out in the statement below. ## **Independent examiner’s statement** In connection with my examination, no matter has come to my attention: (1) which gives me reasonable cause to believe that in any material respect the requirements: - to keep accounting records in accordance with section 386 of the Companies Act 2006; and - to prepare accounts which accord with the accounting records, comply with the accounting requirements of section 396 of the Companies Act 2006 and with the methods and principles of the Statement of Recommended Practice: Accounting and Reporting by Charities have not been met; or - (2) to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached. ## **Accountant** North West Associates Certified Public Accountants 1[st] Floor. Gibson House, 800 High Road, Tottenham, N17 0DH 14 CAME WOMEN AND GIRLS DEVELOPMENT ORGANISATION FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023 Northwest Associates Certified Public Accountants 1s1 Floor, Gibson House, 800 High Road, Tottenham N17 ODH Tel,. 0208 8016637 Fax: 0208 808 9787 Email.'info@northwestasso¢iates.co.uk Web:www.northwestassociates.co.uk CAME WOMEN AND GIRLS DEVELOPMENT ORGANISATION CONTENTS OF THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023 Page Company Information Report of Trustee Statements of Financial Activities Balance Sheet Notes to the Flnanclal Statemenls Report of the accountants to Ihe Director of Came Women and Glrls Development Organisatlon Profit and Loss account Corporation Tax Computation Adjuslmenl for Tax Purposes 10 Profit and Loss accountants CAME WOMEN ANO GIRLS DEVELOPMENT ORGANISATION COMPANY INFORMATION FOR THE YEAR ENDED 31 MARCH 2023 COMPANY NUMBER.. 07193333 (England and Wales) CHARITY NUMBER: 1155079 TRUSTEES: Mrs Margaret A, Nyuydzewira Mrs Geraldine Boma Yenwo SECRETARY., Ms Betty Kemngang REGISTERED OFFICE: Greenford Business Cenlre ICG House Station Approach Old Field Lane North London UB6 OAL ORGANISATION ADDRESS: Greenford Business Centre ICG House Station Approach Old Field Lane North London UB6 OAL TELEPHONE: MOBILE: EMAIL.. WEB.. 0208 4233621 07931873801 cawo ido ahoo.co.uk www.CAWOGIDO.org BANKER.. Nationwide 21 The Broadway Greenford UB6 9PF ACCOUNTANTS.. Northwest Associates Certlfied Publlc Accountants 1st Floor, Gibson House 800 High Road Tottenham London N17 ODH Tel: 0208 8016637 Fax,. 0208 808 9787 Email; northwestassociates ahoo,co.uk Email.'info@northwestassociates.co.uk Web:www.northwestassociates.co.uk CAME WOMEN AND GIRLS DEVELOPMENT ORGANISATION REPORT OF THE TRUSTEES FOR THE YEAR ENDED 31 MARCH 2023 The director presents his report with Ihe financial statemenls of the company for the year ended 31 March 2023. Revlew of the buslness The principal activity during the period was provision of Charitable Trustee Mrs Margaret A. Nyuydzewira and Mrs Geraldine Boma Yenwo are the Trustees during the year under review. Their beneficial Inlerests In the Issued share capital of the company were as follows: 2023 Mrs Margaret A. Nyuydzewira Mrs Geraldine Boma Yenwo This reporl has been prepared in accordance with the speclal provisions of Ihe Companies Act 2006 relatlng to small companies. ON BEHALF OF¢ THE BOARD: i Mrs Margaret A. Nyuydzewira 10.og 40<3 CAME WOMEN AND GIRLS DEVELOPMENT ORGANISATION STATEMENTS OF PROFIT AND LOSS FOR THE YEAR ENDEO 31 MARCH 2023 NOTES 3110312023 3110312022 TURNOVER Other Income GROSS PROFIT 34,840.00 24,800.00 34,840.00 24,800.00 Distribution costs 24,052.61 10,787,39 6,200.00 4,587.39 14,902.61 9,897.39 7,900.00 1,997.39 Admlnistrallve expenses Other opareling income Operallng profil Interest receivable and slmimlar income 4,587,39 1,997.39 4,587.39 1,997.39 Interest paid and similar charges Profil or (lossl on ordinary activities before laxalion Tax on profil or (loss) on ordinary activities Profil or {loss) for the financial year Dlvldends 4,587.39 889.18 3,698.21 1,997.39 390.40 1,606.99 3,698,21 17,733.61 1,606.99 16.126.62 Retained Profit blf Retained profil 21,431.82 17,733.61 APPROVED BY: Mrs Margaret Nyuydzewlra Trustee 10,oe. 2023 Date CAME WOMEN AND GIRLS DEVELOPMENT ORGANISATION STATEMENTS OF FINANCIAL POS TION AS AT 31 MARCH 2023 NOTES 3110312023 3110312022 IXED ASSETS: Tangible assets 1025.82 1,278.43 CURRENT ASSETS.. Rgserves In Kind Debtors Cash al bank and In hand 8,000.00 11,955.18 1,340.00 21,295.18 9.000.00 16,845.58 CURRENT LIABILITIES: Accrual Corporation lax 889.18 889.18 390.40 390.40 Nel Current Assol l Llabiliflles Total assets less current liabilities 20,406.00 21431.82 16455.18 17,733.61 FUNDS Share Gapllal Unroslfi¢led Income funds TOTAL FUNDS 21.431.82 21431.82 17 733.61 17.733.61 11 For the year ending 3110312023 Ihe company was enlilled lo exemption from audll under secllon 477 of the Companies AGI 2006 2} Thè members have not required the company lo obtaSn an audll In accordance viih section 476 of the Companl&s Act 2006 3) The dlreclorfs acknowledge their responsibllily lor complylng wllh the requirements of Ihe Aol wlih respect lo a¢counling records and for the preparation of accounts. 