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2023-12-31-accounts

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Power for the People Annual Report to 31 December 2023

Pupils on Remba Island participating in environmental education and planting trees on their school grounds.

Registered charity in England and Wales, Charity number 1162330 https://www.pfp.global

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Trustees’ Report

The Trustees present their annual report together with the financial statements of the Charity for the year ended 31 December 2023.

Public Benefit

The trustees confirm that they have complied with the duty in the Charities' Act 2011 to have due regard to public benefit guidance published by the Charity Commission. The trustees consider that as PFP’s activities are open to potential beneficiaries living in extreme poverty in any part of the world, with a current focus in rural East Africa, the activities of the CIO provide significant public benefit.

Reference and Administrative details of the Charity, its trustees, and advisers

Power for the People PFP is a Charitable Incorporated Organisation CIO, registered on 22[nd] June 2015.

2015.
Charity number: 1162330
Principal and Registered Office: 10 Sword Street, Paddock Wood, Tonbridge
TN12 6FW
Website: www.pfp.global
E-mail: admin@pfp.global
Bankers: CAF Bank Ltd: 25 Kings Kill Avenue, Kings Hill, West
Malling, Kent ME19 4JQ.
NatWest Bank: PO Box 127, 1 Redheughs Avenue,
Edinburgh EH12 9JN.
Independent Examiner: Paul Voltzenlogel
CEO: Janine Edwards
Trustees who served during the year: James Stewart, Chairman
Jeremy Barker, Treasurer
David Ruck, Trustee
Nasrin Sharifi, Trustee
Sheaian Lee, Trustee
Dr Tedd Moya Mose (appointed 28 October 2023)
Louisa Cilenti, Trustee (resigned 4 July 2024)
Charitable objects: For the public benefit, the relief and assistance of
people in need in any part of the world who are in
poverty, in particular by the provision of sustainable
energy, healthcare and educational facilities.

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A message from our CEO

I’m delighted to share our annual report for the period 1 January-31 December 2023. It has been another positive year for PFP, with an increase in donations of 25% which enabled us to deliver our planned projects in 2023 and enabled forward planning for an ambitious programme of work into 2024. We also expanded our work to a new community. All of this a remarkable achievement given the challenging external environment both in the UK and in our project locations.

In September 2023, I was joined on a monitoring visit to Kenya by our Chair of Trustees, James Stewart. These visits are crucial to observe how projects are progressing, to strengthen relationships with local partners, and to assess the impact of our support on communities. Our visit started with meeting Board members of PFP Africa Trust in Nairobi – a vital component of our governance structure which ensures we have local leadership and oversight of our work in Kenya.

We continued to Dalelekutuk in Kajiado County, where we met with our local implementation partners Enkakenya Sidai. Through our Climate-Smart Villages pilot, we saw how access to clean electricity, smokeless cooking and rainwater harvesting was impacting hundreds of households. We also observed the high degree of community involvement and ownership of the project, with a voluntary Community Council ensuring gender and social inclusion was embedded throughout. You can read more about the impact and our learning from this pilot on page 12 of this report.

Travelling on to Osupukiai, in Narok County, Kenya, we met some of the women’s groups who had benefitted from our Revolving Loan Fund in 2022 and also participated in dialogue with men in the community about a community fodder pilot. You’ll find a case study of the Nalepo Women’s Group on page 9.

When we reached the Arise Centre in Mbita, we were honoured to participate in the graduation of 43 women from 6-month vocational skills training – over half of whom were the sole source of income for their households and over a third having no existing source of income. You can read about the inspiring recipient of the inaugural Chairman’s Award, Grace, on page 8.

We also had the opportunity to visit Remba Island, where James saw first-hand the impact of the Bike2Hike Fundraising Challenge he had organised and the funds this raised for a Window on the World for Remba Junior School. With our local expert partners CWE-Tech, we piloted a digital literacy programme benefitting over 500 pupils in 2023.

These are just a few highlights from 2023, and you can read more about our programmes and impact in this report. Looking ahead to 2024, we will continue to develop and strengthen the work of PFP and deliver long-term, sustainable impact in the communities we work with, with Handshakes not Handouts embedded at the core. To do this, we will further strengthen our local delivery and governance capacity, recognising we need to invest in the right people and systems for our work to flourish. We will continue our efforts to diversify our funding mix, emphasising volunteer-led fundraising, corporate sponsorship, individual giving and earned income through social enterprise to add to our existing grants programme.

Our deep gratitude goes to our Board of Trustees, staff, volunteers, partners, and our incredible donors, supporters, and advocates – we simply couldn’t do it without your support. However, our highest appreciation must be directed towards the tenacious, innovative, and resilient individuals and communities we collaborate with. Your passion and determination constantly inspire and propel us towards a more promising future.

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About Us

History

Power for the People was founded by Nasrin Sharifi in 2015. She saw first-hand the urgent need for sustainable economic development as a lever to address multi-dimensional poverty. This experience inspired Nasrin to set up PFP, to support communities to become more sustainable and able to support themselves.

Our Vision

Healthy, educated and skilled people building prosperous, sustainable communities.

Our Mission

Partnering with communities experiencing extreme, multi-dimensional poverty using innovation and clean technologies as a backbone for sustainable development.

Our Strategic Priorities

The Trustees have set three strategic priorities to direct our work and focus over the period 20232025 .

1. Delivering innovative, impactful programmes: Partnering with communities experiencing extreme, multi-dimensional poverty with a particular focus on East Africa. Commitment to placebased, community-led development in targeted communities, using a backbone of innovation and clean technology.

