**Registered Charity Number: 1167593** **Health, Opportunity, Peace, Education** **We believe everyone has the right to live in H.O.P.E** **Trustees Annual Report & Accounts Financial Year Ending 31[st] December 2022** **CONTENTS** 1 Page 4 Chief Executive Report Page 5 Vision, Priorities and Values Page 7 Achievements and Performance Page 12 Objectives and Challenges Page 13 Governance and Management ## **CHIEF EXECUTIVE’S REPORT** As To Live in H.O.P.E’s newly appointed CEO (March 2023), I am exceptionally proud to be part of an organisation that is dedicated to supporting people in Ghana through the improvement of clean water and sanitation, the improvement of education especially girls who have limited 2 access to education and the development of access to employment for those who have missed the education system enabling many to support their families and reducing those living in extreme poverty We have faced many global challenges in the financial year 2021/22, we were still facing the ramifications of the Covid pandemic, which meant one of our main sources of income which is student volunteering still not able to take place and fundraising opportunities limited but we have been supported but very dedicated fundraisers and Sumillion a local IT company who increased their donations to enable us to continue our vital work. The “polycrisis” of challenges around the world and its impact on the global economy for us has meant fewer donors and more competition for them, coupled with higher need for our programmes and higher costs to deliver them. By the close of the year, Ghana’s economy had hit 50% in inflation and was the worst performing currency in Africa, with the country in discussions with the International Monetary Fund for a bailout loan. We have seen the extreme hardship this has placed on the communities we serve – where two third of families lived in poverty before the pandemic - and cuts to public spending in Ghana reducing vital services including healthcare and school feeding - for some children, the only meal they receive a day There are key areas which set us aside from other charities: **Dedication to Our work:** We have many volunteers very dedicated to our work who give up many hours to support and grow the work we continue to do. **A dedicated team in Ghana:** We have a dedicated team in Ghana who work closely with the community to develop project that are needed, achieving the support of the community means a sustainable future for the projects as they are managed by the community. Looking ahead, we are excited about the opportunities that lie before us. We recognise the challenges that persist, but, we are confident about the opportunities that lie before us and we are confident in our ability to overcome them. I would like to thank all volunteers, fundraisers, the Trustees and our supporter Sumillion who have gone above and beyond expectations and it has meant that To live in H.O.P.E has been able to offer the best service possible under difficult, unpredictable circumstances. 2021/22 has been a very challenging year for everyone, however, I believe we rose to the challenges and will once again in the coming 3 financial year and respond to the unpredictable economic climate. I look forward to developing new ideas and plans in 2022/23, it is an exciting time for To Live in H.O.P.E with the appointment of a new CEO and trustee team we are looking to expand the projects and fundraising to enable us to achieve more in the upcoming year. Jayne Bristow Chief Executive 4 ## **VISION, MISSION, PRIORITIES AND VALUES** ## **Strategic Plan 2022-2025** ## **Shaping Our Future** We work closely with the chiefs and the education minister in Ghana to determine the projects that are most needed. This approach enables us to be led by, and to fully involve, the community we work in. In this way projects can be suitably prioritized which, in turn, helps to ensure that these are both sustainable and supported by the community. Finally, the community gains access to many volunteers helping them to determine their own future. ## **Our Vision** To enable: young people, especially girls (who are often more disadvantaged than boys) to take advantage of education opportunities provided. This will lead to increased employment opportunities, thus enabling them to obtain higher paid and more rewarding work in order to support their families. In this way future generations will be able to break out of a cycle of