4) Theso accounts have been prepared in accordance wllh the provlslons appllcable lo companles subject lo small companies regime APPROVED BY,. Mrs Margaret Nyuydxewlra Trusteo i o: OQ: 204.3................. Dale CAME WOMEN AND GIRLS DEVELOPMENT ORGANISATION NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2023 ACCOUNTING POLICIES Accountln conventlon The financial statements have been prepared under the historical cost convention and In accordance with applicable in UK accounting standards. the Statement of Recommended Practice Accounting and Reportlng by Charlties Issued In March 2005 (SORP 2005) and the Companles Act 2006. Incomln resources All incoming resources are included in the statemenl of financial activities when the charity is enlilled to the Income and the amount can be quanlified wilh reasonable accuracy. The following specific policies are applied to categories of Income: Voluntary income is received by way of grants, donations and gifts and is included in full in the Statement of Financial Activities when receivable. Grants, where entitlement is not condilional on the delivery of a specific performance by the charlty. are recognized when the charity becomes unconditionally entitled to the grant. Donated servlces and facllllles are included at the value lo the charlly where this can be quantified. The value of services provided by volunteers has not been included in these accounts. Incomlng resources from charitable trading activity are accounted for when earned. Incoming resources from grants, related to performance and specific deliverables are accounted for as Ihe charity earns the rlght to conslderalion by Its performance. Out oin resources Expenditure Is recognlzed on an accrual basis as a liability is incurred. Expenditure Includes any VAT which cannot be fully recovered and is reported as part of the expenditure to which il relates: Cost of generallng funds comprises the costs associated with attracting voluntary income and the costs of fundraising. Charitable expendlture comprises those costs Incurred by the charity In the delivery of Its activilles and services for ils beneficiaries. It includes both costs that can be allocated directly to such activities and those costs of an indirect nalure necessary to support them, Governance costs include those costs associated with meeting the constilulional and stalulory requlrements of the charity and include the audit fees and cost linked to the strategic management of the charity. All costs are allocated between the expenditure categories of the SOFA on a basis designed to reflect the use of the resource. Costs relating to a particular activity are allocated directly, others are apportioned on an appropriate basis e.g floor areas or eslimaled usag8. Cash flow statement The Iruslees have taken advantage of the exemptlon In Flnancial Reporting Standard No 1 (revised) from including a cash flow statement in the financial statements on the grounds that the charity did not meet the criteria due lo low gross turnover. Tan ible flxed assets Depreciation is provided at the followlng annual rates in order to write off each asset over Its estimated useful life. Office equipments Fixtures and Fittings 10% STATEMENT OF MOVEMENT OF TANGIBLE FIXED ASSETS DEPRECIATIONS CHARGE Total Cost at 0110412022 Addition At 3110312023 2,526,14 Depreciation rate reciation Accumulalive Depreciation as at 0110412022 Charge for the year Accumulative Depreciation as at 3110312023 1,247.71 252.61 1,500.32 NET BOOK VALUE 3110312023 3110312022 1,025.82 1,278.43 CREDITOR Corporation Tax £889.18 CAME WOMEN AND GIRLS DEVELOPMENT ORGANISATION REPORT OF THE ACCOUNTANTS TO THE DIRECTOR OF CAME WOMEN AND GIRLS DEVELOPMENT ORGANISATION As described on the balance sheet we are responsible for the preparation of the financial stalements for the year ended 31 March 2023 set out on pages three to four and you consider that the company Is exempt from an audit under section 477of the companies Act 2006. In accordance with your instructions, we have complled Ihese unaudlted financlal statements In order to asslsl you to fulfill your statutory responsibilities, from the accounting records and information and explanations supplied to us. Northwest Associates Certified Public Accountants 1ST Floor, Gibson House, 800 High Road, Tottenham, London N17 ODH Tel: 0208 8016637 Fax., 0208 808 9787 Emall,'Info@northwestassoclales.co.uk Web:www.northwestassociates.co.uk Chukwura Raphael Onu (HND. BA. ANAN. C8rtFAccP, FCPA, ACAT, FFA, FIPA, FAIA, MICB, CB.Dip, PM.Dlp) Director I Prlnclpal 11,01 IDO Date CAME WOMEN AND GIRLS DEVELOPMENT ORGANISATION STATEMENTS OF PROFIT AND LOSS FOR THE YEAR ENDED 31 MARCH 2023 Incom8 Other InGome Gross profil 34,840.00 34,840.00 34,840.00 LESS EXPENSES: Renl Insurance Slalionery Postage Photocopying Phonelfaxllnternel Volunteer expenses Miscellaneous expenses Fac1151alors fees I Volunteers Adv8rt and Publicity Travel and Inlornallonal COVID 19 meeting5 1 activities ActivilieslSen8illsallon ¢ampalgns Project materials and equipment Accountancy fee 1,800.00 300.00 130.00 17.00 48.00 230.00 7,010.00 1,700.00 157.00 108.00 7,300.00 4.100.00 600.00 30D.00 23,800.00 11,040.00 reclallon: Computer Equipment Projecl material and Equlpment Fixtures and Fitting 94.25 110.00 48.36 252.61 10,787.39 Flnan¢e Cost: Compllence fee Bank ¢haiges 10,787.39 Admlnstratlon ex ens8S: Project l Trainlng Manager PAYE & NIC Salarles & Wages 6.200.00 6.200.00 4,587.39 Non.0 eratlve l Other Investment income Interest receibale SURPLUS 4.587.39 CAME WOMEN AND GIRLS DEVELOPMENT ORGANISATION CORPORATION TAX COMPUTATION FOR THE YEAR ENDED 31 MARCH 2023 FINANCIAL YEAR: 2022123 Small companles rale applies, but wllh marglnal relief for lh8 slarting rale. FINANCIAL YEAR: Proflt Rate 3110312023 3110312022 FY: 2022 3.525.93 19 669.93 294.13 FY: 2023 1,153.94 19 219.25 96.26 CORPORATION TAX PAYABLE 889.18 390.40 CORPORATION TAX NET OF MARGINAL RATE RELIEF 889.18 390.40 CAME WOMEN AND GIRLS DEVELOPMENT ORGANISATIO DJUSTMENT OF PROFIT FOR TAX PURPOSES FOR THE YEAR ENDED 31 MARCH 2023 Pro at8rlal