## Power for the People
## Annual Report to 31 December 2024
Maasai men from Osupukiai in Narok County, Kenya, herding their cattle. In 2024 PFP initiated a community fodder programme to ensure their animals had access to food in times of drought.
https://www.pfp.global
Registered CIO in England and Wales, Charity number 1162330
## Trustees’ Report
The Trustees present their annual report together with the financial statements of the Charity for the year ended 31 December 2024.
## 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.
**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 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 Gilah Allardice (appointed 15 April 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.
_Power for the People, registered CIO in England and Wales, number 1162330._
_Annual Report 2024 page 2_
A message from our CEO
As we reflect on 2024, it is clear that Power for the People has made significant strides towards our mission of empowering communities and building sustainable futures. This year, our partnership with the Homa Bay County Health Department stands out as a remarkable example of collaborative impact. Together, we have enhanced access to essential healthcare services, delivering innovative solutions and supporting capacity-building for healthcare workers across the region.
Our commitment to a pathway to scale has seen us strengthen local leadership and governance, invest in community-led models, and lay the groundwork for replicating successful projects in new areas. From piloting digital literacy programmes and scaling clean energy solutions, to expanding our ‘Handshakes not Handouts’ approach, we continue to prioritise long-term, locally owned transformation.
These achievements would not have been possible without the dedication and resilience of our partners, staff, volunteers, donors, and - most importantly - the communities we serve. Thank you for your unwavering support and belief in our shared vision. We look forward to another year of growing impact and ambition together.
## 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. From out outset, PFP wanted to prove that a different model of charity could deliver sustainable impact through our ‘Handshakes not Handouts’ partnership model.
In our first years, PFP focused on small, ambitious pilots - working closely with communities to test, learn, and refine our approach. Whether trialling clean energy in remote villages or developing grassroots education tools, each project shaped a model rooted in local ownership and long-term impact.
Today, we deliver sustainable development projects that enable access to healthcare, education, and economic opportunity for the world's most vulnerable people. Our commitment is to replicate successful holistic development models, consistently powering self-sufficiency in more communities every year.
As we grow, we’re strengthening local leadership, investing in long-term partnerships, and amplifying community-led solutions that create lasting change.
## Our Vision
Healthy, educated and skilled people building prosperous, sustainable communities.
_Power for the People, registered CIO in England and Wales, number 1162330._
_Annual Report 2024 page 3_
## Our Mission
We partner with communities experiencing extreme, multi-dimensional poverty. We address the root causes of poverty, kickstart community-led development, and reduce dependence on aid through our ‘handshakes not handouts’ partnerships.
## Our Strategic Priorities
The Trustees have set three strategic priorities to direct our work and focus over the period 2023-2025.
## Operating Principles
Our four operating principles underpin how our programmes are designed, implemented and monitored.
_Power for the People, registered CIO in England and Wales, number 1162330. Annual Report 2024 page 4_
## The need for our work
We serve people who live in extreme, multi-dimensional poverty and without access to the basic infrastructure and services that would help them improve their own lives. Our governing document allows us to work anywhere in the world but for the time being we focus on East Africa, and in particular Kenya, Uganda with Tanzania in plan for 2025 onwards.
- Almost half the world lives on $1- $2.50 a day.
- Over 1.2 billion people have no access to electricity.
- Literacy rates among the world’s poorest people are below 20%.
- Every day more than 29,000 children in the world’s poorest countries die before they reach the age of 5 from hunger, malnutrition and disease.
- 640 million children live without adequate shelter.
- 270 million children have no access to health services.
- 400 million children have no access to safe water.
- 2.7 billion people have no smokeless cooking facilities. Indoor air pollution from the use of solid fuels for cooking and lighting kills 1.5 million people every year.
Source: United Nations and World Bank
## 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.
_Power for the People, registered CIO in England and Wales, number 1162330. Annual Report 2024 page 5_
Our partnership model 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.