2. Facilitating connections and networks: Connecting the communities we partner with to one another, and to others to facilitate shared learning. Sharing our expertise and learning with others in the sector to improve our own approaches and impact, and to enable others to do the same.

3. Strengthening our foundations: Continuing our work to build a sustainable and resilient organisation with the people, resources and systems to fulfil our ambitions and future growth.

How we work

Our work is aligned with the UN 2030 Agenda and the Sustainable Development Goals , and underpinned by our core values of partnership, empowerment and sustainability.

We partner with communities to deliver solutions for their specific needs. Each project is designed to be sustainable, scalable, and replicable with measurable outcomes and built on sustainable approaches. With Handshakes not Handouts at the heart of all our work, communities are empowered to kickstart their own development. This approach safeguards the longevity of our projects once PFP exits.

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The need for our work

We serve people who live in extreme poverty and without access to the basic infrastructure and services that would help them to improve their own lives. We are prepared to help anywhere in the world but for the time being we focus on East Africa and particularly Kenya and Uganda.

Source: United Nations and World Bank

Our Theory of Change

Our Theory of Change provides a visual representation of our approach to addressing the sustainable development goals and delivering our vision of healthy, educated, skilled people building prosperous and sustainable communities.

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Impact Highlights 2023 – How we contribute to the Sustainable Development Goals

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Impact Highlights 2023 – How we contribute to the Sustainable Development Goals

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Annual Review: activities and achievements

Strategic priority 1: Delivering innovative, impactful programmes.

Our community partners

In 2023, we maintained our existing community partnerships and met our goal of identifying, completing due diligence and proceeding with one new partner. This was Enkakenya Sidai, a locally-led Community-Based Organisation. Our partnership enabled us to expand our work into Kajiado County in Kenya thanks to funding from the Big Give Green Match Fund.

We applied our place-based, community-led model to deliver a range of sustainable development initiatives in the following locations:

Mbita and Rusinga, Homa Bay County, Kenya. The site of our flagship Arise Centre which provides a base for community-led projects with 'Handshakes not Handouts' at the heart. At the Centre, we provide vocational and technical training, demonstrate vegetable and poultry farming, and showcase new innovations and clean technologies that can be adopted at the household and community level. It is also where we operate our social enterprises such as a reusable sanitary pad production centre with funds reinvested in community programmes.

Osupukiai, Narok County, Kenya. At one time, the nomadic Maasai people could forecast and predict rainfall and travel to new pasture and water, but with climate change and demarcation, access to land, water and natural resources is increasingly hard. Many have been forced to settle in villages, where frequent droughts cause crops to fail and cattle to die. Prior to partnering with PFP, the village’s main water source was a seasonal ditch that lasted only a few days after rainy season, and women had to walk up to 20km every day to find water. Access to clean, plentiful water has been a catalyst for further social and economic development including livelihoods and small business incubator, and improved sanitation. Our work has expanded to the community school, Elong'o Primary School, where we have introduced a Window to the World, PFP Clubs and initiated a school Food Forest.

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Remba Island, Homa Bay County, Kenya. Home to 10,000 people whose mainstay is fishing, it is a crowded, commercial place with a high transient population from all over Africa. Women in Remba are forced to take low-paying jobs to provide for their families, and food security is a major challenge. We initially supported a group of 15 widows to form the Remba Women's Group, providing training and seed funding to establish vegetable, poultry and pig farming to improve nutrition and increase income. Our work has expanded to Remba Primary School on sustainability, access to education and we have introduced a Window to the World and PFP Clubs as well as partnering with the County and other NGOs on health camps and waste/sanitation initiatives.

Patongo, Agago District, Northern Uganda. Our work started with the Patongo Orphan Infant Health Rehabilitation Centre (PAORINHER), a safe haven to over 500 orphans and vulnerable families, many of whom have HIV/Aids. We have partnered with PAORINHER since 2019 to support their sustainability through improved WASH facilities, improved accommodation and educational facilities, and establishing a school farm to supplement diets and provide a source of income for the school. Our work has expanded to the wider community through sustainable agriculture, livelihoods and health initiatives.

Dalelekutuk, Kajiado County, Kenya. This pastoral community of approximately 12,000 people was severely impacted by the persistent droughts in East Africa, experienced a staggering loss of 90% of their livestock, the primary source of livelihood. This led to significant economic, environmental and social impacts. Piloting our Climate Smart Villages programme with local community-based organisations, Enkakenya Sidai, we hope to expand our work in this community through livelihoods, health and education initiatives.

We will continue to partner with these communities in 2023 and beyond and will add at least one further community per year to increase our reach and impact.

Our programmes

PFP Academy, Vocational Training and Livelihoods Development

One of the most powerful tools at our disposal is training and education for those who wouldn’t ordinarily have access to it. Many people, women and girls in particular, are kept in the cycle of poverty because they are forced out of school early to work in order to provide for their families, if they can afford to go to school in the first place. This leaves many communities with a basic level of education and skills which excludes them from potential opportunities. The PFP Academy delivers a core curriculum run over 6-8 weeks, covering civic rights and responsibilities, group dynamics and communication, business entrepreneurship, menstrual and sexual reproductive health and gender-based violence. The programme is adapted to each specific community and considers the sensitive cultural and social aspects that are rooted in each of them. Additionally, from the Arise Centre we deliver vocational and technical training in 3-month and 6-month programmes.

Progress update 2023

Since the Arise Centre opened its doors in 2022, more than 200 women and men have had access to life-changing opportunities through livelihoods programmes, menstrual and sexual reproductive health education, vegetable farming demonstrations and vocational skills development. We have also produced and distributed more than 1,000 Arise Dignity Packs to women and girls in the community through our social enterprise situated at the Arise Centre.

