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← Nicodemus

2024-12-31-accounts

ANNUAL_ REPORT 202 NICCDEMUS T R A N S F O R M l N G C O M U N l T l E S

CONTENTS

CEO'S STATEMENT ERNESTO’S STORY 3 18

MISSION & VISION MY SPECIAL TREASURE 4 GIRLS’ PROTECTION HOME 19

RESCUE | RESTORE | REVIVE 5

5 MY SPECIAL TREASURE EDUCATION CENTRE OUR STORY 20 6

MENTOR TRAINING, WHY MENTORING LATIN AMERICA & THE CARIBBEAN 7 21

OUR STRATEGY 8-9

OUR TEAM 10-11

OUR IMPACT IN NUMBERS 12-13

GUATEMALA PARTNERS 14

YOUTH MENTORING PROGRAMME, GUATEMALA 15-16

TIME OF RESCUE 17

MENTOR TRAINING, UK 22

MANOR BARN COMMUNITY HUB 23

MUSIC AT THE MANOR 2024 24

KEY OBJECTIVES FOR 2025 25

FUNDRAISING STRATEGY 26-27

FINANCIAL STATEMENTS 28-44

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NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024

CEO'S STATEMENT

At Nicodemus, our core values of youth empowerment, trust, and integrity guide our mission to cultivate trusting mentoring relationships with vulnerable and at-risk individuals. This year, we have made significant strides in expanding our reach and impact through strategic networking and the continued use of technology.

In 2024, our strategic networking efforts have significantly strengthened our reach, particularly in the UK, Latin America, and the Caribbean. We have witnessed the fruit of leaders working together in various ways, using our gifts to fulfill the Great Commission. This collaboration has enabled us to extend our mission of cultivating trusting mentoring relationships to new regions and communities.

Our online platform has been instrumental in reaching a global English-speaking audience, with growth into South Africa and India. We are excited to announce the upcoming launch of our Spanish online platform, which will resource Latin America, the Caribbean, and Spain. By the end of 2026, we will have completed a three-part Spanish Youth Mentoring series of courses, with the first course set to launch at the beginning of 2025. This expansion will allow us to provide culturally relevant training and support to mentors in these regions, furthering our mission.

This year, we have also deepened our relational partnerships with our three Guatemala partners: Time of Rescue, My Special Treasure Girls Residential Home, and My Special Treasure Education Centre. Through building strategy and planning together, we have experienced the profound impact of trust and appreciation in fulfilling our mission and reaching vulnerable communities effectively. These partnerships have reinforced the importance of collaboration and mutual support in achieving our goals.

We are exploring the possibility of bringing our experience to the community of Oxhill in Warwickshire, UK, through a potential new initiative — Manor Music Mentoring. This early-stage concept would aim to connect musicians from local schools with experienced music mentors who can support their personal and musical development. As we investigate the feasibility of this programme, we hope to build on the power of trusting mentoring relationships to encourage and empower young musicians.

As we look to the future, we remain dedicated to our mission of cultivating trusting mentoring relationships with vulnerable and at-risk individuals. Your support and faith in our cause are crucial to our continued success, and we are deeply grateful for your ongoing commitment and prayers.

Grace and Peace,

Jonathan Welford CEO

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NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024

VISION

TO SEE COMMUNITIES STANDING TOGETHER TO RELIEVE POVERTY SO EVERY INDIVIDUAL CAN EXPERIENCE LIFE IN ALL IT'S FULLNESS.

MISSION

INSPIRED BY OUR CHRISTIAN FAITH, NICODEMUS RESCUES AND RESTORES MARGINALISED YOUNG PEOPLE BY EQUIPPING AND EMPOWERING THEM WITH THE NECESSARY SKILLS AND RESOURCES TO ACHIEVE A SAFE AND SECURE TRANSITION INTO YOUNG ADULTHOOD.

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Long-term mentoring relationships, built on trust and developed as part of professionally designed and delivered programmes that increase community engagement with disaffected youth, have helped us to support thousands of marginalised and at-risk youth. Since 2012, these programmes have helped marginalised young people in the UK, Latin America & The Caribbean, South Africa and India to achieve a safe and secure transition into young adulthood and mainstream society.

Our Program Aims:

Reducing the number of children and young people suffering from poverty and disadvantage by providing crisis support and practical care.

RESCUE

Enriching lives through cultivating trusting mentoring relationships, skills-based development and improving access to education and employment.

RESTORE

Empowering young people and vulnerable individuals to live interdependently and become community leaders getting involved in social action and becoming trained as mentors.

REVIVE

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NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024

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OUR STORY

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In 2012, Nicodemus started with a mission to support young people in Guatemala transitioning from residential care and street life. Recognising their challenges, we launched a Youth Mentoring Program to provide guidance and support. This program now aids 120 youths, helping them navigate young adulthood and achieve independent living. We then saw the potential for a broader impact and began training churches and organisations in the UK, Latin America, the Caribbean, South Africa, and India to establish similar programs. By equipping these groups with the necessary tools and knowledge, we aim to create a global support network for young people facing similar challenges. Our ultimate goal is to ensure these young individuals have the resources and mentoring relationships they need to build a brighter future.

Conducting Local Research

Beginning in Guatemala, we developed partnerships with the My Special Treasure Girls Protection Home and Education Centre, and a street youth project, Time of Rescue. Together with the directors of these three projects and through interviews with local young adults, we collaboratively discussed the risks and lack of opportunities that older teenagers and young adults in Guatemala face, their principal needs, and potential solutions to these alarming issues. Around the same time, we also started a similar program in Banbury, UK. Our research identified four main areas of key support that young people transitioning to adulthood needed: a mentoring relationship, life skills workshops, education support, and opportunities for volunteering in their communities.

Acquiring Practical Experience

In 2012, we launched our Youth Mentoring Programme with 15 young adults, some of whom had left residential care while others had lived on the streets. During this initial phase, we were amazed by this first group of young people. Not only were they grateful for the support received, but they also showed a strong desire and willingness to help others in need within their communities. We quickly realised that our mission extended beyond rescuing and restoring their lives; it also involved empowering them to make a difference for the next generation. We understood that the life experiences of these young people had a purpose and that God calls those who have been hurt to help others who are hurting. Similarly, at this time, our program in Banbury provided valuable insights and practical experience that informed our approach.

Developing Mentor Training Programs

Over time, we observed that achieving a safe and secure transition into young adulthood for young people was largely due to the cultivation of trusting and close relationships with their mentors. For this reason, we developed mentor training that focusses on the importance of a relational approach. This includes starting relationships effectively, building trust, and being active listeners. Many young people suffer from economic and relational poverty, which can be alleviated through the formation of meaningful relationships. We see the power of mentoring in two key areas: first, building a foundation of trust and respect, and second, providing the opportunity to work on goals and behavioural change.

Broadening Our Impact

In addition to developing materials for training mentors in relationship building and life skills workshops, we recognised the need to equip community program managers to conduct needs-based analyses in their communities or local projects, recruit and prepare mentors, provide ongoing support, workbook resources and supervision, and effectively monitor and evaluate their mentoring programs. To address this need, we have developed additional courses as part of our Project Management training series. To ensure accessibility, we offer these courses on our online platform, available globally on both our English and Spanish training websites. We strive to keep our courses affordable, thanks to the generosity of our supporters.

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NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024

WHY MENTORING

THE NEED FOR MENTORING

Mentoring is crucial for vulnerable individuals as it helps mitigate various challenges they face. Without mentors, they are more likely to engage in risky behaviours like substance abuse and crime, struggle with emotional and social difficulties, and lack support for building selfesteem and healthy relationships. They are also more vulnerable to negative influences, exploitation, and abuse, and often have limited life skills, making it difficult to navigate adulthood successfully. Additionally, they face higher risks of academic failure, which can limit their future opportunities.

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WHAT IS MENTORING

Mentoring is a one-to-one relationship where a mentor invests their knowledge, experience and time to support a marginalised individual in their social, spiritual, physical, and professional development. Once trained, mentors are equipped with the skills needed to build intentional, trust-based relationships with young people and marginalised individuals. This supportive relationship involves the mentor providing guidance, encouragement, and advice to help the mentee develop skills, build confidence, and navigate challenges. From a Christian perspective, mentoring is modelled by Jesus Christ, who exemplified deep, personal connections with His disciples, teaching and nurturing their faith and character through love, patience, and humility. Through regular interactions, mentors act as positive role models, fostering the mentee's growth and helping them achieve their potential.

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SINCE HAVING MENTORING SESSIONS, I FEEL SO MUCH BETTER AND SO MUCH MORE CONFIDENT IN MYSELF. HAVING SOMEONE TO TALK TO AND DEBRIEF WITH HAS HELPED MY MENTAL WELLBEING AND I COULDN'T BE MORE THANKFUL.