_Power for the People, registered CIO in England and Wales, number 1162330. Annual Report 2024 page 6_
Impact highlights 2024
_Power for the People, registered CIO in England and Wales, number 1162330. Annual Report 2024 page 7_
Impact highlights 2024
_Power for the People, registered CIO in England and Wales, number 1162330. Annual Report 2024 page 8_
Annual Review: Activities and Achievements
## Strategic priority 1: Delivering innovative, impactful programmes.
## Our community partners
In 2024, we maintained our existing community partnerships and met our goal of identifying, completing due diligence and establishing one new partnership with Mulika Afrika, which will see us expand our work in Tanzania towards the end of 2025. Additionally, for the first time PFP established a county-wide partnership with the Homa Bay County Department for Health as part of an innovative partnership addressing the county’s Triple Threat: new HIV/Aids infections, teen pregnancy and gender-based violence by training Healthcare Workers and Community Health Promoters.
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
_Power for the People, registered CIO in England and Wales, number 1162330. Annual Report 2024 page 9_
where we operate our social enterprises such as a reusable sanitary pad production centre with funds reinvested in community programmes.
**Ndhiwa, Homa Bay County, Kenya.** The first sub-county to benefit from the Health for Healthcare Workers project delivered in partnership with Homa Bay County Health Department. This project was our first formal partnership with a County Government department and focussed on building the capacity of Healthcare Workers and Community Health Promoters to address the triple threat of teenage pregnancy, new HIV/Aids infections and gender-based violence.
**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.
**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 in order 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 Water, Sanitation and Hygiene (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 now expanded to the wider community through sustainable agriculture, livelihoods and health initiatives working in partnership with social impact business Agago Children & Community Initiatives Ltd.
**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 95% 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 spent 2024 developing and raising funds for a programme of work which will start with access to water for this community.
We will continue to partner with these communities in 2025 and beyond, and will add at least one further community per year to increase our reach and impact.
_Power for the People, registered CIO in England and Wales, number 1162330. Annual Report 2024 page 10_
## Our programmes
## **PFP Academy, Vocational Training and Livelihoods Development**
Access to training and education is one of the most powerful tools for breaking the cycle of poverty, especially for those who would not typically have such opportunities. Many individuals, particularly women and girls are forced to leave school early, if they can attend at all, to support their families. As a result, entire communities are left with limited education and skills which restricts their access to better opportunities and sustainable livelihoods.
The PFP Academy delivers a core curriculum running over 6 weeks. The curriculum includes civic education, entrepreneurship, environmental conservation, climate change, mental health, and menstrual and sexual reproductive health. We have also incorporated the Street Business School curriculum with two of our team accredited as an SBS coach. 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.
PFP Academy 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 are able to offer follow on vocational skills training with courses offered in 2024 in food and beverage, beauty therapy and hairdressing, fabric and fashion design, and driving.
## **Progress update 2024**
In 2024, we welcomed men to the Arise Centre for the first time, in an effort to improve our gender inclusion. Alongside the core training curriculum, we offered 95 men and women 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.
All of the courses now have digital literacy integrated within them. The digital literacy program benefited over 40 youth and children, equipping them with essential modern skills.
In 2024 we also expanded the PFP Academy programme to deliver this for 4 village groups in Agago District, northern Uganda benefitting 39 men and 113 women (total 141). The delivery model was adapted for the local context – due to the large distances between training sites and the small team capacity, a team of Community Based Facilitators was formed with two nominations from each group. These Community Based Facilitators were trained in the core PFP Academy curriculum and additional topics including poultry production and management, Village Saving and Loan Schemes, constructing energy saving cookstoves, and introducing simple hygiene solutions such as the tippy taps made from readily available recycled materials.
The four women’s groups in Osupukiai fully repaid their Revolving Loan Funds, and we continue to provide capacity building support to them to further sustain their businesses and navigate challenges.
On Remba Island, we identified and began engagement with 10 groups to participate in the PFP Academy programme in 2025, providing life skills and business skills to help kickstart their development.
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## **Future plans**
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 establish smaller subgroups to focus on specific economic value chains such as poultry farming, pig farming, agriculture, waste management and water management.
## **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 2024**
In Uganda, PAORINHER’s school farm produced harvests of tomatoes, onions, eggplants, bananas, poultry, and fish. This supported a balanced diet for learners and generated income to be reinvested in the school. The larger Agago Hub farm grew crops to feed a growing number of students and the community, while also teaching agronomic skills that raise crop yields to local farmers. Notable 2024 produce included sunflowers, soybeans, and cassava.
## **Key accomplishments:**
- Harvested 5 tonnes of cassava (3,583 kg sold for £465.38; remainder consumed).
- Sold 170 fish (£71.43); additional fish consumed by the school.