and ul ment Flxlures and Flllln DEPRECIATIONS CHARGE ui ments Total COST AI 0110412022 Addllion AI 3110312023 942.50 1,100.00 483.64 2,526.14 942.50 1.100.00 483.64 2,526.14 Depreciallon ral8 10Vo 10Yo De reclatlo Accumulative Depreciation as al 0110412022 Total Charge for the year A¢¢umulalive Deprecialion as al 3110312023 282.75 94.25 377.00 550.00 110.00 660.00 414.96 48.36 463.32 1,247.71 252.61 1.500.32 NET BOOK VALUE NBV AS AT 3110312023 NBV AS AT 3110312022 565.50 659.75 440.00 550.00 20.32 68.68 1,025.82 1,278.43 ro oc Malerlal and Flxtures and Com utgr CAPITA LL ui Fillln Clalm TWDV Addllion 519.67 341.16 28.78 889.61 519.67 93.54 426.13 341.16 61.41 279.75 28.78 5.18 23.60 889.61 160.13 729.48 Less.. WDA AT 18G/o NET ADJUSTED PROFIT Surplus per account 4,587.39 Add: DepreGialion 252.61 4,840,00 160.13 Less: Capital allowance Schedule D1 Surplus IOT the year 4,679.87 10 AME MEN NO DEVEL 18AT ON STATeMENTSOF INANCIAL A FOR THE ENOED To Unioslrl¢l•d lid unds NCOMING IIE UR Incomlng iesourcès Irom 1gn8r•iinD Ivnds.. M£mbershlp I￿¥ In kiThJ Oonallons OrganSsaVon Fvndfal$tn9A¢V￿iI#¥ Enlorprfse NatyhborfyCarÈ s￿￿&11 london CoMffluTdlyFourvJgUo Hèathrow ¢omm¢Jn1198109other ROSA E$llng Covnal SmallGr•ni$ Edga Fund Loii*ryFund E8llng CVS D8velL>W8niAgendo8 FUnder￿rd 300.QO 9,000.QO 99.00 9Tr.00 s.ooD.00 10,000.00 15.000.OQ 5,500.00 s.000.00 3WO. s.ooD.00 s.wo.oD 11,260.fKI 11.280.00 TOTAL INCOMING RESOURCES 29840. 3484Ctr.00 ESOUR ESE NDE 051$ of 0Onèrallng funds.. ChBAt8ble actfvftle9 Govpman¢0 fQ$l$ M3lnlenanc8 olpioperty Ex¢4pVonal oxp8ndilutts Tolal resou￿•5 exponded 20.110.00 20,110DJ 1&450.00 30 000.00 Jo.000.00 22,500.10 NBI lrtc¢mln9 f¢sour¢ès b8foretr2ngler 4.840.00 29.840.QQ 34.880.00 2.300.00 Tr&nylor be￿een Ivnds Nelin¢omlng r6$ourto¥ bsforo 0th6ri•¢o9nisod g¥lns¥n HE ECOG ISEO G os ES Galns on rèvalualknn olnxed Assets forth8wAanlsallon's G$inllo¥$B$¢n Inv$$imeni 8$$¢18 A¢luarfglAalnsnosse5 o￿d9nnBd bengfilpenslon schArne N¢1 movom•nl In I￿nd 4.640. 29.840.OD 34.680.00 ?￿0￿.¢0 T¢t81 fufjd$ bt4whl foThv¥rd 8$ a10110412022 Total tundsc3FAgd lorward as al)110312023 7 140.00 fj9,fj20.110 36,960.00 APPROVEO 8Y.. Nyuydièwlr8 Trog1•• 10 c)e 201 CAME Women and Girls Development Organisation , Greenford Business Center, ICG House, Station Approach, Old Field Lane North, Middlesex, London UB6 0AL Tel: 020 8578 5265 / 07942240643 Email:cawogido@yahoo.co.uk / Web:www.cawogido.co.uk Registered Charity No: 1155079 / Companies House: 07193333 ## **TRUSTEE REPORT** ## **31 March 2023** ## **REFERENCE AND ADMINISTRATIVE DETAILS** 1 **Registered charity name:** CAME Women and Girls Development Organisation, **Charity registration number** 1155079 **Company registration number** 07193333 **Registered office** Greenford Business Centre, ICG House, Station Approach, Old Field Lane North, Middlesex, London UB6 0AL Tel: 020 8578 5265 / 07942240643 Email: cawogido@yahoo.co.uk. www.cawogido.co.uk Registered Charity No: 1155079 / Companies House: 07193333 https://www.facebook.com/CameWomenAndGirlsDevelopmentOrganisation ## **THE TRUSTEES AS AT 31 MARCH 2023** Margaret Nyuydzewira – Director and chair Geraldine Yenwo - Treasurer Betty Kemngang - Secreatary Meredith Asheri Bernadette Mah Fonyuy Mengnjo ## **Bankers** **METRO BANK:** The Townhouse, The Broadway, London W5 5JN ## **Accountant** North West Associates Certified Public Accountants 1[st] Floor. Gibson House, 800 High Road, Tottenham, N17 0DH 2 ## **Introduction** CAME Women and Girls Development Organisation (CAWOGIDO) is one of the few organizations in the UK involved in the implementation of various activities that promotes the well-being and basic rights of BAME women and girls. Our organization supports efforts that empower women within their cultural traditions, diversity and integration. We value the strengths and dignity of women and affirm their right to benefit both in health and social care. **Our Vision: “Prevention is Better than Cure”** CAWOGIDO envisages a world in which women and girls, young people are able to enjoy the highest level of health and social well-being and are accorded their human rights, dignity, equality, justice and freedom from all forms of discrimination and violence (sexual and GBV). This Trustee Annual Report conform to Reporting by Charities revised by the UK Charity Commission in 2010. ## **1. Structure, Governance and Management** CAWOGIDO is a company limited by guarantee and governed by its Memorandum and Articles of Association, which were incorporated on 8th March 2010 (Company No. 07193333). The Memorandum and Articles of Association including the objects were amended and adopted at the Trustee Meeting in December 2016 to reflect better the current focus of the organisation. ## **1.1. Structure of the Board of Trustees** In accordance with the Articles and Memorandum of Association the Trustees are members of the organisation and have the responsibility to manage the business of the organisation. The minimum number on the Board of Trustees also known as Directors is five and the maximum is fifteen members. CAWOGIDO board comprise 5 members committed to charitable work and with knowledge of social-economic factors underlying under-development and made up of three-fifths or 80 percent of its membership of African descent and 90 percent representation of women to ensure effective participation of groups who are most affected by the issues that CAWOGIDO works on. Five Trustees have been confirmed as of 31 March 2019. The Board has three honorary officers: the Chair who at the same time is the