JENNIFER, MENTEE (NAME CHANGED)

HOW WE HELP

In the UK, South Africa and India, we equip churches and community groups with training and one-to-one support through our ‘Specialist Mentoring’ and 'Community Programme Management' series, helping participants develop strategies, implement initiatives, and achieve sustainable growth. Similarly, in Guatemala, Latin America, and the Caribbean, we engage churches and community projects with mentoring courses, resources, and an online mentoring community to empower local leaders and volunteers in supporting marginalised and at-risk youth. Our Guatemala Youth Mentoring Program also provides crisis support, mentoring, skills training, and education scholarships to young adults transitioning to adulthood, in partnership with Time of Rescue, the My Special Treasure Girls Protection Home, and the My Special Treasure Education Centre, which informs and refines our mentor training.

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NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024

OUR STRATEGY

APPROACHES

DIRECT DELIVERY

INFLUENCE

MOBILISATION

We run coordinated support to isolated individuals living in poverty by providing mentoring, refuge and crisis support, practical care, group interventions and education scholarships.

We champion the needs of the people we serve, seeking to influence and challenge attitudes of stereotypes, prejudices, discrimination, marginalisation, and inequality.

We mobilise individuals to become active in their churches and communities; propelling change in their own lives and in the lives of the people around them.

PARTNERSHIPS

CONNECT

In collaboration with organisations and services in the UK, Latin America and the Caribbean, together we are working to relieve poverty across the most overlooked communities. Driven by our Christian faith and shared vision, we walk with multi-agencies to rescue the most marginalised, restore broken and damaged lives, and to raise beneficiaries up to become community leaders.

We equip churches and community groups through bespoke training in mentoring, coaching and programme management whilst accompanying them as they acquire learning, develop their strategy, and implement their initiatives through effective project planning; enabling them to obtain growth and sustainability as they go on to make a lasting change in their communities.

WHO IS INVOLVED?

BENEFICIARIES & COMMUNITIES

PARTNERS

TRAINING & RESOURCE CENTRES

We adopt a person and community-led approach that engages our beneficiaries and communities in the ongoing design and development of our services; while enriching our projects to become models of best practice.

We dedicate ourselves to strengthening multi-agency working. As we devote time and energy to consulting with our communities and beneficiaries, we are invited in to see and understand their realities, including their joys and successes as well as their sorrows and struggles.

Our two Training and Resource Centres in the UK and Guatemala provide welcoming spaces and enriching opportunities where organisations, volunteers and our staff can connect and receive training, while becoming refreshed and re-inspired.

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NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024

OUR STRATEGY

TRUSTEES

DONORS

STAFF & VOLUNTEERS

Our work is governed by confident leaders and decision-makers who are experienced in the third sector.

Donors are kept engaged throughout our work to communicate progress and celebrate impact.

Fundamental to our work are our highly skilled staff and volunteers: supported and trained by Nicodemus to confidently carry out their roles to meet the individual needs of the people we serve.

FULFILLING OUR MISSION

01

To see communities standing together to relieve poverty: so, every individual can experience life in all its fullness.

02

By equipping and empowering young people with the necessary skills and resources to achieve a safe and secure transition into young adulthood.

03

To rescue, restore, and revive the lives of those most overlooked, marginalised and excluded.

IMPACT

01 Increasing community leader’s skills and confidence to serve and lead in their communities.

02 Improving sustainability and longevity of community projects, by helping them to build their capacity, and develop community resilience.

03 Strengthening multi-agency working across communities: reducing prejudices, stereotypes and inequalities leading to improved community cohesion.

BENEFICIARIES

Rescuing individuals from immediate crisis: reducing poorer life outcomes associated with poverty.

Improving the emotional wellbeing and mental health of vulnerable individuals: restoring their self-esteem, building their support networks, and empowering them to realise and achieve their potentials as they access education and employment.

Raising beneficiaries to become active in their communities as they invest back into programmes that previously helped them; taking roles of leadership, becoming mentors of the next generation, and contributing towards developing ongoing solutions.

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NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024

OUR TEAM

TRUSTEES

ALASTAIR & DEBBIE WELFORD - Founders, Trustees & Volunteer Advocates

Nicodemus was founded in 2012 by Alastair and Debbie Welford, who bring a wealth of experience in business and youth support. Their background in running businesses enhances their ability to advocate for and promote Nicodemus effectively. For over 25 years, they have been dedicated to supporting marginalised young people in both the UK and Guatemala. Before launching Nicodemus, Alastair served as a board trustee for an international NGO working in Latin America, including six years as chair. Alastair and Debbie are passionate about sharing their knowledge to create a greater impact in young people’s lives. They believe that training and equipping others is one of the most effective ways to apply their experience and extend their reach.

CHRIS ADLAM

Chris provides corporate finance and advisory services to a wide range of projects in the UK and worldwide. As our treasurer, Chris brings accountability and financial planning expertise to our operational budget and overall charity activities. With 12 months handson experience of working with at-risk youth and street children in Guatemala, Chris combines his financial skills with valuable field experience.

HANNAH SKAIFE

Hannah is a Senior Children's Care teacher leading child development programs for families in the 0-10% most deprived areas of the UK. With three years of experience in Guatemala working on prevention programs for at-risk families, Hannah brings valuable expertise and guidance to Nicodemus' community-led initiatives.

DANIEL HOLDEN

Daniel is Head of a Financial Adviser Academy and has experience in leadership management training, digital course development and marketing, coaching and communication. His skills and qualifications bring valuable input and accountability to Nicodemus in the areas of training, recruitment, and course marketing. ~~a~~ NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024 w ~~o~~ 10

OUR TEAM

JONATHAN WELFORD, CEO

Living in Guatemala since 2012, Jonathan serves as the CEO of Nicodemus overseeing our operations and strategic initiatives. Jonathan holds a BA in International Development, an MA in Social Development, and an MBA in Coaching, Mentoring, and Leadership. His expertise § - includes specialising in the development of Nicodemus' mentor training curricula as well as the ongoing development of our online platforms. ROS KELLING, FINANCE AND RESOURCE MANAGER In 2016, Ros joined Nicodemus as our Accounts Manager providing up to date management accounts and payroll. Since then, Ros' role has grown to also overseeing our charity grant fundraising. She has loved being part of a small team and seeing the difference each part of t our work makes in the UK, Latin America and other parts of the world.

SAIRA DE PRADO, YOUTH MENTORING PROGRAM MANAGER

Saira, with a degree in Administrative Education, coordinates our Youth Mentoring Program in Guatemala. She trains and supervises our team of Head Mentors and mentors, coordinates crisis support through collaboration with other organisations, oversees ministerial placements, and conducts training workshops for youth in our Skills for Youth in Transition course at partner projects.

KIM WELFORD, DIRECTOR OF MENTOR TRAINING

Living in Guatemala, Kim holds a BA in Education specialising in Inclusive Education. Beginning as a mentor in 2012, Kim now leads the strategic expansion of our initiatives into Latin America and The Caribbean. She manages our networking and collaboration efforts with churches and projects, offering one-to-one support, workshops, and training in our Youth Mentoring and Mentor Program Management courses.

JENNY JOHNSON, TRANSITION PROGRAM, GUATEMALA

Based in Guatemala since 2011, Jenny joined Nicodemus in 2022 with a degree in Mathematics education. She helps develop and implement our Skills for Youth in Transition course for partner projects, visits a residential protection home weekly, and trains on our Youth Mentoring course.

VOLUNTEERS

We would like to say a thank you to all our volunteers who kindly contributed their time and efforts to help Nicodemus this year; namely our team of 95 who helped make Music At The Manor 2024 a success, our 18 volunteer mentors in Guatemala, 7 who contributed to areas of work in advocacy and technical support, as well as the 551 individuals in the UK, South Africa, India, Latin America and the Caribbean who we had the privilege to train as mentors.

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2022 179

Children and young people rescued from 2024 street living and 453 abusive situations

2023 296

2023 391 2024 268

Children and young people supported to access formal and informal education

2022 372

2024 551

2023 486

Individuals trained in mentoring by our Specialist Mentoring and Community Analysis courses

OUR IMPACT IN NUMBERS

2022 502

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NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024

OUR IMPACT IN

NUMBERS

Bringing 24 young girls to refuge and safety.

24

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87

Supporting 87 street youth through court cases.

26

Providing funeral support for the deaths of 26 young people.

827

827 vulnerable individuals mentored.