- Grew tomatoes on 20x30m plot; harvested 3,254, with 1,910 sold (£206.72 income).
- Raised 122 chicks to maturity.
- Harvested 103kg onion (85kg sold for £53.25, 18kg consumed).
- Built an earth fishpond (not yet operational).
The school farm uses poultry waste and biogas as manure, promoting sustainability. Agago Hub’s output also feeds livestock and supports the community. The Agago Community and Children Initiative (ACCI) runs livelihood programs, highlighting the value of all produce and strengthening local resilience. Environmental education is included to promote resource conservation.
Direct beneficiaries include 10 Community-Based Facilitators who last year trained 141 subsistence farmers and provided access to seeds through the ACCI Seedbank. At least half of beneficiary groups are single mothers, grandmothers, or individuals with disabilities. ACCI’s inclusive approach helps communities identify and address agricultural and environmental challenges using Participatory Rural Approach (PRA) methods, improving farmer group effectiveness and resource management.
Turning to Osupukiai in Kenya, the E’longo school farm has continued to grow varieties of vegetables as well as watermelon and pumpkin, providing a very good source of food for the school, attracting many learners. The farm has more recently has planted fruit trees, such as orange trees which will be a source of nutrition for the students.
_Power for the People, registered CIO in England and Wales, number 1162330. Annual Report 2024 page 12_
Following the success of the women’s agriculture group in Osupukiai, we expanded our work with the men in the village to design a community fodder project, which is an initiative to ensure men are able to access constant feed for their cattle, even in times of drought.
## **Future plans**
Our focus in 2025 will be to consolidate and strengthen existing agriculture projects in Agago, Remba and Osupukiai in order to scale production and enable greater food security for children and the most vulnerable in these communities. We plan to introduce smart farming to maximise the quality and quantity of produce available. With the PFP Academy implementing agriculture and economic development into the 6-week curriculum, we will aim to include more women in the Arise Centre agricultural projects. In Patongo, we will introduce more fishponds when access to reliable water is secured to help generate fish farming and also off-season vegetable production and soon be introducing a piggery. At Paorinher, we will review and repurpose the solar power and connect separate water tanks to ensure more consistent power for pumping irrigation water.
In Osupukiai, we will resolve the water pipeline extension challenges which will lead to improved access to water and will allow the school farm to diversify by planting more, enhancing nutrition and enabling learners to stay in school.
## **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 2024**
In a Joint Venture partnership with Wable, we installed a self-service water kiosk and a water tank at the Arise Centre, providing access to 24/7 clean drinking water. The water kiosk provides accessible water and generates a source of income for the Centre to be reinvested in community programmes. Having consistent access to water at the Arise Centre has improved menstrual and sexual reproductive health within the community as well as girl’s and women’s safety.
We continued to support the Osupukiai Water Committee through capacity building. We encountered some challenges with the pipeline extension to the school with repeated burst pipes, and are working with the committee to seek redress from the supplier and to fix the issues. This has been a valuable lesson for them in exercising their legal rights and putting funds aside in the Community Fund to deal with repairs and maintenance.
## **Future plans**
We will continue to improve access to water and sanitation facilities at Elong’o and Remba schools. We will improve the pipeline extension to Elong’o school in order improve access to water and enable the school farm to diversify. We will introduce bio-toilets to Elong’o school to replace poor functioning, unhygienic pit latrines that contribute to illness and disease outbreaks.
We also plan to replicate the successful Wable partnership, bringing clean water to Remba in a similar coinvestment initiative.
_Power for the People, registered CIO in England and Wales, number 1162330. Annual Report 2024 page 13_
## **Access to Healthcare**
Following our collaboration in a successful Health Camp led by People’s Health Movement Kenya and CWETech 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 2024**
Following our pilot in 2022, we focussed 2023 and 2024 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.
In December 2024, we held a Health Camp on Remba Island and focussed on including community health promoters. The event witnessed a significant turnout, demonstrating the communities appreciation for the initiative. The 2024 Health Camp offered a series of essential services, catering to various aspects of healthcare. These included, TB clinic, MCH, HIV/AIDS services, family planning guidance, general public health awareness sessions and screening services such as for cervical cancer. Moreover, attendees benefited from malaria management, de- worming treatments and consultations on security and health matters. The camp also provided pathways to start medication if the services revealed positive results as well as educating individuals on the importance of how to correctly take antibiotics to ensure health improvements. As the event concluded, participants departed with renewed hope and a strengthened sense of community well-being, paving the way for future endeavours aimed at enhancing healthcare accessibility for all.
