## **I AM SOMEBODY'S CHILD SOLDIER** 

## **ANNUAL REPORT AND FINANCIAL STATEMENTS** 

**YEAR END  31 MARCH 2022** 

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## **I AM SOMEBODY'S CHILD SOLDIER ANNUAL REPORT AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022** 

|**CONTENTS**|**Page**|
|---|---|
|**Legal and administrative information**|3|
|**Trustees' report**|4 - 12|
|**Statement of financial activities**|13|
|**Balance sheet**|14|
|**Notes to the financial statements**|15 - 16|



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## **I AM SOMEBODY'S CHILD SOLDIER REFERENCE AND ADMINISTRATIVE DETAILS FOR THE YEAR ENDED 31 MARCH 2022** 

**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 2022** 

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: 

- A copy of the governing document 

- The latest trustee minutes 

- The latest accounts and annual return 

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- The guidance 'The essential trustee: what you need to know (CC3)', and 'The hallmarks of an effective charity (CC10)' 

- The charity’s policy on dealing with conflicts of interest 

- Any other key documents which trustees will need, for example, the charity’s strategic plan and its vision and values or mission statement 

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: 

- Introductions to senior management and staff 

- Introductions to any professional advisers retained by the charity 

- Visits to see services provided by the charity nationally and internationally 

- Visits to schemes and projects of the charity 

- Meetings with beneficiaries of the charity 

- An assessment of any training required by the new trustee 

## **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. 

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## **OBJECTIVES AND ACTIVITIES** 

## **Principle objects** 

_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. 

## _**Reflections from our executive board members**_ 

## **SHIRAH** 

_The Covid-19 pandemic highlighted some stark differences between students in the Global North and the Global South. While students in the Global North transitioned to online learning quite easily, students in the Global South found it more difficult. This was because of a lack of laptops and computing equipment, intermittent internet access and less proficiency with online learning software. As a result, students in the Global North were able to collaborate and develop their digital proficiency, while students in the Global South were less able to do so. IamSCS has undertaken mapping exercises and needs-assessments in communities in northern Uganda to understand the impact of Covid-19 on the education of both primary school students and university students. The results showed overwhelmingly that transitioning to remote learning was really difficult and an inequality in access to digital learning resources and IT/ digital skills. This is why our focus for the next strategic period will be to_ _**increase digital literacy amongst children and youth in Uganda** ._ 

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_I am really proud of the projects that IamSCS has embarked on this year,_ _**our strong collaborative and co-creation approach** and the impact the charity has witnessed within our local communities and our organisation._ 

## **JAMES** 

_“During this year, our charity has been involved in an amazing project where we saw_ _**our organisation partner up with University College London and three universities in Uganda** namely, Makerere University, Mbarara University, and Kyambogo University. The project, titled ‘Universities Challenge’ involved students across the 4 universities, presented with issues that were affecting their communities during and post-Covid 19. The students had to tackle these issues in a crosscollaborative way, predominantly using online and digital modes of learning and communication. The challenge involved over 70 students across these universities and was an empowering and_ 

_successful project where the students were able to present real solutions that were impactful, and timely, and showed how their solutions could make a real change to communities in Uganda.  My role was to support our charity's CEO in the design of the project and delivery._ 

_In addition, we managed to secure support from a fundraising agency to raise much-needed funds for our charity, which were diverted to facilitate our other projects. My role involved setting up the fundraising campaign with the agency and ensuring all fundraising activities were implemented ethically, and with professionalism”._ 

## **NANETTE** 

_“ 2021-2 02 2 was marked by introspection and the translation of conversations into strategic partnerships. As a trustee, it was particularly inspiring to support the operations team and the organization on their way to a post-pandemic, future-proof business model in support of children impacted by armed conflicts. Significant progress was made in the following areas:_ 

_-_ _**Governance,** with the revamping and strengthening of staffing processes and team cohesion. A major achievement was closer ties, open communication and collaboration between the board and a wealth of volunteers who enable IamSCS projects. Stakeholder feedback is overwhelmingly positive, with a particular success in living up to IamSCS values and an empowering and inspiring work environment._ 

_-_ _**Digitalization** . A highlight this year was the time and efforts invested in remote delivery, including data protection, compliance, accessibility, and translating into capacity building for the cohort of passionate interns and volunteers._ 

_-_ _**Communications** . The organization made a big jump with the revamping of the communication strategy, both internal and external, with thematic situation reports and the modernization of IamSCS’ presence on social media._ 

_-_ _**Project delivery & Partnerships development.** IamSCS deepened engagement with academic institutions, including UK-based University College London (UCL), consolidating IamSCS’ key role as a knowledge hub at local and global levels, building bridges between grassroots communities and organizations, academia, funders and young people and professionals across Europe and Africa. This_ 

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_notably helped secure institutional and financial support towards IamSCS’ flagship project in support of an accessible, adapted IT Hub at the center of the community Gulu, northern Uganda._ 