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Case study: Grace

During her graduation from the PFP Academy and vocational training, Grace* was selected for the inaugural Chairman’s Award as showing outstanding achievement in the face of adversity.

Grace came to the Arise Centre as a single mother of 3. An orphan at a young age, she was raped at age 12 and married to an older husband who abused her. She escaped this marriage but found it difficult to make ends meet - working several low-paid jobs including selling fish and doing laundry for guest houses in the local area. She signed up to our PFP Academy because she wanted a different life for her and her children - but she had to make many sacrifices to participate. She would rise at 5am to collect and wash laundry, hanging it to dry before coming to the centre for her training. Then returning to press and fold the laundry, before going out to fish in the evenings to be able to put food on the table for her kids. At the end of the 6 week PFP Academy programme, she had a bright idea of making the laundry soap and other detergents so that she could increase the profits of her laundry business. We supported this by teaching her soap-making.

The Chairman's Award has given Grace the start-up capital she needs to start producing her own laundry soap, and we will incubate her business at the Arise Centre for the next 6 months, ensuring she has access to space, power and water to really get her business off the ground. We can't wait to see how she flourishes with this small Handshake not Handout.

*(Name has been changed to protect anonymity)

To complement our programmes at the Centre, in July 2023 two of our Kenya team completed Street Business School accreditation. This methodology has been proven to deliver a 211% increase in income two years after graduation, we are excited about how this will strengthen our existing livelihoods programmes.

We launched our Revolving Loan Fund to four women’s groups in Osupukiai to help the women scale their businesses following their access to PFP Academy and initial seed funding from Women’s Enterprise Fund in 2022. By the end of 2023, three of the four women’s groups had achieved their repayments as scheduled. The final group (Nalepo Women’s Group, focussed on bee-keeping), agreed a revised repayment schedule to allow them to complete their first harvest of honey in January 2024, and we expect the loan to be fully repaid by the end of March.

Future plans

We will review and refresh the content of the PFP Academy, integrating the Street Business School curriculum into our programmes and testing standalone delivery.

We will take the PFP Academy to Uganda, working with PAORINHER to adapt the content to suit the local setting and working with an existing network of village groups to deliver the curriculum to at least 200 people throughout 2024.

Remba Women’s Group have expanded their membership since our original training and so we will provide a refresher of the content to new members and take our learning from Osupukiai to

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establish smaller sub-groups to focus on specific economic value chains such as poultry farming, pig farming, agriculture, waste management and water management.

Case Study: Nalepo Women’s Group

Nalepo Women’s Group was one of the first beneficiaries of the Revolving Loan Fund. They borrowed 135,000 shillings (around $900 USD) to purchase 20 beehives in addition to the 4 they had been able to save for.

When we visited in September, their hives were starting to colonise and they will have their first harvest in January 2024 at which point they predict a 4:1 return on investment. They will pay back the loan, reinvest some funds in growing their business and distribute the remaining profits amongst the women to pay for living costs and school fees for their children.

----- Start of picture text -----
Local coordinator John Lepore
demonstrates the harvesting process to
Janine and James.
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Less than $1,000 in start up funds from PFP using our model of Handshakes not Handouts has kickstarted sustainable, community led development for Nalepo Women’s Group.

Sustainable Agriculture

Our work on sustainable agriculture uses regenerative farming methods to increase yields whilst improving the environment. These initiatives improve access to nutritious, diverse food and provide an important source of employment and income for our partner communities. The communities we partner with have been affected heavily by climate change impacts resulting in erratic weather patterns and prolonged droughts, so we have introduced climate friendly farming strategies and technologies such as solarised pumps for irrigation.

Progress update 2023

PAORINHER’s half acre school farm continued to produce food with tomatoes, eggplants, onions and bananas grown alongside poultry and fish farming. Approximately £1,350 was generated from the sale of vegetables, eggs, chickens and fish with the remainder used by the school to improve the children’s diet. There were some key lessons learned by the team including the need for vigilance to prevent pests and diseases, the need to introduce more fish tanks for sampling and proper growth, and partitioning of the poultry house for different types and sizes of chickens.

The PAORINHER team built on our work on 2022 at the Agago Hub with expert training and insight from Agsense Consultants. The team and wider community benefitted from a training programme

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and hands on support through a growing season. The harvest was used for feeding children and to provide feed for the chickens in the school farm.

We will further invest in capacity (including staffing) and equipment at the Agago Agriculture Hub and initiate a seedbank and training for smallholder famers to help them implement sustainable practices and increase their yields.

Remba Women’s Group experienced setbacks in their poultry and vegetable farming, partly attributable to the loss of their Chair who as a teacher was relocated off the island. Their birds suffered from an outbreak of disease and at one point the group had dwindled to a group of four people. Our key learning has been the vital importance of our long-term monitoring and ongoing capacity building especially as new group members come and go. We are hopeful that with the initiation of the Remba Phase II project and local project staff based in Remba, that we will be able to revitalise Remba Women’s Group and see them flourishing once more.

We were excited to establish a 2-acre school Farm at Elong’o School in Osupukiai, which so far has realised bumper crops of pumpkin, onions, spinach and beans. We consulted with men in the village to design a community fodder pilot to ensure their cattle have year-round access to food, even in times of drought.

We established a demonstration site at the Arise Centre for vegetable farming, showcasing what can be done with a small amount of space to establish small kitchen gardens.