In 2024, we also secured funds from Global Health Partnerships (formerly THET) in partnership with Homa Bay County Health Department. The Health for Health Care Workers Project is dedicated to strengthening the capacity of healthcare workers in Ndhiwa Sub County, Homa Bay County, to effectively address the region's triple health threat: gender-based violence (GBV), teenage pregnancy, and new HIV infections and to support the mental health and wellbeing of Clinical Health Workers and Community Health Promoters.
Initiating in February 2024, this programme delivered training for 64 Healthcare Workers and 122 Community Health Promoters who accessed modules in mental health, gender-based violence, menstrual and sexual reproductive health. A mentorship model was introduced, where each trained healthcare worker was paired with another to cascade the learning. In addition, each trained Community Health Promoter mentored a further 3 colleagues, in order to multiply the programme’s impact which included:
- 490 additional cases of sexual gender-based violence identified by Community Health Promoters and referred appropriately in accordance with County guidelines.
- 90% of sampled community members who received information and advice on gender-based violence and sexual and reproductive health, reporting greater awareness and understanding of the issue.
- 10 learning videos created and translated to local language to add to the Community Health Promoters Toolkit.
_Power for the People, registered CIO in England and Wales, number 1162330. Annual Report 2024 page 14_
## **Future plans**
We were delighted to secure extension funding from Global Health Partnerships to replicate our successful Health for Healthcare Workers programme in another sub-County working with Homa Bay County Department of Health. Having reviewed the impact of this programme and comparing to previous health camps, we will cease to deliver health camps from 2025, instead focussing our efforts on County Government partnerships.
## **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 UKbased schools.
## **Progress review 2024**
In 2024, Window on the World continued at Remba primary school with 30 laptops given to promote digital literacy. The laptops support the students to access people around the world, engage in online learning. The boosted connectivity increases their moral in the school. Since the laptops have been given in Remba, pupils who were initially not in school have wanted to attend, boosting overall school attendance. The Remba primary school formed a computer club to oversee the digital literacy programme, which is available in grade 3 to grade 7. It is set up with a patron and students helping to manage the club. This assists everyone in learning more about the computers. Through the digital literacy programme, teachers access many educational resources online including marking schemes, lesson plans and learning materials to increase the quality of education at Remba primary school.
Similarly, at PAORINHER primary school we completed the Window on the World and initiated the digital literacy programme. The teachers at PAORINHER were proud to report that once again, their pupils achieved great success in the Uganda National Examinations Board with the highest results in the District – demonstrating the importance of investing in school facilities and access to education.
We increased our focus on menstrual and sexual reproductive health education, empowering women, and girls to learn more themselves, their health, and rights. In Remba, the youth group established an environmental clean-up every Thursday, contributing to the communities efforts to maintain a clean and healthy environment. This initiative reinforces a sense of responsibility and leadership among the youth, strengthening their role in the community.
In 2024, we saw the success of the Paorinher Sports Academy. The success in sports, especially football through active participation and leadership by these children, meant Paorinher has become a champion in the regional, national, and international (East Africa) arenas.
## **Future plans**
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. We will build on our successful Youth Leadership and PFP Clubs programmes to integrate sports and Menstrual and Sexual Reproductive Health.
With an agreement in place with Memusi Foundation to replicate their innovative classroom designs, we will complete two classroom builds on Remba and build these into our plans for Elong’o school. We will also establish an MOU with the County Education Department and Remba Primary School, establishing a
_Power for the People, registered CIO in England and Wales, number 1162330. Annual Report 2024 page 15_
partnership to support Remba’s ambitions to have secondary school provision on the Island. This will be delivered alongside vocational training pathways, replicating a mini-Arise Centre on Remba.
## **New initiatives for 2025**
Our Strategic Plan 2023-25 sets an ambition to introduce at least one new innovation or initiative each year in our project delivery. In 2025 we will introduce the following:
- Integrating Black Soldier Fly technology in our waste and sanitation projects on Remba Island (originally planned for 2025, deferred due to loss of technical partner);
- Establishing a forum for Educators in Trans Nzoia region, working through educators to strengthen access and quality of education.