69

Through our Youth Mentoring Programme in Guatemala we supported 69 vulnerable young adults through major life transitions: including pregnancy and parenthood; grief and trauma; entry into education and employment; and resettlement into care placements in assisted or independent housing.

268

Providing 268 school places to children excluded from education.

453

Rescuing 453 young people from life on the streets and abusive situations.

300

Administering first aid to 300 homeless young people.

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GUATEMALA

PARTNERS

Nicodemus collaborates with three key partners in Guatemala: Time of Rescue, My Special Treasure Girls Residential Home, and My Special Treasure Education Centre. These partnerships are crucial in providing comprehensive support to at-risk youth in Guatemala.

CULTIVATING TRUSTING MENTORING RELATIONSHIPS

Time of Rescue:

This project focuses on rescuing street youth, providing them with immediate care and support. The youth entering our mentoring program from Time of Rescue often come from challenging backgrounds, including homelessness and exposure to street violence.

My Special Treasure Girls Residential Home:

This special place provides a safe and nurturing environment for severely abused, neglected, or abandoned teenage girls. The girls entering our mentoring program have often faced significant trauma and require a stable, supportive environment to heal and grow.

My Special Treasure Education Centre:

The Education Centre serves children whose parents work on the local rubbish dump in Chimaltenango. These children often face extreme poverty and lack access to basic educational resources. The Education Centre provides not only education but also spiritual, nutritional and medical support.

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"GIVE THANKS IN ALL CIRCUMSTANCES; FOR THIS IS THE WILL OF GOD IN CHRIST JESUS FOR YOU." 1 THESSALONIANS 5:18

Goals and Desired Outcomes

Through these partnerships, we aim to achieve the following:

By working together, Nicodemus and its partners in Guatemala strive to create a brighter future for these young individuals, helping them to overcome their past and build a successful, fulfilling life.

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YOUTH MENTORING PROGRAMME, GUATEMALA

In 2012, we initiated our Guatemala Youth Mentoring Program with a group of 15 young adults. Some had previously lived in residential care, while others had experienced life on the streets. We cultivated partnerships with My Special Treasure Girls Protection Home and Education Centre, as well as a street youth project, Time of Rescue. Alongside the directors of these projects, and through conversations with young adults from the local community, we explored the challenges facing older teenagers and young adults in Guatemala. Together, we identified key risks, the primary obstacles they faced, and practical ways to address these pressing concerns. From our research, four critical areas of support emerged as essential for 18-year-olds stepping into adulthood: mentoring relationships, life skills development, access to education, and community-based volunteering opportunities.

As we engaged with this first group of young people, we were deeply moved by their response. Not only did they appreciate the support and guidance they received, but they also demonstrated a remarkable eagerness to help others facing similar struggles. It became clear that our purpose extended beyond simply providing aid; we were equipping them to become agents of change in their own communities. We came to understand that their life experiences were not without meaning; God calls those who have endured hardship to bring hope and healing to others in pain.

Over time, we observed a pattern: those who navigated the transition to adulthood most successfully were those who had stable, trusting relationships with mentors. Recognising this, we created specialised mentor training materials emphasising the power of relational mentoring. Many young people experience both financial hardship and a lack of meaningful personal connections. We have witnessed how intentional, supportive relationships can help bridge these gaps, fostering a sense of security and belonging.

The Youth Mentoring Program was born out of a pressing need — too many young people were slipping through the cracks. While various organizations, including our partners, provide support for vulnerable children, most interventions stop once they turn 18. Without ongoing guidance, many are left to navigate adulthood alone. Our program exists to ensure that young adults at the highest risk receive continued mentorship, empowering them to build stable and fulfilling lives.

At the core of our work is a long-term, one-on-one mentoring model. Our dedicated volunteer mentors, some of whom are former program participants, undergo extensive training through our Youth Mentoring course. This training equips them with key skills, such as establishing strong relationships, fostering trust, practicing active listening, challenging limiting beliefs, and using coaching techniques in their conversations. To provide ongoing support, all mentors attend monthly supervision sessions led by our program coordinator. These sessions focus on four primary aspects: 1) The mentor’s personal well-being and church support system, 2) The quality of mentoring provided to their mentee, 3) Their time commitment to mentoring, and 4) Goal-setting for the next six months. To further strengthen mentorship, we have appointed three experienced mentors as ‘Head Mentors.’ These leaders facilitate online training and oversee two mentees each, offering additional guidance and accountability.

We firmly believe that effective mentoring rests on two fundamental pillars: building trust and respect, and equipping mentees with the tools to set and achieve personal goals while making positive behavioural changes.

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YOUTH MENTORING PROGRAMME, GUATEMALA - CONTINUED

In addition to mentoring, we organise monthly activities for our mentees and their mentors. These activities are centred around youth empowerment, providing spaces for young adults to voice their needs, ideas, and solutions. We believe strongly in the power of allowing young people to take ownership of their development, supported by their mentors and our program. By facilitating group exercises, we gain valuable insights into how we can best serve the young people in our program. As part of these activities, we conduct workshops as part of our Skills for Youth in Transition course. These workshops cover essential topics such as housing, budgeting and saving, interview techniques and CV writing, gang and grooming awareness, circles of influence, and managing emotions, among others. Each participant receives participant guides for these topics, enabling them to work on further exercises and reflective questions during their mentoring sessions. We also include times of Bible study, group reflection and prayer.

We offer scholarships for those wishing to continue their studies and provide crisis support such as food parcels, medical assistance, and rental support for those facing short-term difficulty. Our goal is to help our young people navigate their paths into adult society, whether through further education, securing employment, or building strong, stable family bonds. Additionally, we provide an annual residential camp outside Guatemala City; a unique experience for many of the young adults we work with. There is significant demand for our program from local partners and organisations seeking training and support to start similar initiatives. While we deliver our Youth Mentoring training to other organisations in Latin America to help them establish their own programs, a lack of funding currently limits the number of individuals and organisations we can assist.

Impact during 2024:

60 WORKSHOPS AND SOCIAL ACTIVITIES IN 2024 FOR 69 MARGINALISED YOUNG PEOPLE

“Since I started receiving mentoring, I feel much better and much more confident in myself. Having someone to talk to has helped with my mental well-being. I am very grateful.”

Laura, 23 (name changed)

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TIME OF RESCUE

Time of Rescue provides free emergency assistance to children and young people living on the streets. Their comprehensive services include a 24-hour medical care helpline, staffed by fully trained paramedics known locally as ‘bomberos’. These paramedics offer critical transportation to hospitals, which is often inaccessible to homeless youth, ensuring they receive the urgent medical attention they need. Beyond medical aid, Time of Rescue offers practical support with legal issues, prison visits, and bereavement care. The team regularly visits youth in prison, providing emotional support and guidance during their incarceration. They also work closely with the families of these young people, preparing them to receive them when they are released, ensuring a smoother transition back into society. This holistic approach helps to reduce reoffending and supports the reintegration process.

Time of Rescue is committed to restoring dignity and health through personal care services such as foot care and haircuts. Each staff member is a Christian who engages with street-living youth by discussing faith and God’s love, often reading the Bible with them and cultivating close, trust-based relationships. Building these relationships is central to Time of Rescue's work, as it helps to establish trust and encourages young people to re-evaluate their lives and consider leaving the streets. This faith-based relational approach not only provides immediate relief but also fosters long-term transformation, guiding children and youth towards a more hopeful and stable future. In addition to immediate assistance, Time of Rescue is committed to long-term support. In collaboration with Nicodemus' Youth Mentoring Program, one-to-one mentoring is provided by trained mentors, many of whom have lived similar experiences.

Those who decide to leave the streets are referred to child protection homes, education projects, drug rehabilitation centres, or return to family, while continuing to receive mentoring. Some who have successfully transitioned to adulthood and conventional society return to Time of Rescue through supported job apprenticeships, contributing to the community and inspiring others. Our Youth Mentoring Program seeks to support youth to escape the cycle of poverty and deprivation, thus, we see ‘success,’ for example, as continuing in education, joining a stable family unit, or obtaining secure employment.

In 2024, Time of Rescue administered first-aid to 255 homeless young people and rescued 439 from street living, placing them in residential rehabilitation centres, back into their families, or into independent living. Additionally, 68 street youth were supported through court cases, funeral support was provided following the tragic deaths of 23 street-living children and young people, and 22 prison visits were made. Time of Rescue’s ongoing efforts aim to create a safer, healthier, and more hopeful future for all street-living youth.

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ERNESTO’S STORY

Ernesto, 23, has faced immense challenges throughout his life. Having spent most of his childhood on the streets and intermittently living in a residential home for children, Ernesto's journey has been anything but easy. Now 23 years old, he has spent his entire adult life homeless.