director, Secretary and Treasurer. All trustees are members of CAWOGIDO before they can be eligible to stand for office. The trustees of CAWOGIDO can co-opt new trustees during the year to fill vacancies with specialist skills and to address the skills deficit identified by the board. The CVs of potential co-opted trustees are circulated to existing trustees to review and approve before being co-opted on the board. All co-opted trustees have the opportunity at the AGM to be formally elected to the board. The Board of Trustees meet four times a year. Meetings focus on planning, policy and strategy development and monitoring of programmes and finances. Quarterly Management accounts are submitted and shared with the Treasurer prior to review at each Board meeting. The Board of Trustees is supported by three sub-committees: the Programme 3 Committee, the Finance and Human Resources Committee and the Events and Fundraising Committee. All committees have terms of reference to guide their operations and report quarterly to the Board of Trustees. Trustees are encouraged to visit projects and attend events on behalf of CAWOGIDO. Trustees may also be required to support specific programme areas including training and to monitor ongoing projects. The Board of Trustees oversee financial operational systems, annual planning and monitoring including risk analysis and management. It is the duty of the board to ensure that CAWOGIDO complies with all financial, policies, regulations and good practice. The three committees also provide more hands-on support of the key operational areas: programmes, communication and fundraising and finance. New trustees are recruited through a selection process and from the membership of CAWOGIDO. A new recruitment process is now in place which requires advertising in a number of local newspapers and networks. Trustees have to fill in an application form and be interviewed by a panel made up of Trustees. ## **1.2. Management and Staffing** The chair, treasurer and secretary are responsible for the day-to-day management of programme activities. Additionally volunteers supported a range of tasks. CAWOGIDO recruits’ volunteers through adverts on the website and also selects from candidates who send in regular applications. The director receives £7000 per year and volunteers £15 a day. The 2018- 2020 Business and Strategic Plan provided the framework for the organisation's work in the reporting year. Annually an Operational Plan and a Budget is approved by the Trustees to guide the work of the organisation. The Operational Plan has 10 priority areas that reflect the key objectives in the Strategic Plan. The Annual Operational Plan serves as both a planning and monitoring framework for the organisation and reviewed twice a year by the Trustees. ## **1.3. Risk management** The Trustees assess periodically the major risks that the organisation faces in particular those related to programme operations and finances. The Board has adopted a risk policy which includes an annual review of a risk register at the autumn meeting of the trustees. The aim is to ensure that systems are in place to identify and mitigate exposure to major risks. Additionally the Treasurer and the Finance and Human Resources Committee regularly review the financial risks to which the organisation is exposed. The review of the risk register is delegated by the Trustees to the chair, who is tasked to report to the Board. ## **2. CAWOGIDO Strategic Goals and Objectives: 2022- 2025** ## **Organisational Goals from the Strategic Plan 2022- 2025** The **2022- 2025** Strategic and Business Plan of CAME Women and Girls development organisation provides the framework that will guide the organisation to double efforts to plan and strengthen access to services for the many vulnerable women and girls and young people whom we aim to support in London and in Cameroon. The operational goals and programme objectives for the year **2022- 2025** are as follows: 4 **PROGRAMMES** : TO ADVOCATE FOR THE DEVELOPMENT OF POSITIVE POLICIES AND ENSURE ACCESS TO COMPREHENSIVE SERVICES AND PROGRAMMES, PARTICULARLY FOR VULNERABLE WOMEN AND GIRLS. **ORGANISATIONAL DEVELOPMENT & PERFORMANCE: TO STRENGTHEN OUR LEADERSHIP, DEVELOP OUR CAPACITY AND RESOURCE BASE TO ACHIEVE OUR MISSION AND STRATEGIC GOALS STRENGTHENING OUR GENDER BASED AGENDA, SUPPORTING OUR YOUNG PEOPLE’S PROGRAMME AND ENGAGING IN OUR POVERTY REDUCTION STRATEGY AMONG WOMEN AND GIRLS IN THE UK AND IN CAMEROON.** ## **Programme Objectives** **1.** Ensure efficient functioning of leadership and management structuresGovernance **2.** Improving infrastructure and systems and people performance and productivity- Staff and Infrastructure **3.** Effective and efficient management of funds, finance policies and systemsFinance management **4.** Increase visibility and profile of the organisation and information resources- **5.** Secure sustainable resources to implement strategic plan for poverty reduction among women and girls, as well as young people’s education in London and Cameroon **6.** Strengthen and consolidate – Training on; education FGM, breast ironing, HIV/AIDS and sexual health **7.** Strengthen women’s actions in leadership, advocacy policy development **8.