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2021-03-31-accounts

I AM SOMEBODY'S CHILD SOLDIER

ANNUAL REPORT AND FINANCIAL STATEMENTS

YEAR END 31 MARCH 2021

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I AM SOMEBODY'S CHILD SOLDIER ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021

CONTENTS Page
Legal and administrative information 3
Trustees' report 4 - 11
Statement of financial activities 12
Balance sheet 13
Notes to the financial statements 14 - 15

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I AM SOMEBODY'S CHILD SOLDIER REFERENCE AND ADMINISTRATIVE DETAILS FOR THE YEAR ENDED 31 MARCH 2021

Office address: 48 West World West Gate London, W5 1DT Co-Founder / Co-Director: Shirah Mansaray Co-Founder / Co-Director James Mansaray Trustees who served during the year Mr James Mansaray, BA Youth Justice Ms Shirah Mansaray, LLB Appointed January 2021 Leigh Esterhuizen Appointed January 2021 Nanette Onu Appointed January 2021 John Teixeira Bankers Barclays Bank Plc 1 Churchill Place London E14 5HP

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I AM SOMEBODY'S CHILD SOLDIER TRUSTEES' REPORT

FOR THE YEAR ENDED 31 MARCH 2021

The Trustees present their annual report and the financial statements of I am Somebody's Child Soldier for the year. The Trustees confirm that the annual report and financial statements of the Charity comply with current statutory requirements, the requirements of the Charity's governing document and the provisions of the Statement of Recommended Practice (SORP) 'Accounting and Reporting by Charities' (revised 2005).

STRUCTURE, GOVERNANCE AND MANAGEMENT

Constitution and governing document

I am Somebody's Child Soldier is registered as a Charitable Incorporated Organisation (CIO), registered at the Charity Commission on 08 July 2014, and is governed by its constitution.

Method of appointment or election of Board of Trustees

Trustees are elected and co-opted under the terms of the constitution. Regular reviews are held to identify any expertise gaps within the Board of Trustees and appointments are made where required to strengthen the Board of Trustees, subject to all trustees’ approval.

When it is necessary to appoint new trustees, due to either a trustee stepping down or a gap of expertise in the board is identified, recruitment will initially begin through the networks of the board and management team. Advertisements will then be placed online on recruitment sites and charity notice boards.

Trustees will review applications and successful applicants will be invited to attend a telephone interview with the managing trustee. Following on from the telephone interview, the successful applicant will be asked to write a proposal outlining key tasks and projects they wish to implement during their tenure as a trustee. The managing trustee will then feed back to the board of trustees both the proposal and comments from the telephone interview. Following this, on the provision that the board is satisfied, and the applicant still wishes to join the trustee board, they will be appointed.

The Trustees who served during the period are shown on page 3.

Policies adopted for the induction and training of Board of Trustees

The charity arranges for an information pack of important documents to be sent to the new trustee.

These include:

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The charity works to provide an induction program that is suitable for the new trustee and one that takes into account the small size and nature of our charity. The main objective of the induction process is to equip the new trustee with the information they need to properly govern the charity and fulfil on their trustee responsibilities.

The new trustee will be invited to a trustee meeting where they will have the opportunity to take part in discussions with existing trustees and learn everything they need to know initially in order to make an effective contribution to the management of the charity.

The new trustee will also be encouraged to speak with key people within the charity in order to gain a clear understanding of how the charity operates on a day-to-day basis.

As the charity hopes to grow and expand its workforce, a more structured induction program will be adopted to help new trustees better understand the work of the charity.

This induction will include:

Organisational structure and decision-making

The governance of the charitable company is the responsibility of the Trustees. Day to day management is by the Director of Fundraising, who draws on the support and expertise of the highly experienced Board of Trustees as needed.

Related party relationships

The Charity has considered the disclosure requirements of the SORP for related party relationships, and believes that there are no related party relationships and transactions, other than the Trustees and their close connections.

Risk Management

The Board of Trustees fully accepts its responsibilities for ensuring that the major risks to which the Charity is exposed are identified, and that there are systems and procedures in place to mitigate those risks.

OBJECTIVES AND ACTIVITIES

Principle objects

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1 – To empower former child soldiers, victims of war, women returnees and children born in captivity through economic development initiatives and educational programmes.

2 – To rehabilitate and reintegrate former child soldiers and victims of war into their communities.

3 – The relief of sickness and promotion of good health through provision of psychotherapy for rescued child soldiers still suffering from post-war trauma in Northern Uganda and to build rehabilitation centres for the continued provision of on-going psychotherapy given to rescued child soldiers and victims of war.