## 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 2024**
One of the key ways we shared our learning with others in the sector in 2024 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.
In 2024 we launched our ‘Kickspark!’ podcast series which shares our learning, challenges and achievements with the wider world.
We hosted an in person event at the Arise Centre bringing together staff, community leaders, pupils and teachers from four partner locations across Kenya and Uganda, as part of the UEFA-funded Youth Leadership programme. Using the digital infrastructure enabled by our Windows on the World initiative, we held follow up sessions between school leaders and pupils. We also held learning sessions between our Uganda and Kenya teams, covering areas such as project management, financial management, budgeting.
## **Future plans**
Our priorities for 2025 are to:
- Further build on the peer-learning programme and the success of the Health for Healthcare workers by hosting a Health summit at the Arise Centre.
- Continue to proactively foster relationships with sector partners who can provide additional expertise, capacity and resources both to PFP and to the communities we partner with.
- Continue our leadership role within the Small International Development Charity Network to share our expertise and benefit from the expertise of others in the field.
## 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.
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## **Progress review 2024**
We welcomed a new trustee, Gilah Allardice to the Board in 2024. Gilah joins us as Senior Programmes Officer at Peace Direct, where she supports international partnerships and programme delivery, strengthening our Board’s collective knowledge and insight on effective and equitable international development programmes.
In the UK, we maintain a lean operation with a generous benefactor continuing to contribute to our CEO salary in 2024, with further core costs recovered through grants. We maintained an average of 2 voluntary placements throughout the year to support our CEO.
We persevered with our efforts to grow and diversify our income in 2024 as we implemented our refreshed Fundraising Strategy 2023-25. We secured two new grant-making organisations who supported our work for the first time in 2024, and achieved a key milestone in accessing funding in a partnership with a County Health Department, providing a blueprint for our scaling ambitions.
In Kenya and Uganda, we continued our efforts to strengthen governance structures and delivery capacity and capabilities. In Uganda we supported our local partner, Agago Children and Community Initiative, to complete a strategic planning process giving focus and energy to their work. In Kenya, we added two new staff members to the PFP Africa Trust team to enable successful delivery of new programmes.
## **Future plans**
Our priorities for 2025 are to:
- Review our strategy and specially develop our pathways to scale, to guide our work from 2026.
- Continue to work with our partners in Kenya and Uganda to strengthen their governance structures and delivery capacity and capabilities, ensuring it is sufficient to meet planned objectives.
- Review our core team structure to ensure our resources match our ambitions.
- Increase skilled volunteers supporting our work particularly on website, social media and fundraising.
- Continue to grow and further diversify our income from trusts and foundations, corporate partners, individual giving, events and campaigns, and volunteer-led fundraising.
- Strengthen our ability to raise funds in-country for planned projects and initiatives, working closely with our local partners to build their capacity to fundraise effectively.
- Successfully scale the Arise Pad Production in Kenya and the Wable Joint Venture with a goal of generating sufficient profits to reinvest in PFP programmes by end of 2025.
- Build our reputation and awareness of what we do and the impact we have, through effective marketing and communications across online and offline channels.
## Financial Review
## Income and expenditure
In the year ended 31 December 2024 our income was £233,130 (2023: £206,073), comprised of in-kind donations of £20,710 (2023: £19,312), cash donations of £209,965, (2023: £177,909), foreign exchange gains of £988 (2023: £735), interest of £42 (2022: £42) and gift aid totalling £1,695 (2023: £8,075).
_Power for the People, registered CIO in England and Wales, number 1162330. Annual Report 2024 page 17_
Our expenditure totalled £190,675 (2023: £197,038). The lower expenditure than income and from previous year reflects grant and donation timing, with our key fundraising campaign occurring in December each year, and a major grant being received in December 2024.
Our funding sources included charitable foundations, the general public, private donors, and corporate sponsors. We were generously supported with grants from the following organisations:
- Aall Foundation
- Big Give Trust
- Brian Mercer Trust
- Guernsey Overseas Aid
- Global Health Partnerships (Formerly THET)
- Aeonian Foundation
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.
Thank you to UK trustees and our Uganda and Kenya Trustees, and our loyal volunteers who helped us achieve our ambitions this year: Frances Taylor, George Hetherington, Amanda Nicholls, Jess Taylor, Mark Richard Jones, Emmy Sang, Lawrence Okoth.