extreme poverty and thus avoid such pitfalls as malnutrition, child labour, prostitution, etc., all of which indicate a negative and very limited future. To provide: safe drinking water, sanitation and improved hygiene to all. ## **Our Mission** To deliver: projects that are needed in a safe and sustainable way. ## **Our Values** - **Empathy:** We listen to individuals and understand their situation - **Excellence:** We deliver a first-class service and we care about quality - **Ethical:** We do the right thing and respect integrity - **Bespoke:** We provide solutions that are flexible and proportionate - **Community:** We engage with the community and create meaningful partnerships - **Maximising Potential:** We nurture the growth of our clients, team members and the charity ## **Our Priorities** 5 - **To provide projects that are needed especially those who empower women.** - **To provide early intervention through our growing team of dedicated staff** - **To grow the charity to enable us to support more projects to support the community.** 6 ## **ACHIEVEMENTS AND PERFORMANCE** ## **POTABLE DRINKING WATER IN RURAL AREAS** Enliven Mama Africa completed many sustainable projects in the year 2022. These included construction of three boreholes and the refurbishment of a further four boreholes for seven different communities in the Atwima Kwanwoma District which is part of the Ashanti Region of Ghana. Enliven Mama Africa, in partnership with To Live in Hope charity and Sumillion Ltd, both in the UK, thus provided access to clean and reliable water for these communities in rural areas. The communities, as well as nearby schools that benefited from this project, are shown below: |**NO.**|**COMMUNITY**|**DISTRICT**|**PROJECT TYPE**| |---|---|---|---| |1|Kotwi Zongo|Atwima Kwanwoma|Borehole| |2|Kotwi town|Atwima Kwanwoma|Borehole| |3|Krofrom|Atwima Kwanwoma|Borehole| |4|Ampabame No. 1|Atwima Kwanwoma|Refurbishment of
borehole| |5|Kromoase|Atwima Kwanwoma|Refurbishment
of
borehole| |6|Yabi|Atwima Kwanwoma|Refurbishment
of
borehole| |7|Efduase|Atwima Kwanwoma|Refurbishment
of
borehole| 7 ..T. .rti' ## **SUMILLION PROJECT HOUSE** Work has begun and is ongoing on **Sumillion House** , our dedicated accommodation for volunteers with Enliven Mama Africa. Once completed, it will provide educational space and accommodation for up to 70 volunteers in the Ashanti Region of Ghana. Good accommodation is clearly important in reaching out to and attracting volunteers and so helps Enliven Mama Africa to grow and expand. Volunteers are more likely to partner with us when they feel secure and are well taken care of. 9 ## **DORMITORY BUILDING** Garden City special school is a special needs school in the Asokore Mampong Municipal District of Kumasi. Dormitory construction has been carried out with a view to support various purposes, and it is important for the students as flexible use of accommodation is essential. Enliven Mama Africa, together with its partners, has constructed two large bedrooms in a dormitory format which provides a convenient and safe place for the students with close proximity to educational facilities. 10 ## **WOMEN’S EMPOWERMENT** The aim of this project was to provide skills training and entrepreneurial/vocational training courses in two different fields for disadvantaged or unemployed young girls and teenage mothers. The intention was to provide them with the means to earn an income. The project sought to provide 10 young girls/teenage mothers with vocational training. 8 out of the 10 will learn sewing and the remaining 2 will learn hairdressing. Also provided were the post vocational “tools of the trade” for the trainees on completion of their two years training. That way they have the means as well as the know how to start businesses related to the skills acquired. Hopefully the skills acquired will help them to realize their potential in starting micro enterprises, etc., that will provide the go ahead to a productive and fulfilling life with economic security. Vocational skills training will potentially engender a general community improvement, encouraging a professional and moral growth, respectful of society and of existing cultural and family ties. Once they are economically secure, they will be in a much better position to speak up for their rights to health and nutrition and to be able to articulate their needs and aspirations. The project now has a new shop that will train girls and is run by previous graduates of Enliven Mama Africa “Women’s Empowerment”. 