** Mobilizing and engaging women and girls, as well as young people in volunteering . ## **Our strategic objectives Foreword** Developing and implementing the strategic objectives requires permanent and transparent cooperation and coordination amongst the trustees, support services and other services of our organisation. **Strategic objective 1:** Ensure efficient functioning of leadership and management structures- Governance CAWOGIDO's influence on development and prosperity is growing by the day. Our trustees has a long and fruitful tradition of commitment, dedication and monitoring our policy. It is both willing and able to continue assuming this role of its governance process, and to do so in a spirit of openness, consultation and cooperation with all partners stakeholders and beneficiaries. And we will continue to develop its abilities in order to anticipate future developments and working constantly in coordinating and facilitating good leadership and management. ## **Strategic objective 2:** Improving infrastructure and systems and people performance and productivityvolunteers, members and Infrastructure CAWOGIDO will continue to offer a permanent structure that enables us, working in consultation with our partners, improve our infrastructure, build the capacity of the organisation, volunteers and members. We will continue to modernise our logistical and ICT activities, which are vital to performing basic tasks. The organisation relies heavily on the support of information and communication technology, the role of which is steadily expanding in our everyday operations. Furthermore, the future will 5 be marked by an increase in the value of knowledge management. Expertise remains the core component here. Our action will focus on sustainable development and protection of the vulnerable. ## **Strategic objective 3:** Effective and efficient management of funds, finance policies and systems- Finance management The development of an effective and efficient financial system is an essential component of our accountability and deserves to be strengthened even more. It will be fully integrated into the general policy. Consistency will be the central element. The joint management, accounting and control services will pay constant attention to the aspects of their duties related to Effective and efficient management of funds, finance policies and systems- Finance management ## **Strategic objective 4:** Increase visibility and profile of the organisation and information resources- Good documentation of our work and web presence form the foundation of meaningful mutual exchanges of our work with other partners, and contribute obvious added value to our growth and prosperity and our place in the world. CAWOGIDO has the willingness to maintain and develop our web presence and the ability to promote our work. It will take its coordination mission seriously. Suitably developed web information and organisation resources are also a lever for our organisation diplomacy and the defence of our mission and objectives. We will achieve this goal by conducting a policy focused on training personnel, ensuring better reception, upgrading computer tools, establishing constantly updated databases and ensuring proper archiving ## **Strategic objective 5:** Secure sustainable resources to implement strategic plan for poverty reduction among women and girls, as well as young people’s education in London Our organisation will respond to this interest through research, consultation and planning , we will mobilise communities, government and resources, create, engage all to built and sustain a network that is committed and ready to work for poverty reduction among women and girls. Helping women farmers access the resources they need to grow food . By empowering young people in London to engage in education, start and grow their social enterprise and businesses, we can help thousands of young people lift their families and communities out of poverty for good ## **Strategic objective 6:** Strengthen and consolidate – Training on, FGM, breast ironing, HIV/AIDS and Gender issues CAWOGIDO wants to improve the effectiveness, efficiency, promptness and quality of our support to our beneficiaries, both in the UK and abroad. We will continue mobilising mainstream orgainsations to join us in this fight. Long term action plans and sustained funding to continue raising awareness, building capacities, conducting trainings and engaging communities through advocacy. ## **Strategic objective 7:** Strengthen women’s actions in leadership, advocacy policy development Skills enhancement, professional trainings and teamwork will be the central goals. Strengthening leadership skills, innovative advocacy knowledge management and policy skills promotion will be the main focal points of a policy that gives priority to the specific nature of our empowerment work. These measures will result in a high 6 degree of personnel satisfaction and motivation and consequently greater outcome and achievements for the organisation. ## **Strategic objective 8:** Mobilizing and engaging women and girls, as well as young people in volunteering and project activities Our community programmes is geared at engaging with women and young people who are our volunteers, and strengthening partnerships and capacity of African and minority ethnic migrant and refugee community based organisations. We will continue work through an advisory group made up of volunteers that support the organisation and the implementation of project work and provide guidance and support monitoring of the project. ## **OUR MISSION** Came Women and Girls Development Organisation (CAWOGIDO) recognises that poor health of women and their inequitable access to health provision, adversely impact on the socio-economic development of diaspora women’s organisations in the UK and continues to contribute to