A year ago, Ernesto managed to leave the streets and rent a small room in a dangerous area of Guatemala City, near the city rubbish dump. Five months ago, he found work at a butcher shop, making deliveries. However, three months ago, Ernesto was evicted from his room due to discrimination from the owner, who did not want a former homeless person living there. With no other options, Ernesto returned to the streets, now sleeping near a McDonald's close to the rubbish dump.

Despite these harsh conditions, Ernesto has shown remarkable resilience. He has kept his job, working every day and sleeping on the streets at night. Each morning, he goes to a petrol station nearby who kindly allow Ernesto to shower and clean himself with a hose before heading to work, often without breakfast. Ernesto's earnings are modest, and he spends them on food and clothes, admirably avoiding drugs and alcohol entirely.

Ernesto maintains daily contact with Cesar, the director of the Time of Rescue project, sharing updates about his day and well-being. Time of Rescue supports Ernesto by providing food, clothes, hygiene kits, and medicine. They are also helping him find a new place to live and encouraging him to apply for better-paying jobs.

During 2025, Ernesto will participate in Nicodemus’ Skills for Youth in Transition course where he will learn about housing, job searching, creating a CV, job interview techniques, and building positive social circles. Ernesto's determination and the support from Time of Rescue and Nicodemus’ Youth Mentoring Program offer hope for a brighter future.

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MY SPECIAL TREASURE GIRLS PROTECTION HOME

There is a significant need for residential protection homes for children in Guatemala due to the high number of reported abuse cases. Many young girls are born into abusive households and dangerous neighbourhoods and have been rescued from perilous situations and gone through government court cases to determine their immediate future. In 2022, over 4,000 children and adolescents were housed in more than 120 residential care facilities across Guatemala (US AID). The overwhelming demand for such homes highlights the dire need for more resources and support to ensure the safety and well-being of these vulnerable children.

My Special Treasure is one of the few residential care homes in Guatemala specifically tailored to receive teenage girls. In Guatemala, younger children are more likely to be placed in children's homes, while teenagers are often overlooked. Founded in 2008 by a Guatemalan Christian couple, My Special Treasure works with State Children's Courts to assess and authorise admissions. The home takes in girls who are often homeless, malnourished, physically or sexually abused, substance abusers, or sex workers. Many of these girls also have significant psychological issues from their past or recent experiences. The home provides nutritious food, medical care, access to education, and a safe, supervised environment with a small group of other girls, with additional support from psychologists and special needs educators.

“Hi, I'm Layla (name changed) and I’m 18. I've been living at My Special Treasure for seven years. Recently, I've struggled with school assignments and I feel anxiety about balancing my job and studies. It's been stressful, but I'm very grateful to have amazing support. I've grown spiritually and academically, and I'm graduating this year! My dreams are to serve God, live independently, speak English, and become an Accountant.”

In addition to providing residential care and education, My Special Treasure’s mission is deeply rooted in teaching the girls about the hope and truth found in Jesus Christ. Each morning, the girls participate in worship songs, prayer, and devotionals with the onsite ‘tías’ (aunties) to help them find their true worth and identity in the love of Christ, which aids the deep healing they greatly need. The home collaborates closely with its partner church, Iglesia Sendero de Amor (Path of Love Church), led by one of My Special Treasure’s board members. This church provides Bible teaching for the girls and staff.

My Special Treasure limits its capacity to around 20 girls to maintain an intimate family environment. In partnership with Nicodemus since 2011, the home established an onsite transition program to prepare girls aged 18-20 for independence. At age 17, girls move to the transition house, where they have their own bedrooms and share common areas. They gain independence and personal responsibility by handling finances, buying groceries, cooking, and budgeting for future expenses.

Nicodemus’ Youth Mentoring Program provides a pathway for the girls at My Special Treasure, equipping them with tools to navigate their transition into young adulthood as they leave the home. The girls receive one-on-one mentoring support and life skills training to prepare them for their immediate future. Since 2011, 23 of the 26 girls who left the home at age 18+ have joined our Youth Mentoring Program, with 17 of these benefiting from long-term one-on-one mentoring relationships. Five of these girls are now serving as mentors of others within the program.

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NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024

MY SPECIAL TREASURE EDUCATION CENTRE

The Education Centre in Chimaltenango provides vital support to children and families working in the local rubbish dump, where they endure harsh and hazardous conditions. These families, including children, spend up to 14 hours a day collecting and sorting recyclables amid toxic waste, sharp objects, and disease. Children are especially vulnerable to respiratory illnesses, infections, and malnutrition as their families struggle to afford nutritious food. Many children are unable to attend school due to financial barriers and instead work at the dump to help support their families. Social exclusion and discrimination further limit their opportunities for a better future.

Founded in 2011, the Education Centre started as a small initiative when teenage girls from ‘My Special Treasure Girls Protection Home’ volunteered to teach 12 children in a tin shack. Since then, it has expanded to educate 350 children per year, offering high-quality primary and secondary education, including special needs support. The school partners with NGOs to provide meals, medical care, and emergency food aid to students and their families. Distance learning programs for adults focus on technical courses and entrepreneurship, allowing students to work while studying and continue supporting their families.

Beyond education, the school is deeply rooted in Christian faith, teaching children about Jesus Christ. Each morning begins with worship songs and devotionals, reinforcing values of hope and resilience. The school collaborates with Iglesia Sendero de Amor, a church led by a board member of My Special Treasure. The church provides Bible teaching, organises monthly life-skills training for parents, and offers continuous spiritual and practical support. While the school is faith-based, it welcomes students from all backgrounds, offering help based on need rather than religious affiliation.

Nicodemus’ Youth Mentoring Program plays a crucial role in supporting students as they transition into adulthood. The ‘Skills for Youth in Transition’ course equips final-year students with essential life skills, including managing friendships, emotional well-being, budgeting, job applications, and independent living. Additionally, Nicodemus provides a Youth Mentoring course for teachers, training them in active listening, coaching techniques, and challenging limiting beliefs to better support students. Since 2011, Nicodemus has offered mentoring and life-skills training to young graduates from the school, helping them pursue further education, apprenticeships, and stable employment. Over the past three years, 16 out of 40 graduates have joined the program, receiving guidance and opportunities to break the cycle of poverty.

The Education Centre has made significant strides toward financial sustainability. In 2018, it purchased land for a permanent school building, which is now 60% complete as funding allows. A network of seven churches, organisations, and individual donors contributes to the school’s ongoing costs. Local businesses in Chimaltenango donate construction materials, while churches provide food packages for families in need. The school also fosters community involvement by organising events, parenting workshops, and volunteer opportunities to create a sense of ownership and support among local families.

A key aspect of the school’s long-term vision is fostering a culture of giving back. Teachers and students receive Youth Mentoring and Life-Skills training at no cost, and graduates are encouraged to return as mentors and volunteers, ensuring a sustainable cycle of support. Through education, faith, and mentorship, the Education Centre is helping children and families overcome extreme poverty, equipping them with the skills, knowledge, and hope needed for a better future.

"My name is Lily (name changed), and the Education Centre has been my lifeline for four years. As a mother of two, balancing school and our small market business is tough, often leaving us without income. In desperate times, I’ve trusted God, and the Centre’s support; education, financial aid, and mentoring have been invaluable." g ~~t~~ NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024 20 ~~a~~

MENTOR TRAINING, LATIN AMERICA & THE CARIBBEAN

This year has been an incredible milestone for our mentor training across Latin America and the Caribbean. We celebrate meaningful collaborations with organisations, ministries, and churches committed to transforming their communities. These partnerships range from mentoring programs in child protection homes and supporting youth ageing out of care to mentoring in schools and after-school drop-in centres for marginalised youth in at-risk communities.

Kim, our Mentor Training Manager for the region, further strengthened our work by completing a course in TrustBased Relational Intervention (TBRI) — an attachment-based, trauma-informed approach designed to meet the complex needs of vulnerable children and youth. This knowledge will continue to enhance our training approach, ensuring we provide mentors with the skills to build trust and offer effective support.

This year, we also attended two Alianza Cristiana Para Los Huérfanos summits in Peru and Costa Rica. These events offered valuable opportunities to reconnect with organisations, build new relationships, and expand our network. We led mentoring workshops and coaching roundtables, training a total of 60 individuals across both summits.

While in Costa Rica, we also delivered our Skills for Youth in Transition course to 20 participants from Centro Cristiano Heredia Church. This course equips young people with essential life skills, including emotional resilience, financial literacy, and goal-setting. We hope it will empower them to navigate adulthood with confidence and establish stable, fulfilling futures.