11 ## **OBJECTIVES** We have three strategic aims. These are: 1. To maintain and improve our core projects. 2. To enhance and grow our projects whilst offering long term sustainability of delivered projects. 3. To become a more sustainable organisation, by building a portfolio of income generation streams and improving the way we demonstrate our impact. To ensure sustainability please see below: - **Grant applications** – There is an emphasis on grant applications funding something we haven’t really used before. We will look at longer term, larger strategic grants to fund our core costs. We will also be able to partake in more community fundraising as we come out of the strict restrictions associated with the pandemic. - **Funding streams –** We are seeking further funding streams within the community, such as churches, community groups and schools **.** - **Volunteering program-** To develop and grow the volunteering program. 12 - **Corporate Fundraising** - To continue to support and grow the relationship with core funder Sumillion and begin to look at new corporate supporters. **The Challenges ahead** - We have limits on the amount of work we can achieve due to budget limitations, we actually need a paid admin role but funding will be needed to achieve this. We also need to maintain sustainability on projects and the graphical location can sometimes prove to be difficult but we have a great project manager in Ghana taking control of this. The increase in costs and strain on budgets for individuals means lower disposable income limiting ability for donations. We are still confident the new CEO will grow our income and donations. 13 ## **GOVERNANCE AND MANAGEMENT** Non-Executive Directors / Trustees To Live in H.O.P.E is overseen by a board of six voluntary and independent Trustees (Non-executive Directors), each of whom are appointed by the charity’s board. Each Director assumes a specific portfolio upon appointment to ensure that all areas of To Live in H.O.P.E’s governance receives due care and attention and is aligned with the specialist expertise of the Director appointed. We have recently changed our trustees due to some having limited time and new trustees bringing new sets of skills. The Directors consider governance issues at their regular Board meetings. The Board meet every quarter throughout the year with the CEO to ensure all governance issues are regularly addressed. The trustees delegate responsibility to the CEO for ensuring that service provision is carried out within the overall charity’s strategy; for overseeing the charity’s progress in meeting its objectives; and ensuring that the charity meets its legal and financial obligations. To Live in H.O.P.E has in place adequate governance arrangements that enable the identification, escalation, monitoring and reporting of risks. The Board of To Live in H.O.P.E is ultimately responsible for reviewing, challenging, and approving the charity’s overall strategy and the direction of the business. ## **Registered Office and Principal Address** Unit 14, Faraday Court Rankine Road Basingstoke RG24 8PF ## **Charity Number:** 1167593 Telephone: 07704 389787 Web www.toliveinhope.org 14 **Charity Name No (if any) To Live in Hope 1167593 Receipts and payments accounts For the period** Period start date Period end date **To from** 12/31/2021 12/30/2022 **CC16a** ## **Section A Receipts and payments** |**A1 Receipts**
Donations
**130**
Projects
**41,808**
**-**
**-**
**-**
**-**
**-**
**-**
**41,938**
**-**
**-**
**_Sub total_ -**
**_Total receipts_ 41,938**
**A3 Payments**
Bank Charges
**150**
Projects Paid
**68,193**
Donations Paid
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**_Sub total_ 68,343**
**-**
**-**
**_Sub total_ -**
**_Total payments_ 68,343**
**_Net of receipts/(payments)_ - 26,405**
**A5 Transfers between funds**
**-**
**A6 Cash funds last year end**
**26,551**
**_Cash funds this year end_ 146**
**Unrestricted**
**funds**
**to the nearest £**
**_Sub total_**_(Gross income for AR)_
**A2 Asset and investment sales,**
**(see table).