poverty.. CAWOGIDO therefore adopts a holistic view which requires a multi-sectoral strategy for the implementation of health, education, economic development and socio-economic programmes. By working with individual women, girls and youth within communities at the local grassroots level, and with community-based organisations, statutory groups, governments and other members of civil society at local, national and international levels, CAWOGIDO seeks to create a better understanding of the multiplicity of issues that impact on the health and well-being of women and girls from disadvantaged communities, Black and Minority Ethnic groups ## **Our Vision** CAWOGIDO envisages a world in which targeted women and youths are able to enjoy the highest level of physical health, mental health and social inclusion and are accorded their human rights, integrity, dignity, equality and freedom from all forms of violence and discrimination. ## **Our Philosophy** CAWOGIDO recognizes that poor health of women’s and girls’ and their inequitable access to health provision, adversely impact on the socio-economic development of women and girls and continues to contribute to poverty.. CAWOGIDO therefore adopts a holistic view which requires a multi-sectoral strategy for the implementation of health, education, economic development and socio-economic programmes. By working with individual women, girls and youth within communities at the local grassroots level, and with community-based organisations, statutory groups, governments and other members of civil society at local, national and international levels, CAWOGIDO seeks to create a better understanding of the multiplicity of issues that impact on the health and well-being of women and girls ## _**CORE VALUES:**_ To achieve organizational vision and mission **Ownership** ; common values are shared, **Accountability** ; high standard of accountability maintained **Commitment** ; the highest degree of commitment by all at all time **Transparency** ; everything in the organization is open and genuine **Trust** ; building trust between the funders, stakeholders and beneficiaries **Efficiency** ; design, plan, implement and evaluate all possible actions 7 ## **Our policy framework** - Organisation policy is put in place - our own policy development; - our organisational commitments to policy work; - the directives of CAWOGIDO policy. ## **Our organisational culture** - Professionalism and expertise, with a focus on achieving an in-depth understanding of charitable work and what they mean to our beneficiaries - Efficiency, by seeking to achieve maximum results with relatively modest resources; - commitment and dedication to the public, by offering our organisation speedy, high-quality free services to vulnerable women and girls as well as young people; - An objective analysis of others positions, compassionate care and a voice for the voiceless - The permanent updating of operating methods, skills and capabilities, taking account of community developments; - Effective, efficient, accountable, positive communication and transparency. ## **Programme Strategies and Priority Areas in 2023-2025** - Consolidate and expand training, advocacy work and campaigns nationally and internationally to influence policies and change attitudes towards genderdiscriminatory practices, particularly FGM and Breast ironing - Strengthen capacity of partners and support learning and sharing with UK and Europe - Generate evidence through innovative research and dissemination of findings on breast ironing in Cameroon. 8 ## **2.1. Highlights of Activities in 2023** - CAWOGIDO continues to be a strong voice in safeguarding rights and dignity of African girls and women and to develop needed evidence to inform policy and programmes on breast ironing. We participated in a number of high level consultations on violence against women and ensured that the strategy was framed within a gender- focused and integrated approach that broadened the definition of violence against women and girls In 2023 our programmes focused on scaling up activities in LONDON to promote and assist beneficiaries during this cost of living crisis with focus on employment or training based on a sample study of 20 young people who were identified through a study that had been based on educational needs of the community. Data were obtained through observation during a home visit and a semi structured interview. ## **2.2. Partnership arrangements** Working through partnerships forms part of the core values of CAWOGIDO. Therefore CAWOGIDO strives to constantly develop new partnerships and strengthen existing partners (Ealing Youth Foundation). The strategy involves working with established umbrella organisations and small and newer community organisations. At the community level the strategy is based on mobilising key stakeholders particularly young people, men and faith leaders to raise awareness through customised programmes and build effective/functional relationships and partnerships with the media. Training and capacity development forms a core area of programming with youth empowerment through education and training. CAWOGIDO works through partnerships and collaborates with a number of organisations and professional bodies. Partnership ensures that the organisation is able to reach out to wider range of audiences; initiatives undertaken are more sustainable because of the active participation of key stakeholders. Provision of technical support to partners also helps to build the capacity of partners and ensure that community