Our Approach

Practical field experience is at the heart of our mentor training. While we incorporate theoretical frameworks in mentoring and community program management, it is our hands-on work in Guatemala that makes our training dynamic and relevant.

Our Training Courses

We offer two specialised courses to equip mentors and program coordinators with essential skills.

Youth Mentoring covers key aspects of mentoring, including trust-building, active listening, conversation techniques, and goal setting. It also addresses challenges in mentoring relationships and the different stages of mentorship. This year, we trained 208 participants across Latin America and the Caribbean through live Zoom sessions, using real-life case studies and interactive discussions.

Coordinating a Mentoring Programme is designed for those managing mentoring initiatives. It covers program coordination, team culture, volunteer recruitment, documentation, and reporting.

By training both mentors and coordinators, we aim to strengthen mentorship initiatives and expand their impact across the region.

“In Peru we are starting the mentoring parent project. I plan to implement what I have learned and their experiences in the work we are doing for children and adolescents, so that they are not institutionalised for a long time.”

Kids Alive International, Peru

"As a Clinical Psychologist, this course really helps me understand the people I work with at my church and in the community. It makes me more compassionate and shows me how organisations that help the needy work, so I can join them with more knowledge and eagerness to learn. This course inspires me to keep researching and learning about mentoring, so I can be better prepared and help others more effectively."

La Fuente Church, Ecuador

Our courses are designed to inspire and equip mentors and program coordinators with real-world insights and strategies drawn from the challenges and successes of our e Youth Mentoring Programe. ~~e~~ ., ~~7~~ NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024 ~~o~~

21

MENTOR TRAINING, UK

In the UK, our 'Specialist Mentoring Training Series' equips volunteers, mentors in training, and church youth workers with the essential qualities and skills needed to become successful mentors, addressing critical social issues such as mental health, child sexual exploitation, domestic abuse, homelessness, and addiction. Additionally, our 'Program Management Training Series' provides community leaders, church youth workers, and programme managers with the practical skills necessary to effectively manage community projects, bringing clarity to their vision and inspiring purpose and passion. Together, these training programs and practical workbook resources aim to strengthen discipleship relationships and create a positive impact in churches and community programs by fostering meaningful and dependable mentoring relationships with vulnerable individuals facing challenges.

Our Courses:

Our training resources are developed by our staff who have academic expertise at the MBA, MA, Degree, and Diploma levels in fields such as Mentoring, Coaching, International and Social Development, Theology, Counselling, Pastoral Care, Psychology, Education, Trauma Competent Care, and Human Trafficking Awareness. In addition to their academic credentials, our staff have practical experience gained from working with young people through our Nicodemus Youth Mentoring Programs.

"The course has been fantastic at consolidating my understanding of how to support people in a Christian mentoring context and I feel a lot more confident in understanding the power of creating a set timeframe for a mentoring relationship. This course will allow me to work more effectively with students in school communities that I mentor and has given me an understanding of how a mentoring relationship throughout the course of a school year will work."

Recent Impact

Since the Launch of our Foundational Specialist Mentoring course in September 2023, which includes 5 hours of training videos and 120 pages of participant guides, we have engaged 220 participants from 59 networks.

We have exhibited at conferences like Elim Church Leaders, Elim Limitless Youth Leaders, Christian Resources Exhibition, and New Wine Leaders, and continue our networking efforts to expand our reach. Our courses are featured on the Evangelical Alliance “Great Commission” online resource platform, and we collaborate extensively with church networks and organisations such as Elim churches, Transforming Lives for Good, New Frontiers, Open Doors, World Orphans (USA), several Anglican Dioceses, and Westminster Theology College. Additionally, we have recently seen participants from churches and organisations enroll on our courses from South Africa, India, the USA and Canada.

“The course has helped me recognise skills and qualities in myself that I can use in mentoring and that I am using through youth work and some personal relationships where I am supporting friends. We are looking to start mentoring our youth through our church and this has a very good structure and helps to show how to aim what we may be starting up.”

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NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024

MANOR BARN COMMUNITY HUB

Committed to improving the opportunities available for local people, Manor Barn seeks to empower our local people to take ownership in their community.

Manor Barn Community Hub provides support for locally organised community activities which are designed to reduce loneliness, improve mental and emotional wellbeing, and foster a sense of belonging within the community. Manor Barn, in south Warwickshire, boasts excellent community facilities and extensive grounds suitable for a wide range of activities and events aimed at bringing communities together, strengthening networks, and improving wellbeing and mental health.

Through our dedication to supporting rural communities, we have witnessed firsthand the profound impact of the cost of living crisis on the mental and emotional wellbeing of individuals in Warwickshire. The Warwickshire Public Health Annual Report 2022 highlights this crisis as a significant public health issue, potentially affecting more people for a longer period than the COVID-19 pandemic. The report also reveals that the proportion of households experiencing fuel poverty and the suicide rate (aged 10+) in Warwickshire are well above the national average. Loneliness is another significant issue in rural communities. The Community Life Survey 2023/24 found that 5% of adults in rural areas reported feeling lonely often or always. These statistics highlight the urgent need for community-focused activities to reduce isolation and improve social connections.

In 2024, we hosted 144 group activities that brought together 2,885 individuals from the local area, fostering a sense of community and positively impacting overall wellbeing. The range of group activities has included weekly pilates classes, flower arranging sessions, dog training programmes, local community training, away days, retreats, team building days, local school graduations, big screen major sporting events community gatherings, Music at The Manor Music Festivals, and wildlife groups. We have also had about 11,000 local walkers use our permissive walk over the last year, both as individuals and walking groups.

“Awesome place to practice. Thank you.” Youth Band

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NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024

MUSIC AT THE MANOR 2024

Inspired by talented young local musicians eager to perform and make a positive impact, Music At The Manor’s event motto is 'Celebrating Young Talent Supporting Young People.' Thanks to the enthusiastic involvement of 95 local volunteers in Oxhill, Warwickshire, and the surrounding area, this years event was able to take place.

This event opened its gates to 720 people in August, creating an afternoon filled with fun, music and camaraderie. We celebrated the musical talents of our local young people and provided a friendly environment for friends and families to come together. The event was supported by 15 sponsors and local businesses making it a truly memorable occasion, showcasing the strength of our community spirit.

“A great family event to bring our children to and great music.”

“I only started playing the piano 12 months ago. I never thought I would have this opportunity.”

Funds raised at Music At The Manor 2024 allowed Nicodemus to give 390 marginalised and at-risk young people a trained mentor. This event was a wonderful success, both for our local community and for many young people we support!

“I am blind and I loved the music and could just feel the happiness here - the bands were great.”

“Next year I will definitely help - this was an amazing event.”

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NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024

KEY OBJECTIVES FOR 2025

Next year, our work with our partners in Guatemala will focus our central theme on Youth Empowerment. Building on the success of our Skills For Youth In Transition course over the past two years, we now aim to facilitate workshops and create spaces where youth from Time of Rescue, My Special Treasure Girls Residential Home, and My Special Treasure Education Centre can express their needs, suggest group activities, and articulate how their mentors can best support them. Additionally, we will encourage these beneficiaries to lead parts of our group activities by sharing their skills and testimonies. The purpose of this initiative is to empower youth by giving them a voice and fostering leadership skills, ultimately enhancing their confidence, sense of ownership, and active participation in their personal development journey.

Demand for our Spanish Youth Mentoring course continues to grow across Latin America and the Caribbean. Over the past two years, we have trained more than 500 mentors and 60 mentoring program managers. In March 2025, we will launch our Spanish online platform, beginning with ‘Youth Mentoring 1: Fundamentals and Principles.’ Later in 2025, we plan to release ‘Youth Mentoring 2 & 3.’ We are excited about this expansion, as our online platform will make our training more accessible and flexible, allowing participants to learn at their own pace while deepening their impact in their communities.

In addition to our online mentor training, we remain committed to offering in-person training opportunities. Next year, the Alianza Cristiana para los Huérfanos will host its summit in Guatemala, and we are excited to participate once again. Having previously delivered intensive workshops at summits in Chile, Peru, and Costa Rica, we have greatly valued the opportunity to train and collaborate with Latin American organisations and churches. We look forward to continuing this engagement at upcoming events.

We are also in discussions to deliver our Youth Mentoring course in person at Casa de Gracia, Guatemala — a transition home supporting older girls ageing out of child protection homes. We are excited to equip their team with essential mentoring skills as they serve the girls to navigate this critical stage of life.

We receive increasing requests for training and support to develop mentoring programs. During 2025 we will continue to develop our English online Mentoring course series content for mentors and program managers, featuring reflective guides for ongoing support. These training resources will continue to provide individuals in the UK and other English speaking worldwide regions with valuable tools to cultivate trusting mentoring relationships with vulnerable young people.