Future plans

Our focus in 2024 will be to consolidate and strengthen existing agriculture projects in Agago, Remba and Osupukiai to scale production and enable greater food security for children and the most vulnerable in these communities. We plan to introduce demonstration poultry farming to the Arise Centre to add to the vegetables already grown on site.

Water and Sanitation

Our work on water and sanitation encompasses a range of activities from providing access to water, improving sanitation and hygiene infrastructure, and supporting waste management - all crucial to human health and well-being. Safe water, sanitation and hygiene is not only a prerequisite to health, but contributes to livelihoods, school attendance and dignity and helps to create resilient communities living in healthy environments.

Progress update 2023

We continued to support the Osupukiai Water Committee in their third year of operation. We constructed a pipeline extension from the Osupukiai Water Hub to Elong’o school to provide plentiful, clean water to the pupils for drinking, cooking and washing and for school farm activities.

We introduced a new technology at the Arise Centre, the Maithri water system which was donated by a PFP supporter. This generates clean drinking water from the air, producing around 25L of water a day which meant people coming to the Centre could access clean water without the waste of additional plastic bottles. However, we also experienced challenges in its implementation, with replacement parts needing to be sourced from India. Conversations to install a larger system stalled with the supplier and in and in 2024 we decommissioned its use. Despite these setbacks, there were valuable lessons learned which will inform future efforts to introduce and maintain new technologies in similar contexts.

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Future plans

In 2024 we plan to improve access to water and sanitation facilities at Elong’o and Remba Schools. Currently both schools are served by poorly functioning and unhygienic pit latrines that contribute to illness and disease outbreaks and do not have access to clean water. We will introduce biotoilets to Elong’o and will consult with the Remba community, school teachers and pupils to codesign water and sanitation solutions which will incorporate considerations on waste management on the Island.

We will also expand the water initiative at the Arise Centre, working with a local partner to develop a water pumping and filtration/treatment system to produce clean drinking water. We will establish a water kiosk at the Centre which will provide a secondary source of income for activities at the Centre.

Access to Healthcare

Following our collaboration in a successful Health Camp led by People’s Health Movement Kenya and CWE-Tech in early 2022, we introduced Health Camps into our programme to enable us to work at a county level to improve access to healthcare for the most vulnerable in the community. One of PFP’s core values is accountability, and it is important that we hold Government institutions to account for their responsibilities to their constituents.

We also distribute reusable sanitary pad dignity packs alongside menstrual and sexual reproductive health education in schools and the community.

Progress update 2023

Following our pilot in 2022, we focussed 2023 on developing partnerships with County Health Departments in our partner locations. For Health Camps to be a sustainable initiative, we need County Health Teams to take ownership and accountability for the Camps.

We made and distributed over 1,000 environmentally friendly dignity packs produced from our Arise Centre providing sanitary pads, soap and underwear, alongside training and awareness raising in menstrual and sexual reproductive health.

Future plans

We were delighted to secure funds from Guernsey Overseas Aid which will enable us to deliver a Health Camp on Remba Island. We plan to build on the success of the Health Camp pilots and incorporate telemedicine technology through a partnership with Virtual Doctors UK to launch at the Remba Health Camp in 2024. We will also explore further partnerships with organisations who can provide specialist expertise in dental and eye health as these are conditions that are particularly prevalent in the communities that PFP works with.

We will also expand our menstrual and reproductive health programme in 2024, consolidating and formalising our curriculum and delivering in at least three schools and distributing 1,500 packs by the end of 2024. We will test a new model of delivery, partnering with the Homa Bay County Health department to train Clinical Health Workers and Community Health Promoters in genderbased violence, menstrual and sexual reproductive health and other related areas to strengthen their capacity and to amplify our reach through existing health infrastructure.

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Access to Education

Education is an important route out of poverty for every child. We increase access to education by improving school facilities, providing resources and initiating school sustainability programmes. We want to invest in schools to help them increase enrolments and improve educational attainment. Our Window on the World initiative is an important pillar that constructs, connects and equips ICT hubs in rural schools to offer a world of learning and opportunity through digital literacy, online learning and twinning with UK-based schools.

Progress review 2023

We completed one new Window on the Word in 2023 at Remba Junior School, equipping it with laptops, a printer and books. We worked with local partners CWE-Tech to design and pilot a structured digital literacy programme, aligned to the UNESCO Digital Literacy Framework. We also started construction of the PAORINHER Window to the World in late 2023.

We completed consultation activities with staff and pupils at Remba Primary School, Elong’o School and PAORINHER to inform our future plans and priorities to improve access to education in these communities.

We introduced an Environmental Stewardship curriculum alongside the School Farm implementation with Elong’o School and developed a school Menstrual and Sexual Reproductive Health offer combined with distribution of the Arise Dignity Packs through schools.

Future plans

We will complete the PAORINHER Window to the World in 2024 and deliver the Digital Literacy programme through local staff and teachers.

In the longer-term we will continue to partner with Remba Primary School, Elong’o School and PAORINHER to increase the number of classroom facilities, improve routes to secondary and vocational education and to improve sanitation and access to water.

Climate-Smart Villages

The primary objective of this pilot project was to help low-income households adapt to climate change. We planned to recruit and train Climate-Smart Champions to introduce clean cookstoves, solar electricity, rainwater harvesting and other sustainable measures in their household, and to roll this model out to their village. This will enable them to better adapt to the adverse effects of climate change through targeted awareness campaigns and sustainable interventions.

Progress review 2023

We successfully completed the pilot in partnership with Enkakenya Sidai. Pilot evaluation findings demonstrated that we had successfully met the planned outputs and outcomes:

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Future plans

We will continue to monitor the longer-term impact of the Climate-Smart Villages programme in partnership with Enkakenya Sidai. At the time of writing this report, Enkakenya Sidai had secured additional funding to scale our pilot project, and we continue to monitor their progress. We have begun to scope a longer-term programme of work combining access to essential infrastructure at a community level, using this as a springboard for community-led development.