needs are addressed. ## **2.3 Public Benefit Statement** The Board of Trustees confirm that they have compiled with the duty in section 4 of the Charities Act 2006, to have due regard to the “Public Benefit Guidance” published by the Charity Commission. CAWOGIDO’s charitable purpose is enshrined in its objects (see section 2). The Trustees ensure that this purpose is carried out in for the public benefit in accordance with our mission statement and strategic objectives and to ensure that we safeguard health and dignity of girls of African girls and women. ## **3. Achievements and Performance against Goals & Objectives** This reporting year marked the last year of CAWOGIDO’s **2022- 2025** Strategic Plan. "Safeguarding rights and strengthening access to services". The strategic goals are provided below. - To contribute to the global elimination of harmful gender-based discriminatory practices, particularly FGM and Breast ironing; - The protection of the health, well-being and dignity of African girls and women; - The realisation of the right to sexual and reproductive health and access to quality and affordable services, particularly for vulnerable African girls and women; and ## **3.1. To provide information / resources for Youth education and Employability** CAWOGIDO’s information and resources form a key component of our education and awareness strategy for youth empowerment. Through identifying these needs we are developing a project which directly meets these needs. This includes listening to what young people want and delivering services which will be interesting relevant and build their personal skills. Young people will be part of our user forum, which will meet to share experiences and evaluate/review project. There will also be young people on the Steering Group. This will ensure their needs are central to the project and will also build their skills. ## **3.2. To provide training, advice and consultancy** Training and public education forms a key part of CAWOGIDO’s work and aims to help shift definition of Breast ironing as a cultural practice to a rights violation and also to provide the relevant skills for taking action to help end. In the year CAWOGIDO provided training mainly on request to ... statutory agencies from health, social services, and voluntary agencies. ## **3.3. To undertake lobby and advocacy action** Advocacy and campaign action is central to the work of CAWOGIDO due to the need to strengthen visibility of the issues that CAWOGIDO tackles. While FGM has been an issue of concern in the UK for the past 20 years, breast ironing is new, because it affects primarily ethnic minority groups and refugees and asylum seekers, the policy approach is very fragmented and not consistent throughout the UK. Informing and influencing policy has been a primary focus of the UK programme. We strive to work through partnerships and networks to undertake our advocacy and campaign activities. ## **3.4. To network and support community action and engagement** The UK community programmes is geared at engaging with women from FGM practicing communities and strengthening partnerships and capacity of African and minority ethnic migrant and refugee community based organisations. “The Women’s Health and Leadership Programme” adopts a community development approach and aims to strengthen leadership, give voice, build confidence and skills of community women to enable women to access needed specialist health services. We work through an advisory group made up of representatives from community agencies that provide guidance and support monitoring of the project. . ## **3.5. To manage volunteers, develop organisational systems and office infrastructure** CAWOGIDO continues to operate with small team of volunteers at the London office and provide technical support to partners and implements directly many of it’s services. In the reporting year CAWOGIDO has maintained its volunteer strength which is made up of 15 volunteers. CAWOGIDO’S VOLUNTEER are a valued part of our human resources and we strive to motivate and retain them training, effective supervision and a culture which allows collaboration, friendliness and sharing. Some of the training provided 10 ## **4. Financial Review** ## **4.1. Review of funding sources and expenditure** CAWOGIDO's financial situation is still heavily dependent on restricted short term grants, however the number of grants have decreased. The total income was slightly below the expected level, however considering the cost of living crises and recession, this represented a good level of income and supported a number of cutting edge programmes. There was a slight increase in unrestricted funding which is partly due to the increase in social enterprise services activities which brought in some new income. ## **4.2. Reserves Policy** CAWOGIDO's reserves have been established for the purpose of meeting the charity’s objectives and to ensure the continued operation of programmes. It makes provision for unforeseen obligations and emergency situations. This is guided by a reserves policy that requires allocation of up to 20% of annual budget as its emergency operating reserves (EOR) or unrestricted reserves. The trustees also agree that in addition a minimum level of the EOR at any time should be equivalent to six months' operating costs. This figure is reviewed annually by Trustees. At the end of March 2023, CAWOGIDO’s unrestricted reserves totalled £4500 11 ## **5. Plans for 2024- 2025** At the 2023 Annual General Meeting (AGM) of CAWOGIDO Members approved the Strategic