4 – To enhance and advance education for the public benefit by raising awareness about the impact of mental illness in Africa.

Public benefit

The Board of Trustees confirm that they have complied with their duty to have due regard to the guidance on public benefit published by the Charity Commission in exercising their powers or duties.

ACHIEVEMENTS AND PERFORMANCE

In completing our Trustee Annual Return, we hope that it assists the public in making economic decisions in relation to supporting or donating to the charity. We also hope that the report assists the public in assessing the charity’s progress against our objectives and that the public understands our plans in relation to our purposes.

Activities and events

During the year the following activities took place:

These projects illustrate our commitment to address issues affecting children. Our main focus following the setbacks caused by Covid-19 global pandemic have been aligning the charity with its core objectives and increasing the funds available for planned activities. The initial effort was concentrated on formalising the overarching strategy, for which new project management documents were created. This was then followed by ensuring

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the necessary controls were in place to mitigate against any risks that may arise in year across projects.

Once established, through board meeting agreement, the governance structure was readjusted to strengthen the monthly review of financial and project level controls in place. As the board progressed the scheduled activity work focus shifted to growing the team through a series of recruitment campaigns for volunteering consultants and interns to support training capacity.

The board managed to secure some significant partnerships and raise much needed funds. Before the FY ended a refresh of the business case was scheduled to take place along with an updated programme strategy to ensure we continue to align with our mission statement and progress our core charity objectives.

Although the global Covid-19 pandemic significantly affected the charity’s operations and finances, it brought in the opportunity to revisit the charity’s business model, policies and fundraising strategy, while fine-tuning programmatic priorities around Covid-proof access to education and ICT-centered community development. From a trustee and fundraising perspective, this means exciting times to develop new partnerships in the UK, in Uganda and at a global scale, with the ambition to inspire other communities in Uganda and beyond.

We are excited about the possibilities that our forthcoming IT hub will bring as an educative and healing tool for the Laroo ADRA School in Gulu and the broader community.

Performance against Charitable Objectives

As far as practicable, the trustees have provided information in the report about the resources spent on particular activities that furthered the charity objectives.

Fundraising Costs Review

Firstly, the public should note that our fundraising costs each year are not entirely to facilitate funds being raised but are also to help us meet our charity objective of "enhancing public awareness of the impact of mental illness on the lives of child soldiers and child victims of war in Africa". The amount the charity paid in respect of fundraisers' commission and fees was split reasonably between paying fundraisers to raise awareness about mental health and its impact on victims of war, including rescued child soldiers and also paying our fundraisers to raise crucial funds needed to further our charitable objectives. In the notes to Accounts section, there is a note reflecting this as a percentage estimate of 10% of fundraisers commission and fees as spent on raising public awareness of mental illness amongst victims of war and rescued child soldiers.

The trustees are aware of the significant costs involved in raising charitable funds in the current financial climate, and to caveat the significant fundraising costs the trustees engaged fundraisers with the task of awareness raising and campaigning that we build into all of our fundraising efforts and campaigns. Furthermore, for the past several years,

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the trustees have initiated a significant scaling back of the charity’s street fundraising campaign in order to focus our efforts on field research initiatives and to align our program development strategically with our amended charity objectives.

EDUCATION

Access to safe, quality education for children affected by armed conflict has an important role in reintegration, as well as providing a route to a better future. Schools can often protect these highly vulnerable children. Education also contributes to a safer and more prosperous world and reduces conflict and increases stability. In 2018, the UK endorsed the Safe Schools Declaration , committing to reduce the impact of conflict on education. As of 2020, 106 states around the world have joined this international political agreement . I am Somebody’s Child Soldier strongly support the Secretary General’s call for other states to sign up to this declaration to strengthen the protection of education during conflicts and post-conflicts. Indeed, all nations need to do better by children, because when we fail children, we fail the future.

PROJECTS DURING 2020-2021

- PROJECT 1 IT HUB/DIGITAL LITERACY

This project was extended to 2021-2022 due to the impact of Covid-19 on the activities of the charity in Uganda and the continued national lockdown of schools.

Project Concept: Design appropriate IT vocational training and digital literacy activities for programme benefices in coordination with local IT training providers.

Objective: Improved digital literacy through IT courses and skills workshops to Laroo ADRA pupils in Gulu, Uganda, which also supports learning gains in other curriculum areas such as digital media, English and writing skills.

Specific Objectives:

Project Overview:

The acquisition and development of IT skills are key factors enabling not only a full integration in our societies, but also new educational opportunities, especially in the Global South.