To support those taking our English mentoring courses, we aim to approach 7 churches and organisations to offer each of them a series of three 1-1 online Coaching Consultations. Our 1-1 Coaching Consultations are designed to empower churches and organisations to effectively plan, implement, and manage a mentoring program that seamlessly integrates with current outreach activities, fostering growth and positive impact within their communities.

Inspired by the success of Music at the Manor in Oxhill, Warwickshire, we are exploring a new idea—Manor Music Mentoring. This potential initiative is in the early stages of development and is being considered as a response to needs we’ve heard from young musicians and their families, particularly around the lack of practice space and access to mentorship. We’re currently investigating whether this concept could meaningfully support local young musicians and help them grow in confidence, skill, and community impact. We're excited to see where this exploration might lead in 2025.

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NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024

FUNDRAISING STRATEGY

We continually devote time and resources into our fundraising strategy to secure our ability to improve the lives of marginalised individuals in the UK, Latin America and other parts of the world. Throughout our fundraising efforts, we promise to ensure that our supporters and the wider public are considered:

Treating marginalised individuals fairly and with respect.

Being aware of vulnerabilities, and actively protecting vulnerable people - honouring their gifts with complete transparency.

Fulfilling our objectives and sharing the progress of our work.

Listening and learning from all feedback that we are given.

Respecting any personal data, information and preferences that are shared with us.

As a charity we recognise the ever evolving landscape of fundraising, particularly in response to recent challenges and the changing economic environment over the last 4 years. To ensure sustainability and growth we remain committed to a dynamic approach that allows us to adapt and maximise our impact. Over the last four years, our goal has been to diversify our sources of funding, encompassing various channels such as individual and corporate donations, fundraising events, grant applications, community initiatives, and online campaigns. As demonstrated in this annual report, we have developed new channels of funding sources such as rental of our Manor Barn Community Hub to churches, community groups, and businesses, income from online course sales, and Music At The Manor. These efforts contribute to our financial resilience and help secure the resources needed to fulfill our mission and expand our impact in the communities we serve. Furthermore, we have allocated a 2-4 month budgeted cash reserve to mitigate potential financial difficulties.

Nicodemus places great importance on maintaining robust regulatory and operational frameworks. We consistently review our operational model to ensure adherence to best practices, compliance with regulations, and optimal allocation of resources while striving for exceptional quality. To uphold the highest standards in fundraising, we have voluntarily aligned ourselves with the Fundraising Regulator and its Code of Fundraising Practice. This subscription enables us to uphold fundraising standards, receive guidance, and operate in the public's best interests by fostering trust and taking appropriate action in cases of concern.

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NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024

FUNDRAISING STRATEGY CONTINUED

We have thoroughly examined and identified the key performance indicators (KPIs) for our projects and have implemented a project plan to ensure their viability, sustainability, and growth. We have maintained a strict focus on budgeting and financial forecasting, adapting as necessary to meet the needs of the community and maximise growth opportunities. This approach has yielded great success, allowing us to develop marketable products that generate income, ensuring ongoing organisational growth and sustainability.

In all aspects of our work and fundraising endeavors, we allocate dedicated time to planning, monitoring, and evaluation. This includes compiling monthly dashboard reports, analysing statistical data, conducting quarterly reviews, and preparing quarterly and annual reports. The findings and recommendations for improvement resulting from these evaluations are shared and communicated with our trustees, funders, and broader stakeholders. Additionally, we have implemented essential financial planning measures and controls, including regular reviews of our annual organisational budget and individual project budgets, which are closely monitored on a monthly basis.

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----- Start of picture text -----
“Virtually every aspect of human
development is fundamentally
shaped by interpersonal
relationships. So it stands to
reason that when close and caring
relationships are placed at the
centre of a youth intervention, as
is the case in mentoring programs,
the conditions for healthy
development are ripe.”
Dr. Jean Rhodes
----- End of picture text -----

Monitoring and evaluation are integral parts of our methodology. As a team, we regularly assess the progress we are making based on our project plan and defined objectives. We measure the resources invested, such as staff time and utilised resources, against the activities and outputs to gauge the achieved outcomes and the impact made over the project's three-year duration. Utilising a project plan in conjunction with our budget helps us ensure the project's viability and sustainability, preventing deviations and keeping us aligned with our expected objectives. Lastly, we gather feedback from course participants to understand how they have applied the training and assess the broader impact our training is having.

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NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024

FINANCIAL

STATEMENTS

28

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024

Charity registration number 1170143

Company registration number 10300111 (England and Wales)

NICODEMUS

ANNUAL REPORT AND UNAUDITED FINANCIAL STATEMENTS

FOR THE YEAR ENDED 31 DECEMBER 2024

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NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024

NICODEMUS

LEGAL AND ADMINISTRATIVE INFORMATION

Trustees

Mr D L Holden Mrs H Skaife Mr C J R Adlam Mr A W Welford Mrs D M Welford

Charity number 1170143 Company number 10300111

Registered office

Independent examiner

Manor Stables Beech Road Oxhill Warwickshire England CV35 0QE

TC Group Limited Celixir House Stratford Business & Technology Park Innovation Way, Banbury Road Stratford-upon-Avon Warwickshire United Kingdom CV37 7GZ

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30

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024

NICODEMUS CONTENTS

Page
Trustees report 32-33
Independent examiner's report 34
Statement of financial activities 35
Balance sheet 36
Notes to the Financial Statements 37-44

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31

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024

NICODEMUS

TRUSTEES REPORT FOR THE YEAR ENDED 31 DECEMBER 2024

The trustees present their annual report and financial statements for the year ended 31 December 2024.

The financial statements have been prepared in accordance with the accounting policies set out in note 1 to the financial statements and comply with the charity's [governing document], the Charities Act 2011 and "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)" (effective 1 January 2019).

Objectives and activities

Please refer to pages 25

Public benefit

The Trustees confirm that they have complied with their duty under Section 4 of the Charities Act 2011 to have due regard to the Charity Commission's general guidance on public benefit.

Achievements and performance

Significant activities and achievements against objectives

Please refer to pages 1-24.

Financial review

The total net surplus for the period was £3,606 (2023: deficit £6,586), comprising unrestricted incoming resources of £90,830 (2023: £92,746) and unrestricted resources expended of £87,224 (2023: £99,332) and restricted incoming resources of £59,484 (2023: £39,920) and restricted resources expended of £59,484 (2023: £39,920).

Total funds at the year end were £17,218 (2023: £13,612) being unrestricted of £17,218 (£13,612) and restricted of £nil (2023: £nil).

Reserves policy

Our reserves policy is for us to operate within a range of 2-4 months' costs value in cash availability. We expect to average 3 months' costs throughout a year.

Investment policy

The Charity's memorandum and articles of association authorise the trustees to invest or deposit funds as may be thought fit.

Plans for future periods

Please refer to pages 25-27.

Structure, governance and management

The charity is a company limited by guarantee.

The trustees who served during the year and up to the date of signature of the financial statements were:

Mr D L Holden Mrs H Skaife Mr C J R Adlam Mr A W Welford Mrs D M Welford

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32

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024

NICODEMUS

TRUSTEES REPORT (CONTINUED) FOR THE YEAR ENDED 31 DECEMBER 2024

Recruitment and appointment of trustees

Trustees are appointed in accordance with the Articles of Association.

Induction and training of trustees

It is the charity's policy that new Trustees undergo an orientation process to brief them on their legal obligations under charity law, the charity's governing documents, the committee decision making process, the business plan and recent financial performance of the charity. Trustees are encouraged to attend appropriate external training events that will assist them in carrying out their role.

The trustees report was approved by the Board of Trustees. Bat ........................................................................ L/) Mr. A W Welford Trustee 10th June 2025 Date: .....................................................................

~~i~~ NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024 ~~.~~ 33

NICODEMUS

INDEPENDENT EXAMINER'S REPORT

TO THE TRUSTEES OF NICODEMUS

I report to the trustees on my examination of the financial statements of Nicodemus (the charity) for the year ended 31 December 2024.

Responsibilities and basis of report

As the trustees of the charity you are responsible for the preparation of the financial statements in accordance with the requirements of the Charities Act 2011 (the 2011 Act).

I report in respect of my examination of the charity’s financial statements carried out under section 145 of the 2011 Act. In carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5) (b) of the 2011 Act.

Independent examiner's statement

Your attention is drawn to the fact that the charity has prepared financial statements in accordance with Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102) in preference to the Accounting and Reporting by Charities: Statement of Recommended Practice issued on 1 April 2005 which is referred to in the extant regulations but has now been withdrawn.