We are consulting with our existing partner communities how the Climate-Smart Villages model can be integrated into our programme planning and will develop plans throughout 2024 with a view to delivering in 2025.

New initiatives for 2024

Our Strategic Plan 2023-25 sets an ambition to introduce at least one new innovation or initiative each year in our project delivery. In 2024 we will introduce several new innovations:

Strategic Priority 2: Facilitating connections and networks

Connecting the communities we partner with to one another, and to others to facilitate shared learning. Sharing our expertise and learning with others in the sector to improve our own approaches and impact, and to enable others to do the same.

Progress review 2023

One of the key ways we shared our learning with others in the sector in 2023 was through the Small International Development Charities Network (SIDCN) which has over 2,000 members and aims to amplify the voices of small international development charities and provide mutual support and peer connections. Our CEO Janine Edwards joined the Board of SIDCN 2023, and chairs the Connect Working Group which facilitates opportunities for members to connect, learn and share.

We put a hold on our series of webinars in 2023, to review the format, focus and delivery method. With limited participation in the Working in Kenya Group established in 2022, we also paused this initiative to enable us to focus our resources on peer learning between the communities that PFP partners with. Using the digital infrastructure enabled by our Windows on the World initiative, we held:

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Towards the end of 2023, we were delighted to have the news of a successful joint application from PFP, PFP Africa Trust and the Homa Bay County Health Department to the Tropical Health Education Trust. The funding will enable us to deliver a programme to upskill over 500 Clinical Health Workers and Community Health Promotors in evidence-based approaches and responses to gender-based violence and supporting mental health of healthcare workers.

Future plans

Our priorities for 2024 are to:

Strategic Priority 3: Strengthening our Foundations

Continuing our work to build a sustainable and resilient organisation with the people, resources and systems to fulfil our ambitions and future growth.

Progress review 2023

We welcomed a new Trustee to the Board, Dr Tedd Mose Moya. Tedd is a lawyer, academic, consultant, and entrepreneur with expertise in energy, environment, technology, trade, and sustainability. He brings extensive multidisciplinary research and teaching experience from the Universities of Oxford, St. Andrews, LSE, and Queen Mary University of London (UK) as well as other renowned universities in the US, India, and Africa. Additionally, Tedd leads various international sustainability initiatives and holds board positions in the UK and EMEA ventures and charities. Tedd’s appointment helped PFP realise our ambition to improve lived experience and representation on our Board, as a Kenyan national with Maasai heritage and strong ties to his community.

In the UK, we maintain a lean operation with a generous benefactor continuing to contribute to our CEO salary in 2023, with further core costs recovered through grants. We maintained an average of 2 voluntary placements throughout the year to support our CEO.

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We persevered with our efforts to grow and diversify our income in 2023 as we implemented our refreshed Fundraising Strategy 2023-25. We secured three new grant-making organisations who supported our work for the first time in 2023 and achieved a key milestone in accessing Official Development Assistance funding through the Guernsey Overseas Aid programme.

In Kenya and Uganda, we continued our efforts to strengthen governance structures and delivery capacity and capabilities. We recruited two new project implementation team members to Kenya in 2023 and began shaping two new roles for the Uganda team. Importantly, we identified the need to invest in a dedicated Programme Manager role to bring together and give local leadership and oversight to the various programmes of work taking place in partnership with PAORINHER.

We recruited new trustees to the Board of PFP Africa Trust, and we began the process of establishing a joint non-profit company in Uganda to provide corporate governance for our partnership with PAORINHER. The structures and key roles as at year-end are shown in the diagram below.

We were delighted to receive two awards in 2023, the first for our film “Remba Island: Creating Transformational Change with Handshakes not Handouts” and the second in the Global Business Insight Awards which saw us win “Most Sustainable East African Community Empowerment NonProfit Organisation 2023”. These awards celebrate business leadership, innovation in finance, & success in the investment and sector space across all seven continents of the world.

Future plans

Our priorities for 2024 are to:

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Financial Review

Income and expenditure

In the year ended 31 December 2023 our income was £206,073 (2022: £212,193), comprised of inkind donations of £19,312 (2022: 63,842), cash donations of £177,909 (2022: £142,409), foreign exchange gains of £735 (2022: 2,252), interest of £42 (2022: £11) and gift aid totalling £8,075 (2022: £3,679).

Our funding sources included charitable foundations, the general public, private donors, and corporate sponsors. We were generously supported with grants from the following organisations:

We were delighted to continue our partnerships with businesses aligned to our goals and mission including Joseph Flach & Sons, Sladen Consulting and Schroders Greencoat LLP.

We owe a big thank you to Harry Druet, an inspiring 8-year-old based in Stamford who took on a cycle challenge in April 2023 raising more than £2,500 for our work with Elong’o School in Osupukiai.

Thanks also to Matthew Whiteman, Jamie Livermore and Jim Grant who took on the Royal Parks Half Marathon, and to Jeremy Barker, Edward Barker and Alex Berger who completed the London to Brighton Cycle ride. Together, these two challenge events raised more than £2,100 for PFP’s work.

Finally, thank you to our loyal volunteers who took on so many different duties to help us move forward: George Hetherington, Phil Wilson, Emily McHale, Nuru Said, Tidings Manzini, Amanda Nicholls, Jess Taylor, Mark Richard Jones, Emmy Sang, Lawrence Okoth.