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Internet connectivity and internet access in remote regions of Uganda is important to the attainment of the Sustainable Development Goals. The pilot project launched in 2019 enabled students and teachers to secure internet access and digital literacy programs, which in turn presented opportunities to explore new ideas/concepts/skills. During the next phase of this project, IT vocational training, digital literacy activities and computing skills training will continue to be delivered to the students of Laroo ADRA school. This project will provide an opportunity for raising social capital through social engagement , as the beneficiaries during the pilot project were able to communicate with students abroad at Eton College, UK.

PARTNERSHIPS DURING 2020-2021

UNIVERSITY COLLEGE LONDON

University College London has entered into a triple pronged partnership with I am Somebody’s Child Soldier (IAMSCS). The University’s Computer Science Department has agreed to facilitate a collaboration between a handful of students and IAMSCS through an ‘Industry Exchange’ Project, whereby the students will lend their expertise to the development and enrichment of IAMSCS’s digital presence, as well as working on research projects. In addition, IAMSCS will provide fellowship opportunities to UCL students to give students work experience outside of their studies.

The purpose of the partnership between I am Somebody’s Child Soldier and UCL is to support IAMSCS’s digital strategy development, utilising the expertise of the students to update and modernise our existing digital resources, primarily the website. The students, in turn, are able to apply the knowledge they acquire in their taught modules to a legitimate and established organisation whose ethos and aims have far-reaching benefits.

STRATEGIC AND GOVERNANCE ACTIVITES DURING 2020-

2021

I am Somebody’s Child Soldier (IAMSCS) continue to have an engaged and passionate board, senior management team and volunteer base. Since founding in 2014, IAMSCS has secured strong international and local partnerships that have supported project delivery and strategy implementation.

KEY ACTIVITIES THIS YEAR:

• Corporate Partnerships Strategy, our Board of Trustees ‘secured significant partnerships to raise much needed funds’ as well as undergoing a ‘refresh of the business case with an updated programme strategy’ to continue the pursuance of the charity’s core objectives. We partnered with UCL to undergo an exchange of knowledge and training

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with UCL computer science students, who will support the growth of IAMSCS’s digital presence whilst gaining an understanding of the operation of a charitable organisation. The continuation of this strategy will entail maintaining and expanding our existing relationships with HAF Uganda, UCL, and our other partners, as well as developing ‘new partnerships in the UK, in Uganda, and a global scale’.

• A Marketing Strategy was developed to mitigate the ‘setbacks caused by the Covid-19 global pandemic to strengthen the charity’s alignment with its objectives and increase the funds available for planned activities’.

• Launch of the IT Hub Strategy, to ‘bring educative’ and healing benefits to the Gulu school and its surrounding community. By increasing the digital literacy of children within the community, who will then spread the benefits to the adult members of the community, this grassroots project has the potential to ‘inspire other communities in Uganda and beyond’ and uplift the global south. The physical development of the IT Hub through the sourcing the relevant infrastructure and resources is supported by the theoretical formation of a digital literacy module currently being developed by a computer science lecturer from UCL.

IAMSCS PUBLIC COMMITMENTS

To support safe, innovative, and economically sustainable societies in the Global South with concerted efforts directed at programs that promote mental wellbeing for war affected children and communities. IAMSCS continues to work with community-based organisations, local government and policy makers to empower war affected individuals and community members through protection of human rights, mental wellbeing and technological innovation.

IAMSCS Programs are:

Research-led – our projects and programs are developed in conjunction with local partners’ field research, beneficiary participation, and academic research. This ensures that IAMSCS programs deliver the most effective impact within limited resource settings. Additionally, a research-led approach affirms the correlation of our programs with the reality of the field through needs assessment, data collection and monitoring and evaluation tools.

Beneficiary-driven – IAMSCS is accountable to our beneficiaries and through our programs ensure a strong focus on empowering the most vulnerable individuals in war affected communities. Through participatory intervention approaches, which involve beneficiaries and their guardians in our program development, our programs reportedly deliver greater impact. Additionally, beneficiary feedback mechanisms are implemented

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I AM SOMEBODY'S CHILD SOLDIER STATEMENT OF FINANCIAL ACTIVITIES

(Incorporating the Income and Expenditure Account) FOR THE YEAR ENDED 31 MARCH 2021