I understand that this has been done in order for financial statements to provide a true and fair view in accordance with Generally Accepted Accounting Practice effective for reporting periods beginning on or after 1 January 2015.

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the financial statements to be reached.

TC Group

Celixir House Stratford Business & Technology Park Innovation Way, Banbury Road Stratford-upon-Avon Warwickshire CV37 7GZ United Kingdom

11th June 2025 Date: .............................................

34

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024

NICODEMUS

STATEMENT OF FINANCIAL ACTIVITIES INCLUDING INCOME AND EXPENDITURE ACCOUNT

FOR THE YEAR ENDED 31 DECEMBER 2024

Income from:
Total
Unrestricted
Fund
2023
Restricted
Fund
2024
Unrestricted
Fund
2024
Notes
£
Donations and legacies
2
78,830
-
78,830
54,846
3
12,000
59,484
150,314
92,746
90,830
59,484
131,836
Expenditure on:
Raising funds
4
14,872
-
146,708
3,606
Charitable activities
5
87,224
59,484
Total expenditure
Net income/(expenditure) and
movement in funds
-
Reconciliation of funds:
Fund balances at 1 January
2024
39,920
Fund balances at 31 December
2024
13,612
-
13,612
Total income
£
2024
£
£
Charitable activities
RestrictedF
und
2023
£
71,484
37,900
-
39,920
39,920
72,352
59,484
14,872
14,553
84,779
99,332
-
39,920
3,606
(6,586)
-
-
13,612
20,198
-
17,218
17,218
-		 Income from:
Total
Unrestricted
Fund
2023
Restricted
Fund
2024
Unrestricted
Fund
2024
Notes
£
Donations and legacies
2
78,830
-
78,830
54,846
3
12,000
59,484
150,314
92,746
90,830
59,484
131,836
Expenditure on:
Raising funds
4
14,872
-
146,708
3,606
Charitable activities
5
87,224
59,484
Total expenditure
Net income/(expenditure) and
movement in funds
-
Reconciliation of funds:
Fund balances at 1 January
2024
39,920
Fund balances at 31 December
2024
13,612
-
13,612
Total income
£
2024
£
£
Charitable activities
RestrictedF
und
2023
£
71,484
37,900
-
39,920
39,920
72,352
59,484
14,872
14,553
84,779
99,332
-
39,920
3,606
(6,586)
-
-
13,612
20,198
-
17,218
17,218
-		 Income from:
Total
Unrestricted
Fund
2023
Restricted
Fund
2024
Unrestricted
Fund
2024
Notes
£
Donations and legacies
2
78,830
-
78,830
54,846
3
12,000
59,484
150,314
92,746
90,830
59,484
131,836
Expenditure on:
Raising funds
4
14,872
-
146,708
3,606
Charitable activities
5
87,224
59,484
Total expenditure
Net income/(expenditure) and
movement in funds
-
Reconciliation of funds:
Fund balances at 1 January
2024
39,920
Fund balances at 31 December
2024
13,612
-
13,612
Total income
£
2024
£
£
Charitable activities
RestrictedF
und
2023
£
71,484
37,900
-
39,920
39,920
72,352
59,484
14,872
14,553
84,779
99,332
-
39,920
3,606
(6,586)
-
-
13,612
20,198
-
17,218
17,218
-		 Income from:
Total
Unrestricted
Fund
2023
Restricted
Fund
2024
Unrestricted
Fund
2024
Notes
£
Donations and legacies
2
78,830
-
78,830
54,846
3
12,000
59,484
150,314
92,746
90,830
59,484
131,836
Expenditure on:
Raising funds
4
14,872
-
146,708
3,606
Charitable activities
5
87,224
59,484
Total expenditure
Net income/(expenditure) and
movement in funds
-
Reconciliation of funds:
Fund balances at 1 January
2024
39,920
Fund balances at 31 December
2024
13,612
-
13,612
Total income
£
2024
£
£
Charitable activities
RestrictedF
und
2023
£
71,484
37,900
-
39,920
39,920
72,352
59,484
14,872
14,553
84,779
99,332
-
39,920
3,606
(6,586)
-
-
13,612
20,198
-
17,218
17,218
-		 Income from:
Total
Unrestricted
Fund
2023
Restricted
Fund
2024
Unrestricted
Fund
2024
Notes
£
Donations and legacies
2
78,830
-
78,830
54,846
3
12,000
59,484
150,314
92,746
90,830
59,484
131,836
Expenditure on:
Raising funds
4
14,872
-
146,708
3,606
Charitable activities
5
87,224
59,484
Total expenditure
Net income/(expenditure) and
movement in funds
-
Reconciliation of funds:
Fund balances at 1 January
2024
39,920
Fund balances at 31 December
2024
13,612
-
13,612
Total income
£
2024
£
£
Charitable activities
RestrictedF
und
2023
£
71,484
37,900
-
39,920
39,920
72,352
59,484
14,872
14,553
84,779
99,332
-
39,920
3,606
(6,586)
-
-
13,612
20,198
-
17,218
17,218
-		 Income from:
Total
Unrestricted
Fund
2023
Restricted
Fund
2024
Unrestricted
Fund
2024
Notes
£
Donations and legacies
2
78,830
-
78,830
54,846
3
12,000
59,484
150,314
92,746
90,830
59,484
131,836
Expenditure on:
Raising funds
4
14,872
-
146,708
3,606
Charitable activities
5
87,224
59,484
Total expenditure
Net income/(expenditure) and
movement in funds
-
Reconciliation of funds:
Fund balances at 1 January
2024
39,920
Fund balances at 31 December
2024
13,612
-
13,612
Total income
£
2024
£
£
Charitable activities
RestrictedF
und
2023
£
71,484
37,900
-
39,920
39,920
72,352
59,484
14,872
14,553
84,779
99,332
-
39,920
3,606
(6,586)
-
-
13,612
20,198
-
17,218
17,218
-		 Total
2023
£
54,846
77,820
132,666
14,553
124,699
3,606
87,224
13,612
17,218		 -
-
59,484
-		 146,708
3,606
13,612
17,218		 13,612
99,332
(6,586)
20,198		 39,920
-
-
-		 139,252
(6,586)
20,198
13,612

The statement of financial activities includes all gains and losses recognised in the year. All income and expenditure derive from continuing activities.

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35

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024

NICODEMUS

BALANCE SHEET AS AT 31 DECEMBER 2024

2024 2023
Notes £ £ £ £
Fixed assets
Tangible assets 11 5,,248 1,278
Current assets
Debtors
Cash at bank and in hand		 12 905
14,859		 1,126
13,287
15,764 14,553
Creditors: amounts falling due within 13
one year (3,794) (2,079)
Net current assets 11,970 12,334
Total assets less current liabilities 17,218 13,612
Net assets 17,218 13,612
The funds of the charity
Unrestricted funds 14 17,218 13,612
17,218 13,612

The company is entitled to the exemption from the audit requirement contained in section 477 of the Companies Act 2006, for the year ended 31 December 2024.

The directors acknowledge their responsibilities for complying with the requirements of the Companies Act 2006 with respect to accounting records and the preparation of financial statements.

The members have not required the company to obtain an audit of its financial statements for the year in question in accordance with section 476.

These financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies regime. 10th June 2025 The financial statements were approved by the trustees on ................................... ................................. Mr. A W Welford Trustee ~~~~ NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024 ~~¢3~~ _36

NICODEMUS

NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMBER 2024

1 Accounting policies

Charity information

Nicodemus is a company limited by guarantee.

1.1

Accounting convention

The financial statements have been prepared in accordance with the charity's [governing document], the Charities Act 2011, FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland” (“FRS 102”) and the Charities SORP "Accounting and Reporting by Charities: Statement of Recommended Practice applicable to charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS 102)" (effective 1 January 2019). The charity is a Public Benefit Entity as defined by FRS 102.

The charity has taken advantage of the provisions in the SORP for charities not to prepare a Statement of Cash Flows.

The financial statements have departed from the Charities (Accounts and Reports) Regulations 2008 only to the extent required to provide a true and fair view. This departure has involved following the Statement of Recommended Practice for charities applying FRS 102 rather than the version of the Statement of Recommended Practice which is referred to in the Regulations but which has since been withdrawn.

The financial statements are prepared in sterling, which is the functional currency of the charity. Monetary amounts in these financial statements are rounded to the nearest £.

The financial statements have been prepared under the historical cost convention, [modified to include the revaluation of freehold properties and to include investment properties and certain financial instruments at fair value]. The principal accounting policies adopted are set out below.