## Financial position at year end
At the year-end, current assets stood at £131,972 compared to £87,119 in 2023. Current liabilities (due within 1 year) were £7,215 (2023: £7,149). Fixed assets stood at £58,567 compared to £66,668 in 2023. This represents the value of the Solar PV mini-grid system in use at the Arise Centre in Kenya. There was £11,538 in long-term liabilities for the remaining instalments on the mini-grid system (2023: £17,308). Giving total net assets of £171,786 (2023: £129,332), comprised of £143,928 restricted funds and £27,858 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
_Power for the People, registered CIO in England and Wales, number 1162330._
_Annual Report 2024 page 18_
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:
- Declare the nature and extent of any interest, direct or indirect, which he or she has in a proposed transaction or arrangement with PFP or in any transaction or arrangement entered into by PFP which has not previously been declared; and
- Absent themselves from any discussions of the charity trustees in which it is possible that a conflict of interest will arise between his or her duty to act solely in the interests of PFP and any personal interest including but not limited to any financial interest). A charity trustee absenting themselves from any discussions accordingly does not vote nor is counted as part of the quorum in any decision of the charity trustees on the matter.
## **Organisational structure and decision-making policies**
PFP’s Board of Trustees meet between four and six 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 are Fundraising and Finance, Risk and Partnerships. The key management personnel of PFP is the CEO.
Additionally each of our community partnership locations has a Project Steering Group chaired by a PFP Trustee. Other members include in-country Trustee representative, local community leader and other stakeholders. The Project Steering Groups provide strategic oversight, governance, and risk management support to ensure the successful delivery of PFP’s work in alignment with our mission, resources, and values. It enables trustees and partners to:
- Understand and oversee the impact, risks, and resourcing of the programme
- Support key decisions at critical milestones
- Champion accountability, inclusion, and sustainability
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 decisionmaking processes, strategic goals, method of operation and financial activities and status. Throughout their tenure, trustees have access to training opportunities through the Charity Commission, SIDCN and Festival of Trusteeship. 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. The salary is set at the median of the pay range and is reviewed annually.
## **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
_Power for the People, registered CIO in England and Wales, number 1162330._
_Annual Report 2024 page 19_
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 2025 we intend to refresh and update our strategic priorities to create a Strategic Plan 2026-2028.
## **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:
- Select suitable accounting policies and then apply them consistently.
- Observe the methods and principles of the Charities SORP (FRS 102).
- Make judgments and accounting estimates that are reasonable and prudent.
- State whether applicable UK Accounting Standards (FRS 102) have been followed, subject to any material departures disclosed and explained in the financial statements.
- Prepare the financial statements on the going concern basis unless it is inappropriate to presume that the Charity will continue in business.
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:
James Stewart James Stewart (Oct 16, 2025 10:24:13 GMT+1) Date: 16/10/2025 James Stewart (Chair of Trustees) Janine Edwards (CEO) Date: 16/10/2025
_Power for the People, registered CIO in England and Wales, number 1162330._
_Annual Report 2024 page 20_
## **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 2024 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
- examine the accounts under section 145 of the 2011 Act;
- follow the procedures laid down in the general directions given by the Charity Commissioners section 145(5)(b) of the 2011Act; and
- state whether particular matters have come to my attention.
## 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:
- which gives me reasonable cause to believe that in any material respect the requirements: to keep accounting records in accordance with section 130 of the 2011 Act; and
- to prepare accounts which accord with the accounting records and comply with the requirements of the 2011 Act and Regulations have not been met; or
- to which, in my opinion, attention should be drawn in order to enable a proper understanding of the accounts to be reached.