**
**A4 Asset and investment**
**purchases, (see table)**|**to the nearest £**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**Restricted**
**funds**|**to the nearest £**
**Endowment**
**funds**|**Total funds**
**to the nearest £**
**130**
**41,808**
**-**
**-**
**-**
**-**
**-**
**-**
**41,938**
**-**
**-**
**-**
**41,938**
**150**
**68,193**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**68,343**
**-**
**-**
**-**
**68,343**
**- 26,405**
**-**
**26,551**
**146**|**Last year**
**to the nearest £**| |---|---|---|---|---| |||**-**|**130**|**250**| |||**-**|**41,808**|**58,444**| |||**-**|**-**|**-**| |||**-**|**-**|**-**| |||**-**|**-**|**-**| |||**-**|**-**|**-**| |||**-**|**-**|**-**| |||**-**|**-**|**-**| |||**-**|**41,938**|**58,694**| |||||| |||**-**|**-**|| |||**-**|**-**|**-**| |||**-**|**-**|**-**| |||||| |||**-**|**41,938**|**58,694**| |||||| |||**-**|**150**|**225**| |||**-**|**68,193**|**32,006**| |||**-**|**-**|**250**| |||**-**|**-**|**-**| |||**-**|**-**|**-**| |||**-**|**-**|**-**| |||**-**|**-**|**-**| |||**-**|**-**|**-**| |||**-**|**-**|**-**| |||**-**|**68,343**|**32,481**| |||||| |||**-**|**-**|| |||**-**|**-**|| |||**-**|**-**|**-**| |||||| |||**-**|**68,343**|**32,481**| |||||| ||**-**|**-**|**- 26,405**|**26,213**| ||**-**|**-**|**-**|**-**| ||**-**|**-**|**26,551**|**338**| ||**-**|**-**|**146**|**26,551**| |**Section B Statement of assets and liabilities at the end of the period**|**Section B Statement of assets and liabilities at the end of the period**|**Section B Statement of assets and liabilities at the end of the period**|**Section B Statement of assets and liabilities at the end of the period**|| |---|---|---|---|---| |**Categories**
**B1 Cash funds**
**B2 Other monetary assets**
**B3 Investment assets**
**B5 Liabilities**
**B4 Assets retained for the**
**charity’s own use**|**Details**
**Details**
**Details**
**Details**
**Details**
**_Total cash funds_**
(agree balances with receipts and payments
account(s))|**to nearest £**
**-**
**-**
**-**
**-**
Agreement Error
**to nearest £**
**-**
**-**
**-**
**-**
**-**
**-**
**Unrestricted**
**funds**
**Unrestricted**
**funds**
**Fund to which**
**asset belongs**
**Fund to which**
**asset belongs**
**Fund to which**
**liability relates**|**to nearest £**
**-**
**-**
**-**
**-**
OK
**to nearest £**
**-**
**-**
**-**
**-**
**-**
**-**
**Cost (optional)**
**-**
**-**
**-**
**-**
**-**
**Cost (optional)**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**-**
**Restricted**
**funds**
**Restricted**
**funds**
**Amount due**
**(optional)**|**to nearest £**
**Endowment**
**funds**| |||||**-**| |||||**-**| |||||**-**| |||||**-**| |||||OK| |||||**to nearest £**
**Endowment**
**funds**| |||||**-**| |||||**-**| |||||**-**| |||||**-**| |||||**-**| |||||**-**| |||||**Current value**
**(optional)**| |||||**-**| |||||**-**| |||||**-**| |||||**-**| |||||**-**| |||||**Current value**
**(optional)**| |||||**-**| |||||**-**| |||||**-**| |||||**-**| |||||**-**| |||||**-**| |||||**-**| |||||**-**| |||||**-**| |||||**When due**
**(optional)**| ||||**-**|| ||||**-**|| ||||**-**|| ||||**-**|| ||||**-**|| Signed by one or two trustees on behalf of all the trustees Signature Print Name Date of approval CHARITY COMMISSION FOR ENGLAND AND WALES Independent examinerfs report on the accounts Section A Independont Examiner's Report Report to the trusteesl To Live in H.O.P.E On accounts for the year 30 Decemb￿ 2022 Charlty no (rf any) 1167593 Set out on pages 1&2 I report to the tritstees ￿ my examination of the accounts of the above arity (￿e Twsf) for ￿ year ended 3011212022. Re8ponsibilltie8 and As the tharity trUSt￿S of th8 Trust, you are responsible for the preparati basis of report of accounts in ac¢c￿anCe with the requirements of the Charities Act 2011 ftheW}. I report in respe& of my examination of the Trusfs accounts carried out under section 145 of the 2011 Act and in ￿ryIng out my examination, I have followed applicable DireGtions given by Ihe Charity Commissio under section 145(5){b) of the Art. I h￿e completed my examination. I confrni that no material matters ha come to my attention (other than that disdosed below") in connection wi the examination which gives me cause lo believe that in, any material respect.. accountirYJ records were nol kept in accordance with section 130 the Acl or the accourts do not accord with the accounting re¢￿d5 Independent examinerfs statement I have no concems aTrJ have come across no other matters in connectio with the examination to which attention should be drawn in order to enab proper understanding of the accounts to be reached. . Please delete the words in th8 bTrck&ts rfth8y do not apply. Signed= Dats: 1012023 Name: Ms F￿ur Haseldine Relevant professional quallfication(s> or body (If any): NIA Address: Uangefni Anglesey LL77 7EQ IER Octobor 20