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Financial position at year end

At the year-end, current assets stood at £87,119 compared to £75,896 in 2022. The current assets were comprised of £59,093 restricted funds (2022: £38,536) and £28,026 unrestricted funds (2021: £43,868). Current liabilities (due within 1 year) were £7,149 (2022: £7,283). Fixed assets stood at £66,668 compared to £74,747 in 2022. This represents the value of the Solar PV mini-grid system in use at the Arise Centre in Kenya. There was £17,308 in long-term liabilities for the remaining instalments on the mini-grid system (2022: £22,063). Giving total net assets of £129,331 (2022: £120,297), comprised of £101,562 restricted funds and £27,769 unrestricted funds.

Risk management objectives and policies

The trustees have overall responsibility for ensuring that PFP has an appropriate system of controls to identify financial and other risks and to take appropriate measures to manage them. Risks are recorded on the Risk Matrix and reviewed periodically by the Board. The trustees have assessed the risks and are satisfied that the systems are in place to mitigate exposure to the major risks.

Structure, governance, and management

Constitution

Power for the People (PFP) was established by its constitution on 8 April 2015 and registered as a charitable incorporated organisation (CIO) in England & Wales on 22nd June 2015. It is registered at the Charities Commission for England and Wales.

Methods of appointment or election of Trustees

The management of the Charity is the responsibility of the Trustees. The first trustees were appointed by the constitution and subsequent trustees are appointed for a term of three years by a properly convened trustees' meeting. The minimum number of trustees is three and there is no maximum number that may be appointed. Trustees are appointed for a term of three years by a resolution passed at a properly convened meeting of the charity trustees. After this term the trustee is eligible for reappointment, but if they have served for three consecutive terms they may only be reappointed again after an interval of one year.

Our trustees are selected with due regard to the skills, knowledge and experience needed for the effective administration of PFP and once appointed are required to:

Organisational structure and decision-making policies

PFP’s Board of Trustees meet between six and eight times a year and together with the CEO, are responsible for the strategic direction and policy of the CIO. There are two sub-committees which meet monthly with Terms of Reference setting out the delegated authority from the Board. These

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are Partnerships and Fundraising. At the time of writing this report, a third sub-committee had been established to oversee Finance & Risk. The key management personnel of PFP is the CEO.

We greatly value the substantial donation of time and expertise by members of our board above and beyond their duties as trustees, and by our volunteers who have supported various functions within PFP.

Policies adopted for the induction and training of Trustees

On appointment, new trustees are provided with a current version of PFP’s constitution, the Trustee Handbook and the latest set of accounts. They are also briefed on their legal obligations under charity law, the Charity Commission guidance on public benefit, the content of the constitution, the Charity's decision-making processes, strategic goals, method of operation and financial activities and status. Trustees are encouraged to visit PFP’s projects (self-funded) in order to understand our beneficiary communities and work, although these visits have been curtailed because of the Covid pandemic. These visits are part of a monitoring and evaluation activity or to accompany high value donors.

Pay policy for key management personnel

In setting the pay for the CEO we followed our Staff Pay Policy, benchmarking the salary on similar roles in similar sized organisations.

Reserves policy

It is the trustees' policy to ensure a readily realisable reserve is maintained in unrestricted funds to be used in the event of a significant drop in funding to enable continuation of current activities while ways in which additional funds may be raised are considered. The reserves policy was reviewed in 2022 to take account of an increase in our fixed cost base, and the target reserves was set to three months of fixed operating costs or £10,000, whichever is the greater. This level of reserves has been maintained throughout the period.

Investment policy

Surplus funds will be retained in a bank deposit account at the best rate possible whilst retaining instant access to the deposits as required.

Going concern

After making appropriate enquiries, the Trustees have a reasonable expectation that the Charity 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 regarding the adoption of the going concern basis can be found in the accounting policies.

Plans for future periods

The Strategic Plan 2023-2025 sets out the key strategic priorities for the next three years. This is supported by a delivery plan that outlines in greater detail the KPIs and annual actions. In 2024 (the mid-point of the current Strategic Plan) we intend to refresh and update our strategic priorities.

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Statement of Trustees' responsibilities

The Trustees are responsible for preparing the Trustees' report and the financial statements in accordance with applicable law and United Kingdom Accounting Standards (United Kingdom Generally Accepted Accounting Practice). The law applicable to charities in England & Wales requires the Trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the Charity and of its incoming resources and application of resources, including its income and expenditure, for that period. In preparing these financial statements, the Trustees are required to:

The Trustees are responsible for keeping adequate accounting records that are sufficient to show and explain the Charity's transactions and disclose with reasonable accuracy at any time the financial position of the Charity and enable them to ensure that the financial statements comply with the Charities Act 2011, the Charity (Accounts and Reports) Regulations 2008 and the provisions of its Constitution. They 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.

Approved by the order of the members of the board of Trustees and signed on behalf by:

22/10/2024 James Stewart (Chair of Trustees) Date:

22/10/2024 Janine Edwards (CEO) Date:

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Independent examiner’s report to the Trustees of Power for the People

I report to the trustees on the accounts for the year ended 31 December 2023 that are set out on the attached pages.

Respective responsibilities of the Trustee’s and the examiner

The charity’s trustees consider that an audit is not required for this year under section 144(2) of the Charities Act 2011 (the 2011 Act) and that an independent examination is needed.