Signed Dated Paul Voltzenlogel (Oct 16, 2025 12:46:48 GMT+1)Paul Voltzenlogel 16/10/2025
Paul Voltzenlogel
_Power for the People, registered CIO in England and Wales, number 1162330._
_Annual Report 2024 page 21_
## POWER FOR THE PEOPLE
STATEMENT OF FINANCIAL ACTIVITIES FOR THE YEAR ENDED 31 DECEMBER 2024
|**Income From:**
Donations and Legacies
2
Interest received
2
Exchange rate gains
2
**Total Income**
**Expenditure on:**
Raising Funds
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 2024**
**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**
£
46,621
42
988|**Restricted Funds**
**Total**
£
£
185,479
232,100
0
42
0
988|£
66,668|**2023**
£
205,296
42
735|
|---|---|---|---|---|
||**47,651**|**185,479**
**233,130**||**206,073**|
||2,788
38,819
4,051
1,905|0
2,788
139,062
177,881
4,050
8,101
0
1,905||2,439
182,917
8,079
0|
||**47,563**|**143,113**
**190,675**||**193,434**|
||89
0|42,366
42,455
0
0||9,035
0|
||89
27,769|42,366
42,455
101,562
129,331||9,035
120,297|
||**27,858**|**143,928**
**171,786**||**129,331**|
||£
58,567|**2024**
124,757
183,324
-11,538
**171,786**
143,928
27,858
**171,786**||**2023**
79,971
146,639
-17,308|
||58,567
0
131,972||66,668
6,536
80,584||
||131,972
-7,215||87,119
-7,149||
||||||
|||||**129,331**|
|||||101,562
27,769|
|||||**129,331**|
|**2 Income: Donations and Legacies**
Donations
Grants
Donations in kind
Gift aid|**Unrestricted Funds**|**Restricted Funds**
**£**
14,081
171,397
0
0|**Total 2024**
**£**
38,298
171,397
20,710
1,695
**232,100**|**2023**
**£**
59,936
117,973
19,312
8,075|
|---|---|---|---|---|
||**£**
24,216
0
20,710
1,695||||
||**46,622**|**185,479**||**206,073**|
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 donated management consultancy services from Sladen Consulting Butterfly Fund, which provided pro bono strategic development and executive coaching for the CEO.
|**3 Expenditure: Charitable Activities**
Project delivery costs
Staff costs
Support costs
Governance costs|**Unrestricted Funds**|**Restricted Funds**
**£**
-119,481
-19,354
-227
0|**Total 2024**
**£**
-119,557
-32,834
-25,153
-339
**-177,881**|**Total 2023**
**£**
-130,852
-30,900
-21,165
0|
|---|---|---|---|---|
||**£**
-76
-13,480
-24,925
-339||||
||**-38,819**|**-139,062**||**-182,917**|
The charity’s reported income for the year exceeds expenditure primarily due to timing differences. Several grant payments were received in the final month of the financial year in advance of project delivery scheduled for the first quarter of 2025. In addition, the charity’s Christmas fundraising campaign was particularly successful, with a significant proportion of donations received in the last two weeks of December. These funds are restricted for activities planned in the forthcoming year.
|**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 2024**
**£**
31,950
0
884
**32,834**
1|**Total 2023**
**£**
30,000
0
900|
|---|---|---|
|||**30,900**|
|||1|
The CEO is considered to be the Key Management Person of PFP. The total remuneration of the CEO during the year was £32,834 (2023: £30,900) including Employer's NIC and Employers Pension contributions.
## **5 Tangible Fixed Assets**
|**Cost or valuation**
**Plant and Machinery**
**Cost**
At 1st January 2024
Additions
Disposals
At 31 st December 2024
**Depreciation**
At 1st January 2024
Charge for the year
Disposals
At 31 st December 2024
**Net book value**
At 31st December 2023|**Total 2024**
75,638
-
**75,638**
8,970
-
8,101
-
**17,071**
**-**
**58,567**|**Total 2023**
75,638
-|
|---|---|---|
|||**75,638**|
|||891
-
8,079
-|
|||**8,970**
**-**|
||||
|||**66,668**|
All assets costing more than £1,000 are capitalised and valued at historical cost. Depreciation is charged on plant and machinery on a straightline basis over their estimated useful life of 10 years from the year of acquisition
**6 Debtors**
Donations and grants received Gift aid recoverable
|**£**
0
0
**0**|**£**
6,536
0|
|---|---|
||**6,536**|
## **7 Creditors**
|Social security and other taxes
Loans and overdrafts
Accruals and deferred income
Total|**2024**
**2023**
**£**
**£**
1,445
1,394
5,770
5,755
-
**7,215**
**7,149**
**Amounts falling due within one year**|**2024**
**2023**
**£**
**£**
- -
11,538 17,308
-
-
**Amounts falling due after**
**more than one year**|
|---|---|---|
|||**11,538**
**17,308**|
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 second of five annual payments of £5,755 was made in 2024.