1.2

Going concern

At the time of approving the financial statements, the trustees have a reasonable expectation that the charity has adequate resources to continue in operational existence for the foreseeable future. Thus the trustees continue to adopt the going concern basis of accounting in preparing the financial statements.

1.3 Charitable funds

Unrestricted funds are available for use at the discretion of the trustees in furtherance of their charitable objectives.

Restricted funds are subject to specific conditions by donors or grantors as to how they may be used. The purposes and uses of the restricted funds are set out in the notes to the financial statements.

Endowment funds are subject to specific conditions by donors that the capital must be maintained by the charity.

1.4 Income

Income is recognised when the charity is legally entitled to it after any performance conditions have been met, the amounts can be measured reliably, and it is probable that income will be received.

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37

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024

NICODEMUS

NOTES TO THE FINANCIAL STATEMENTS - (CONTINUED) FOR THE YEAR ENDED 31 DECEMBER 2024

1 Accounting policies

(Continued)

Cash donations are recognised on receipt. Other donations are recognised once the charity has been notified of the donation, unless performance conditions require deferral of the amount. Income tax recoverable in relation to donations received under Gift Aid or deeds of covenant is recognised at the time of the donation.

Legacies are recognised on receipt or otherwise if the charity has been notified of an impending distribution, the amount is known, and receipt is expected. If the amount is not known, the legacy is treated as a contingent asset.

1.5 Expenditure

Expenditure is recognised once there is a legal or constructive obligation to transfer economic benefit to a third party, it is probable that a transfer of economic benefits will be required in settlement, and the amount of the obligation can be measured reliably.

Expenditure is classified by activity. The costs of each activity are made up of the total of direct costs and shared costs, including support costs involved in undertaking each activity. Direct costs attributable to a single activity are allocated directly to that activity. Shared costs which contribute to more than one activity and support costs which are not attributable to a single activity are apportioned between those activities on a basis consistent with the use of resources. Central staff costs are allocated on the basis of time spent, and depreciation charges are allocated on the portion of the asset’s use.

1.6 Tangible fixed assets

Tangible fixed assets are initially measured at cost and subsequently measured at cost or valuation, net of depreciation and any impairment losses.

Depreciation is recognised so as to write off the cost or valuation of assets less their residual values over their useful lives on the following bases:

Computers 33% straight line Motor vehicles 20% straight line

The gain or loss arising on the disposal of an asset is determined as the difference between the sale proceeds and the carrying value of the asset, and is recognised in the statement of financial activities.

1.7 Cash and cash equivalents

Cash and cash equivalents include cash in hand, deposits held at call with banks, other short-term liquid investments with original maturities of three months or less, and bank overdrafts. Bank overdrafts are shown within borrowings in current liabilities.

Basic financial assets

Basic financial assets, which include debtors and cash and bank balances, are initially measured at transaction price including transaction costs and are subsequently carried at amortised cost using the effective interest method unless the arrangement constitutes a financing transaction, where the transaction is measured at the present value of the future receipts discounted at a market rate of interest. Financial assets classified as receivable within one year are not amortised.

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38

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024

NICODEMUS

NOTES TO THE FINANCIAL STATEMENTS - (CONTINUED) FOR THE YEAR ENDED 31 DECEMBER 2024

1 Accounting policies

(Continued)

Basic financial liabilities

Basic financial liabilities, including creditors and bank loans are initially recognised at transaction price unless the arrangement constitutes a financing transaction, where the debt instrument is measured at the present value of the future payments discounted at a market rate of interest. Financial liabilities classified as payable within one year are not amortised.

Debt instruments are subsequently carried at amortised cost, using the effective interest rate method.

Trade creditors are obligations to pay for goods or services that have been acquired in the ordinary course of operations from suppliers. Amounts payable are classified as current liabilities if payment is due within one year or less. If not, they are presented as non-current liabilities. Trade creditors are recognised initially at transaction price and subsequently measured at amortised cost using the effective interest method.

Derecognition of financial liabilities

Financial liabilities are derecognised when the charity’s contractual obligations expire or are discharged or cancelled.

2 Income from donations and legacies

Unrestricted Unrestricted
funds funds
2024 2023
£ £
Donations and gifts 54,623 46,211
Training Centre Contributions 24,207 8,635
78,830 54,846
Donations and gifts
Donations 48,774 42,457
Gift aid 5,849 3,754
54,623 46,211

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39

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024

NICODEMUS

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 DECEMBER 2024

3 Income from charitable activities

Unrestricted Restricted Total Unrestricted Restricted Total
funds funds funds funds
2024 2024 2024 2023 2023 2023
£ £ £ £ £ £
Grants received
Other grants 12,000 59,484 71,484 37,900 39,920 77,820

4 Expenditure on raising funds

Unrestricted Unrestricted
funds funds
2024 2023
£ £
Fundraising and publicity
Salaries		 14,872 14,553

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40

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024

NICODEMUS

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 DECEMBER 2024

5 Expenditure on charitable activities Unrestricted Unrestricted
funds funds
2024 2023
£ £
Direct costs
Depreciation and impairment 1,089 1,895
Mentor Training UK 19,457 18,756
Youth Mentoring Programme UK 29,481 24,815
Mentor Training Latin America 35,587 34,814
Youth Mentoring Programme & Projects Guatemala 39,176 41,123
124,790 121,403
Share of support and governance costs (see note 6)
Support
Governance		 4,936
2,110		 1,286
2,010
131,836 124,699
Analysis by fund
Unrestricted funds 72,352 84,779
Restricted funds 59,484 39,920
131,836 124,699
6 Support costs allocated to activities
2024 2023
£ £
Insurance 637 551
Website and marketing costs 3,794 400
Bank charges 505 335
Governance costs 2,110 2,010
7,046 3,296
Analysed between:
Support and governance costs 7,046 3,296

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41

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024

NICODEMUS

NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 DECEMBER 2024

Net movement in funds 2024 2023
£ £
The net movement in funds is stated after charging/(crediting):
Fees payable for the independent examination of the charity's financial
statements 2,110 2,110
Depreciation of owned tangible fixed assets 1,089 1,895

7 Net movement in funds

8 Trustees

There were no trustees' expenses paid for in the year ended 31 December 2024 nor for the year ended 31 December 2023.

There were no trustees' remuneration or benefits for the year ended 31 December 2024 nor for the year ended 31 December 2023.

9 Employees

The average monthly number of employees during the year was:

2024 2023
Number Number
6 6

There were no employees whose annual remuneration was more than £60,000.

10 Taxation

The charity is exempt from taxation on its activities because all its income is applied for charitable purposes.

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42

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024

NICODEMUS NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 DECEMBER 2024

11 Tangible fixed assets
Cost
At 1 January 2024
Depreciation and impairment
At 1 January 2024
Computers
Motor Vehicles
£
Additions
At 31 December 2024
Carrying amount
At 31 December 2024
12 Debtors
Trade debtors
£
8,268
5,059
13,327
7,350
-
7,350
Depreciation charged in the year
6,990
1,089
8,079
At 31 December 2024
7,350
-
7,350
5,248
-
1,278
-
At 31 December 2023
2024
£
Amounts falling due within one year:
Prepayments and accrued income
-
905
905
13 Creditors: amounts falling due within one year
Trade creditors
Accruals and deferred income
2024
£
169
3,6255
3,794		 Total
£
15,618
5,059
20,677
14,340
1,089
15,429
5,248
1,278
2023
£
5
1,121
1,126
2023
£
-
2,079
2,079

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43

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024

NICODEMUS NOTES TO THE FINANCIAL STATEMENTS (CONTINUED) FOR THE YEAR ENDED 31 DECEMBER 2024

14 Unrestricted funds

The unrestricted funds of the charity comprise the unexpended balances of donations and grants which are not subject to specific conditions by donors and grantors as to how they may be used. These include designated funds which have been set aside out of unrestricted funds by the trustees for specific purposes.

At 1 January
2024		 Incoming
resources		 Resources
expended		 At 1
December
2024
£ £ £ £
General funds 13,612 90,830 (87,224) 17,218
Previous year: At 1 January
2023		 Incoming
resources		 Resources
expended		 At 1
December
2023
£ £ £ £
General funds 20,198 92,746 (99,332) 13,612

15 Related party transactions

Aggregate donations of £11,500 (2023: £46,700) were made by the Trustees and their related parties to the charity during the year.

During the year, the charity paid services of £33,671 (2023: £37,299) to children of the trustees. At the balance sheet date £nil (2023: £nil) was owed to the children of the trustees by the charity.

16 Status of the charity

Nicodemus is a company limited by guarantee not having any share capital.

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44

NICODEMUS ANNUAL REPORT & FINANCIAL STATEMENTS 2024