_I really look forward to the formal launch of the IT hub, which will surely help fuel the social media channels, boost engagement across the different platforms, and encourage (individual) giving. This is a major success; well done team!”_ 

## **JOHN** 

_“This year, we have collectively managed to capture the teams' vision and values and successfully aligned them with the charities mission statement. This was achieved at a full day workshop where we outlined the 'as is' state of the purpose to the 'as would like to be'. Since then, we have continued to engage proactively with the academic sector building on the established network from previous years to solidify our credibility and progress pilot initiatives that will allow us to move more firmly into this space in the year ahead._ 

_Through_ _**careful project management** , we have adopted regular weekly situational reports that provide trustees and key stakeholders with a clear and concise breakdown of the work the Charity is undertaking._ 

_**Monthly board meetings** have also been reformed to allow for a more streamlined, action driven and outcome orientated forum. As a result, subcommittees have begun to be formed to allow for technical and topical items to be discussed with the sufficient time and consideration required without congesting time at board level._ 

_**In the year ahead** , plans are already in place to host another full day workshop to set out a new target operating model to enable more accurate milestone forecasting in line with budget availability and effectively measure project level successes on a short-, medium- and long-term basismaximising the charities overall resource and time allocation._ 

## **LEIGH** 

_“The 2021 to 2022 year has been a busy and exciting one for IamSCS. As a trustee focusing on_ _**the charity's academic research output** , I collaborated with Shirah, our CEO to write an academic paper about the mental health, socioeconomic and educational effects of COVID-19 on the youth of northern Uganda. The paper is currently in its final editing stage and it is hoped that its publication will broaden the charity's scope and establish us as not only a project-based charity but also_ _**a research-based charity** ._ 

_Another of my responsibilities is_ _**intern and consultant volunteer recruitment** and, to date, I have recruited several interns and volunteers who have joined us in the following areas: operations, technological development, marketing and research. As a result, we have seen an enhanced social media presence for IamSCS, as well as improved operational procedures, among other achievements. Finally, as a board, we had a very productive workshop during which we brainstormed, fleshed out and clarified our charity vision, mission and values. Onwards and upwards!”_ 

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## **HARSHA** 

_“It has been a real pleasure to work with the board over the last year. The work that the charity does is really pushing innovation and finding real solutions to play a fundamental role in making a difference in its communities. The organisation has been well placed to continue this work during the pandemic,_ _**embracing technology** along the way and exploring new channels and partnerships to_ _**improve its resilient way of working** . I have been honoured to assist the board on its strategic journey during this time, to get the team discussing ‘who we are’ and ‘who we want to be’ and debating how the organisation’s vision, mission and values can best be described. This revealed some interesting areas of focus for the upcoming years and, among other things, how we think about structuring our approach to new opportunities._ 

_Working with the co-founders Shirah and James, the other board members and team members who have supported the_ _**organisation’s mission has been truly inspiring** . I have the upmost respect for this amazing organisation and am so proud to see its work impact the lives of children and families in communities in Africa.”_ **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. 

The projects detailed above by the charity executives illustrate our commitment to address issues affecting children. Our main focus following the setbacks caused by Covid-19 global pandemic has 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 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 re-adjusted 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. 

## _**Fundraising Costs Review**_ 

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 

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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, 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. 

## **CONTINUED PARTNERSHIPS DURING 2021-2022** 

## **UNIVERSITY COLLEGE LONDON** 

University College London (UCL) has entered into a triple pronged partnership with I am Somebody’s Child Soldier (IAMSCS). The University’s Computer Science Department facilitated a collaboration between a handful of students and IAMSCS through an ‘Industry Exchange’ Project, whereby the students provided their expertise to the development and enrichment of IAMSCS’s digital presence, as well as worked on research projects. In addition, IAMSCS continues to 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. 

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## **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 throughout the project cycle in the form of post-delivery project questionnaires and beneficiary representatives in the project steering Committee. 

IAMSCS is grateful to all our supports, donors and beneficiaries who have ensured that the charity continues to _**‘change the narrative, change the conversation, change the perception’**_ of former child soldiers and war affected communities in Gulu, Uganda. 

## **FINANCIAL REVIEW** 

The Charity achieved a surplus for the year of £377.00 Total incoming resources for the year amounted to £11,069.00 and total expenditure amounted to £10,692.00. Full details of the income and expenditure are given in the attached Statement of Financial Activities, Balance Sheet and notes to the accounts. 

The trustees consider the results and financial state of the charity as at the year-end to be satisfactory. 

## **Going concern** 

After making appropriate enquiries, the trustees have a reasonable expectation that the charitable company has adequate resources to continue in operational existence for the foreseeable future. For this reason, they continue to adopt the going concern basis in preparing the financial statements. Further details with regard to the adoption of the going concern basis can be found in the Accounting Policies. 

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## **Reserves Policy** 

The Charity has no reserves policy at this stage. However the Trustees have set aside a 'reserve account' with the aim that this will grow to cushion the charity against shortages in income in the future. 