## **8 Trustees' remuneration and expenses**
During the year, no trustees received any remuneration or other benefits (2023 - £nil). Trustee expenses were incurred for venue hire and catering for a strategy away day totalling £338.50 (2023: nil)
## **9 Related party transactions**
Cash donations include £14,771 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. 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 Enkakenya Sidai (formerly Climate Smart Villages)
i MSRH Programme
j Remba Transformation Phase II
k Youth Leadership & Sports
l Endebess
m Global Health Workforce Project
**Total funds**|**Funds at 1 January**
**2024**
**Income**
**Expenditure**
**Transfers**
**between funds**
**Funds at 31**
**December**
**2024**
£
£
£
£
£
9,011
3,200
-10,264
0
1,947
0
10,000
-5,841
0
4,159
8,894
11,908
-19,581
0
1,220
0
0
0
0
0
1,000
0
0
0
1,000
6,514
4,381
-7,005
0
3,891
33,450
46,284
-40,882
0
38,853
0
0
0
0
0
13,542
3,750
-7,154
0
10,138
29,150
38,569
-11,757
0
55,961
0
10,821
-8,731
0
2,090
0
15,361
0
0
15,361
0
41,205
-31,898
0
9,308|
|---|---|
||**101,562**
**185,479**
**-143,113**
**0**
**143,928**|
a Paorinher funds were received from a major donor and from volunteer-led fundraising. The funds were used this year on a transitional year, widening the reach from a single centre to across the whole district as part of a wider programme in Northern Uganda focussed on Food Security and Sustainable Agriculture, Access to Education, Community Outreach and Livelihoods work.
b Osupukiai funds were received from Brian Mercer Trust , which supported the school growing project, community fodder pilot and installation of a biotoilets system at Elong'o school. Funds will be used to complete the work in 2025.
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 2024. Funds carried forward will continue to support the CEO salary costs.
d No health camp funds were received or spent in 2024. We will review the sustainability of this model going forward and its alignment with our Handshakes not Handouts principle, instead focussing on developing partnerships with County Health teams modelled on our succesful partnership with Homa Bay County Health Department (see m)
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 the Green Match Fund from the Big Give. We continue our fundraising efforts to enable further improvements to the Elong'o Window on the World in 2024 and to support the rollout of the digital literacy programme across all PFP partner communities.
g Arise funds were received from Aall Foundation to support a transition year for the Centre to becoming fully self-sustaining through income generation primarily through a water sale kiosk and reusable sanitary pad dignity packs.
h No funds were received or spent in 2024 for Climate Smart Villages. Following the pilot with local CBO Enkakenya Sidai Initiative, we have included them in our project pipeline for 2025 and beyond with due diligence complete and a Phase 1 programme of work developed.
i MSRH Programme funds were raised through the Big Give Christmas Challenge in December 2023 with match funds being provided by the Big Give in January 2024. Funds were 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, Aall Foundation and from volunteer-led fundraising and a trustee donation. Funds were used to support an ambitious programme of sustainable development including access to education, water, waste and sanitation, livelihoods development and sustainable agriculture building.
k Funds were received from UEFA Foundation for children to deliver a youth leadership through sports programme in three partner schools (Elong'o, PAORINHER and Remba), building on our existing work in these communities. The remaining funds were spent in 2025 and we are actively fundraising to replicate this programme in other locations.
l Funds were received from the Aall Foundation to expand our work to a new location in Kenya, Endebess in the Trans Nzoia region. Funds carried forward will be used to establish community engagement and governance, undertake further scoping and planning with the community, replicate successful programmes supporting education, health and livelihoods, and lay the groundwork to replicate our successful Arise Centre in future years.
m Global Health Workforce Project funds were received from Global Health Partnerships (formerly THET) to deliver an innovative partnership with the Homa Bay County Health Department, training Healthcare Workers and Community Health Promoters to address the Triple Threat (HIV/AIDs, Teen Pregnancy and Gender-Based Violence). Funds carried forward were spent continuing this programme in 2025, and supplemented with an extension grant from GHP.
Restricted Funds are held as Fixed Assets £29,284 and Bank Balances £114,645
## **11 Statutory Information**
The charity is a Charitable Incorporated Organisation (CIO) registered with the Charity Commission in England and Wales as charity no. 1162330.