It is my responsibility to

Basis of Independent Examiner’s Statement

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 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:

22/10/2024 Signed Dated

Paul Voltzenlogel

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POWER FOR THE PEOPLE STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 DECEMBER 2023

Income From:
Donations and Grants
2
Exchange rate gains
Total Income
Expenditure on:
Raising Funds
3
Charitable Activities
3
Other expenses - Depreciation
5
Exchange rate loss
Total Expenditure
Net Income/(Expenditure)
Transfers between funds
Net movement in funds
Reconciliation of funds:
Total funds brought forward at 1 January
Total Funds carried forward at 31 December
BALANCE SHEET AS AT 31 DECEMBER 2023
Fixed Assets
Plant and Machinery
5
Total Fixed Assets
Current Assets
Debtors
6
Bank and Cash
Total Current Assets
Creditors: amounts due within one year
Creditors
7
Net Current Assets
Total assets less current liabilities
Creditors: amounts due after one year
Total Net Assets
Represented by:
Restricted Funds
Unrestricted Funds: General Funds
Total Funds		 Unrestricted Funds
£

31,236
0
31,236

-2,439

-23,044

-4,039
0
-29,522
1,713
-10,821
-9,107
36,876
27,769
£

66,668
66,668

6,536
80,584
87,119

-7,149		 Restricted Funds
Total
£
£
174,102
205,338
735
735
174,837
206,073

0
-2,439

-163,477
-186,521

-4,039
-8,079

0
0

-167,516
-197,038
7,321
9,035

10,821
0

18,142
9,035
83,421
120,297
101,562
129,331
2023

79,971
146,639
-17,308
129,331
101,562
27,769
129,331




£
74,747
74,747
15,174
60,722
75,896
-7,283		 2022
£
209,941
2,252
212,193
-3,200
-183,216
-891
0
-187,307
24,886
0
24,886
95,411
120,297
2022

68,613
143,360
-23,063
120,297
83,421
36,876
120,297

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NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2023

1 ACCOUNTING POLICIES

Basis of Accounting

These accounts have been prepared under the historical cost convention and in accordance with the current Financial Reporting Standard FRS102, and the current Charities’ SORP 2015 (Statement of Recommended Practice: “Accounting by Charities”).

The trustees consider that there are no material uncertainties about the charity's ability to continue as a going concern.

Tangible Fixed Assets

Tangible fixed assets are stated at cost less depreciation. Assets over £1000 are capitalised.

Foreign currencies

Monetary assets and liabilities denominated in foreign currencies are translated into sterling at rates

Transactions in foreign currencies are translated into sterling at the rate ruling on the date of the transaction.

Exchange gains and losses are recognised in the statement of financial activities.

Income and Expenditure

Income and expenditure are included in the accounts on an accruals basis, when a constructive or legal entitlement or liability exists and the amount can be quantified with reasonable accuracy.

Income, including grant income and legacy income, is recognised where there is entitlement, probability of receipt and the amount can be measured with sufficient reliability.

Investment income is accounted for in the period in which the charity is entitled to receipt.

Expenditure includes irrecoverable VAT.

The value of services provided by trustees and volunteers is not incorporated into these financial statements. Where services are provided to the charity as a donation from another organisation, this contribution is included in the financial statements at an estimate based on the value of the contribution to the charity.

Funds

Restricted funds are incoming resources received or generated for specific purposes as laid down by the donor or the terms of the appeal. Expenditure which meets these criteria is drawn from the fund. Unrestricted funds are donations and other incoming resources received or generated for the general charitable purposes of the charity.

Pension costs

The charity contributes to the National Employment Savings Trust for its employees. Contributions payable are charged in the period to which they relate.

Concessionary loan

The charity has taken advantage of Section 34 of FRS 102 to recognise the interest free loan that it has received as a concessionary loan. As such, the charity initially recognises and measures the loan at the amount received, with the carrying amount adjusted in subsequent years to reflect repayments and any accrued interest.

2 Income: Donations and Legacies
Grants and Donations
Donations in kind
Gift aid
Interest received
FX Gain		 Unrestricted Funds
£
5,331
19,312
6,550
42
0
31,236		 Restricted Funds
£
172,577
0
1,525
0
735
174,837		 Total 2023
£
177,909
19,312
8,075
42
735
206,073		 2022
£
142,409
63,842
3,679
11
2,252
212,193

The primary sources of income during the reporting period were grant-making trusts, corporate supporters, volunteer-led fundraising and online match-funding campaigns.

Donations in kind comprise donated and discounted software through CharityTechExchange and employee volunteering time released from the

3 Expenditure: Charitable Activities
Fundraising
Project delivery costs
Support costs
Other costs - depreciation		 Unrestricted Funds
£
-2,439
-1,905
-21,139
-4,039
-29,522		 Restricted Funds
£
0
-132,551
-30,926
-4,039
-167,516		 Total 2023
£
-2,439
-134,456
-52,065
-8,079
-197,038		 Total 2022
£
3,200
153,904
29,312
891
187,307

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4 Staff Costs
Gross Salaries
Social security costs (covered by annual allowance)
Employers pension contributions
The average number of employees during the year was		 Total 2023
£
30,000
0
900
30,900
1		 Total 2022
£
64,546
0
1,198
65,744
4

The CEO is considered to be the Key Management Person of PFP. The total remuneration of the CEO during the year was £33,785 (2022: 33,079)

In 2022, the charity benefitted from the UK Government Kickstarter Scheme which funded 6 month work placements for unemployed young

5 Tangible Fixed Assets

Cost or valuation

Plant and Machinery
Cost
At 1st January 2023
Additions
Disposals
At 31 st December 2023
Depreciation
At 1st January 2023
Charge for the year
Disposals
At 31 st December 2023
Net book value
At 31st December 2023		 Total 2023
75,638
-
75,638
891
-
8,079
-
8,970
-
66,668		 Total 2022
75,638
-
75,638
-
891
-
891
-
74,747