## **Principle funding sources** 

The trustees are grateful for the generosity of the general public who contributed nearly all of the income of the charity through street bucket collections. 

Approval 

This report was approved by the Trustees on 22 January 2023 and signed on its behalf by: 

.......................................... Shirah Mansaray Trustee 

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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 2022** 


**----- Start of picture text -----**<br>
Unrestricted  Unrestricted<br>Total Funds Total Funds<br>Funds Funds<br>2022 2022 2021 2021<br>£ £ £ £<br>Notes<br>INCOMING RESOURCES<br>Public collections  1,504 1,504 3,452 3,452<br>Other small grants and donations 9,565 9565 484 484<br>TOTAL INCOMING RESOURCES  11,069 11,069 3,936 3,936<br>RESOURCES EXPENDED<br>Bank Charges 1,625 1,625 1,540 1,540<br>General office expenses 163 163 407 407<br>Insurance 185 185 211 211<br>Grants to Partner Organisations 50 50 1,741 1,741<br>Advert - - -219 -219<br>- -<br>Salaries & Wages 8,233 8,233<br>Small equipment and IT - - -6 -6<br>Travel expenses - - 3 3<br>Other Expenses 436 436 35 35<br>TOTAL RESOURCES EXPENDED  10,692 10,692 3,712 3,712<br>Net incoming/(outgoing) resources 377 377 224 224<br>Accumulated brought forward -10,324 -10,324 -10,548 -10,548<br>TOTAL FUNDS AT 31 MARCH 2022 -9,947 -9,947 -10,324 -10,324<br>**----- End of picture text -----**<br>


The annexed notes form part of these financial statements 

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- 

## **I AM SOMEBODY'S CHILD SOLDIER BALANCE SHEET As at 31 March 2022** 

|**CURRENT ASSETS**<br>**Notes**<br>**CREDITORS**: due within one year<br>Accrual<br>Cash at bank and in hand<br>**NET CURRENT ASSETS**<br>**NET ASSETS**<br>**FUNDS**<br>Designated fund<br>**5**<br>General fund|**2022**<br>**£**<br>2,886<br>7,062<br>9,947<br>-9,947<br>**-9,947**<br>-9,947<br>-<br>**-9,947**|**2021**<br>**£**<br>660<br>9,664|
|---|---|---|
|||10,324|
|||-10,324|
|||**-10,324**|
|||-10,324<br>-|
|||**-10,324**|



The financial statements have been prepared 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), and authorised for issue, by the Trustees on   30 December 2022 and signed on its behalf by:- 

Shirah Mansaray, Trustee 

The annexed notes form part of these financial statements 

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## **I AM SOMEBODY'S CHILD SOLDIER NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 MARCH 2022** 

## 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 2022 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 2022 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 2022** 

|**2 ANALYSIS OF RESOURCES EXPENDED**<br>CRCost of Raising Funds<br>ECExpenditure on Charitable Activies<br>OEOther Expenditure<br>**3  STAFF COSTS AND NUMBERS**<br>Wages and salaries<br>Pension|**2022**<br>**2021**<br>**£**<br>**£**<br>-<br>-<br>50<br>1,741<br>10,642<br>1,971<br>**10,692**<br>**3,712**<br>**2022**<br>**2021**<br>**£**<br>**£**<br>8,233<br>-<br>-<br>-<br>**8,233**<br>**-**|
|---|---|



## **4 DIRECTORS / TRUSTEES EMOLUMENTS** 

The directors or key management personnel received no emoluments (2021: £nil) in respect of their services to the Charity. 

## **5 STATEMENT OF FUNDS** 

|Unrestricted fund<br>**Total funds**|**Brought**<br>**Forward**<br>**£**<br>-10,324<br>**-10,324**|**Incoming**<br>**Resource**<br>**£**<br>11,069<br>**11,069**|**Resources**<br>**Expended**<br>**£**<br>-10,692<br>**-10,692**|**Transfers**<br>**Carried**<br>**Forward**<br>**£**<br>**£**<br>-<br>-9,947<br>**-**<br>**-9,947**|
|---|---|---|---|---|



## **6 ANALYSIS OF NET ASSETS BETWEEN FUNDS** 

|Net current assets<br>Creditors due within one year|**Restricted**<br>**Funds**<br>**2022**<br>**£**<br>-<br> <br>-<br>**-**|**Unrestric**<br>**ted**<br>**Funds**<br>**2022**<br>**£**<br>-7,062<br>-2,885<br>**-9,947**|**Designated**<br>**Funds**<br>**2022**<br>**£**<br>-<br>-<br>**-**|**Total**<br>**Funds**<br>**Total Funds**<br>**2022**<br>**2021**<br>**£**<br>**£**<br>-7,062<br>-9,664<br>-2,885<br>-660<br>**-9,947**<br>**-10,324**|
|---|---|---|---|---|



## **7 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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