Plan: Empowering Women, girls and young people for a Better World”. This strategic plan outlines CAWOGIDO’s new vision and mission. CAWOGIDO will strive to prioritise the eight strategic objectives through programme activities both in the UK and abroad. Undertake public education on Breast Ironing, FGM, child marriages, sexual violence and sexual health; - Conduct evidence based policy advocacy and campaign action on key issues; - Provide advice, information, referrals and support to complement existing services; - Provide leadership skills, confidence building, rights education and support livelihood projects; - Develop management, programme capacity and sustainability of partners and organisations; - Train key professionals and facilitate sharing lessons and dissemination of resources; - Support alliance building with African Diaspora women and organisations; - Create opportunities for networking, policy engagement and action on health, rights and development of girls and women. A major focus of the future work will be to strengthen CAWOGIDOs volunteer capacity and core infrastructure, including diversifying funding levels. We aim to scale up cutting edge programmes and strengthen partnerships and alliances to realise the goal of fulfilling sexual and reproductive health and rights of African women and girls and attaining gender equality. 12 ## **RESPONSIBILITIES OF THE TRUSTEES** The trustees are responsible for preparing the Trustees’ Annual Report, the financial statements in accordance with applicable law and regulations. Company law requires the trustees to prepare financial statements for each financial year. Under that law the trustees have elected to prepare the financial statements in accordance with United Kingdom Generally Accepted Accounting Practice (United Kingdom Accounting Standards and applicable law). The financial statements are required by law to give a true and fair view of the state of affairs of the charity and of the surplus or deficit of the charity for that period. In preparing these financial statements, the trustees are required to: - select suitable accounting policies and then apply them consistently; - make judgements and estimates that are reasonable and prudent; - prepare the financial statements on the going concern basis unless it is inappropriate to presume that the charity will continue in operation. The trustees are responsible for keeping proper accounting records which disclose with reasonable accuracy at any time the financial position of the charity and which enable them to ensure that the financial statements comply with Companies Act 1985. The trustees are also responsible for safeguarding the assets of the charity and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. ## Registered office: _CAME Women and Girls Development Organisation , Greenford Business Centre, ICG House, Station Approach, Old Field Lane North, Middlesex, London UB6 0AL_ 13 ## **Independent examiner’s report to the trustees of** ## **CAME Women and Girls Development Organisation** I report on the accounts of the company for the year ended 31 March 2023, which are set out in the accounts report ## **Respective responsibilities of trustees and examiner** The trustees (who are also the directors of the company for the purposes of company law) are responsible for the preparation of the accounts. The trustees consider that an audit is not required for this year under section 43(2) of the Charities Act 1993 (the 1993 Act) and that an independent examination is needed. The charity’s gross income was below £34.840 and I am qualified to undertake the examination by being a qualified member of ICAEW. Having satisfied myself that the charity is not subject to audit under company law and is eligible for independent examination, it is my responsibility to: - examine the accounts under section 43 of the 1993 Act; - to follow the procedures laid down in the general Directions given by the Charity Commission under section 43(7)(b) of the 1993 Act; and - to state whether particular matters have come to my attention. ## **Basis of independent examiner’s report** My examination was carried out in accordance with the general Directions given by the Charity Commission. An examination includes a review of the accounting records kept by the charity and a comparison of the accounts presented with those records. It also includes consideration of any unusual items or disclosures in the accounts, and seeking explanations from you as trustees concerning any such matters. The procedures undertaken do not provide all the evidence that would be required in an audit and consequently no opinion is given as to whether the accounts present a “true and fair view” and the report is limited to those matters set out in the statement below. ## **Independent examiner’s statement** In connection with my examination, no matter has come to my attention: (1) which gives me reasonable cause to believe that in any material respect the requirements: - to keep accounting records in accordance with section 386 of the Companies Act 2006; and - to prepare accounts which accord with the accounting records, comply with the accounting requirements of section 396 of the Companies Act 2006 and with the methods and principles of the Statement of Recommended Practice: Accounting and Reporting by Charities have not been met; or - (2) to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached. ## **Accountant** North West Associates Certified Public Accountants 1[st] Floor. Gibson House, 800 High Road, Tottenham, N17 0DH 14