Unrestricted
Funds
2021
£
Notes
INCOMING RESOURCES
Public collections
3,452
Other small grants and donations
484
TOTAL INCOMING RESOURCES
3,936
RESOURCES EXPENDED
Bank Charges
1,540
Consultants fees
-
Fundraisers commission
-
General office expenses
407
Insurance
211
Grants to Partner Organisations
1,741
Advert
-219
Professional Fees
-
Small equipment and IT
-6
Telephone expenses
-
Travel expenses
3
Trustee expenses
-
Other Expenses
35
TOTAL RESOURCES EXPENDED
3,712
Net incoming/(outgoing) resources
224
Accumulated brought forward
-10,548
TOTAL FUNDS AT 31 MARCH 2021
-10,324		 Total Funds
2021
£
3,452
484
3,936
1,540
-
-
407
211
1,741
-219
-
-6
-
3
-
35
3,712
224
-10,548
-10,324		 Unrestricted
Funds
2020
£
9,018
-
9,018
2,635
1,212
2,711
349
123
270
-
71
12
10
352
1,250
-
8,996
22
-10,570
-10,548		 Total
Funds
2020
£
9,018
-
9,018
2,635
1,212
2,711
349
123
270
-
71
12
10
352
1,250
-
8,996
22
-10,570
-10,548

The annexed notes form part of these financial statements

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Notes 2021 2020
£ E
CREDITORS:duewithinoneyear
Accrual 660 660
Cash atbankand inhand 9,664 9,888
10,324 10,548
NETCURRENTASSETS -10,324 -10,548
IETASSETs -10,324 -10,548
FUNDS
Designatedfund		 6 -10,324L
-10,3244		 -10,548
-10,548

I AM SOMEBODY'S CHILD SOLDIER NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021

1 ACCOUNTING POLICIES

Basis of preparation of financial statements

The financial statements have been prepared under the historical cost convention and in accordance with the Statement of Recommended Practice (SORP), "Accounting and Reporting by Charities" published in 2005, applicable accounting standards and the Financial Reporting Standard for Smaller Entities (effective April 2008).

The effect of events relating to the year ended 31 March 2021 which occurred before the date of approval of the financial statements by the Trustees has been included in the financial statements to the extent required to show a true and fair view of the state of affairs at 31 March 2021 and the results for the year ended on that date.

Incoming resources

All incoming resources are included in the Statement of Financial Activities when the Charity is entitled to the income and the amount can be quantified with reasonable accuracy. Grants which have a restriction as to timing are recognised over the period for which they are given.

The value of services provided by volunteers has not been included in the accounts.

Fund accounting

General funds are unrestricted funds which are available for use at the discretion of the Trustees in furtherance of the general objects of the Charity and which have not been designated for other purposes.

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors which have been raised by the Charity for particular purposes. The cost of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements. Statutory grants which are given as contributions towards the Charity's core services are treated as unrestricted.

Designated funds are those set aside by management for future use on specific purposes. Fixed assets designated funds represent the value of assets tied up in fixed assets.

Resources expended

Resources expended are included in the Statement of Financial Activities on an accruals basis. All expenditure is accounted for gross, and when incurred.

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I AM SOMEBODY'S CHILD SOLDIER NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2021

2 ANALYSIS OF RESOURCES EXPENDED

CRCost of Raising Funds
ECExpenditure on Charitable Activies
OEOther Expenditure
3 STAFF COSTS AND NUMBERS
Wages and salaries
Pension		 2021
2020
£
£
-
2,711
1,741
1,553
1,971
4,732
3,712
8,996
2021
2020
£
£
-
-
-
-
-
-

4 DIRECTORS / TRUSTEES EMOLUMENTS

The directors or key management personnel received no emoluments (2020: £nil) in respect of their services to the Charity.

5 TRUSTEE EXPENSES

The Trustees annual trip to Uganda was cancelled due to Covid.

6 STATEMENT OF FUNDS

Brought
Forward
Incoming
Resources
£
£
Unrestricted fund
-10,548
3,936
Total funds
-10,548
3,936
7 ANALYSIS OF NET ASSETS BETWEEN FUNDS
Restricted
Funds
Unrestricte
d Funds
2021
2021
£
£
Net current assets
-
-9,664
Creditors due within one ye
-
-660
-
-10,324		 Resources
Expended
£
-3,712
-3,712
Designated
Funds
2021
£
-
-
-		 Transfers
Carried
Forward
£
£
-
-10,324
-
-10,324
Total
Funds
Total Funds
2021
2020
£
£
-9,664
-9,888
-660
-660
-10,324
-10,548

8 ORGANISATION

I am Somebody's Child Soldier is a Charitable Incorporated Organisation (CIO), registered on 08 Jul 2014.

The above results are derived entirely from continuing activities.

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