All assets costing more than £1,000 are capitalised and valued at historical cost. Depreciation is charged on plant and machinery on a straight-line basis over their estimated useful life of 10 years from the year of acquisition

6 Debtors
Donations and grants received
Gift aid recoverable
7 Creditors
Social security and other taxes
Loans and overdrafts
Accruals and deferred income
Total		 2023
2022
£
£
1,394
1,528
5,755
5,755
-
7,149
7,283
Amounts falling due within one year		 Total 2023
£
6,536
0
6,536
 2023
£
-
17,308
-
17,308
Amounts falling		 Total 2022
£
14,250
924
15,174
2022
£
-
23,063
-
23,063
due after

In 2022 DREAM EP Global Energy, a long-standing corporate supporter of PFP, supplied a 15.4KW solar mini-grid system with a book value of £75,638 on the basis of 50% donation, 50% purchase with installments payable over 5 years. A downpayment of £5,755 was made in 2022, and the first of five annual payments of £5,755 was made in 2023.

8 Trustees' remuneration and expenses

During the year, no trustees received any remuneration or other benefits (2022 - £nil), and no trustees' expenses have been paid or payable (2022 - £nil)

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9 Related party transactions

Cash donations include £20,880 from the Trustees and CEO.

DREAM EP Global Energy is a company managed by Nasrin Sharifi, a PFP Trustee. In 2022 PFP entered into an agreement with DREAM EP Global Energy for the purchase of a solar mini-grid system on a 50% donation in kind, 50% purchase with installments payable over 5 years. DREAM have also donated services to PFP in consultancy and strategic support.

There were no other related party transactions other than those disclosed above.

10 Restricted funds

a Paorinher
b Osupukiai
c Core
d Health Camp
e Ubuntu
f Window on the World
g Arise
h Climate Smart Villages
i MSRH Programme
j Remba Transformation Phase II
Total funds		 Funds at 1 January
2023
Income
Expenditure
Transfers
between funds
Funds at 31
December
2023
£
£
£
£
£
20,198
8,741
-19,928
0
9,011
4,601
16,448
-30,923
9,874
0
7,049
32,771
-30,926
0
8,894
219
0
-219
0
-0
1,000
0
0
0
1,000
16,230
14,759
-24,475
0
6,514
34,123
47,521
-48,193
0
33,450
0
9,189
-10,135
946
0
0
13,542
0
0
13,542
0
31,866
-2,717
0
29,150
83,420
174,837
-167,516
10,821
101,562

a Paorinher funds were received from the Aall Foundation and Eleanor Rathbone Trust. This has enabled us to continue our ambitious Paorinher Sustainability Project in northern Uganda which includes Food Security and Sustainable Agriculture, Access to Education, Community Outreach and Livelihoods work. The remainder of the funds will put towards activities commencing in 2023.

b Osupukiai funds were received from Joseph Flach and Sons, The Big Give Trust, Brian Mercer Trust and from volunteer-led fundraising and fundraising campaigns throughout the year organised by George Hetherington and Harry Druett. Additional funds were transferred from unrestricted to meet additional project expenditure. Funds were used to expand our PFP Academy and Livelihoods programmes to the Osupukiai community, to support a pipeline extension from the Osupukiai Water Point to Elong'o Primary School to provide clean and plentiful water to the school, and to develop sustainable agriculture at Elong'o school and to provide educational and sports equipment to the pupils.

c Core funds represent full cost recovery from Trusts and Grants, and a trustee donation to support the CEO salary cost, pensions and employer's National Insurance in 2023. Funds carried forward will continue to support the CEO salary costs.

d Health Camp funds were received from Souter Charitable Trust to deliver a Health Camp on Remba Island in December 2023.

e Ubuntu funds were received from one individual donor to start a PFP Giving Circle in 2022, pooling charitable donations to support a selected PFP Project to be confirmed.

f Window on the World funds were raised through volunteer-led fundraising in the Royal Parks Half Marathon, and from a donation from the Alan & Nesta Chariable Foundation. Funds were used towards further construction costs for a Window on the World at PAORINHER and the piloting of a digital literacy programme at the Window on the World established on Remba Island in 2022. Funds carried forward will be used towards further improvements to the Elong'o Window on the World in 2024 and to support the rollout of the digital literacy programme.

g Arise funds were received from Aall Foundation which supported Phase 2 construction costs including a training hall and kitchen, and programme delivery (training and livelihoods) in 2023.

h Climate-Smart Village funds were raised through the Big Give Green Match Fund, enabling us to deliver a pilot programme in Kajiado County, Kenya in partnership with Enkakenya Sidai. Additional funds were transferred from Unrestricted to meet project expenditure which exceeded the funds raised.

i MSRH Programme funds were raised through the Big Give Christmas Challenge in December 2023. Funds held will be used to construct safe changing spaces in 3 partner communities for schoolgirls, and to provide an education programme in menstrual and reproductive mental health alongside distributing Dignity Packs produced in the Arise Centre

j Remba Transformation Phase II funds were received from Guernsey Overseas Aid (£24,586.85) and from volunteer-led fundraising and a trustee donation. Funds will be used in 2024 to support an ambitious programme of sustainable development including access to education, water, waste and sanitation, livelihoods development and sustainable agriculture building.

Restricted Funds are held as Fixed Assets £33,334 and Bank Balances £68,228

11 Statutory Information

The charity is a Charitable Incorporated Organisation (CIO) registered with the Charity Commission in England and Wales as charity no. 1162330.