Lonely
@rphans
ANNUAL REPORT
2022

|**01**|Message from the Chair|**4-5**|
|---|---|---|
|**02**|Message from the CEO|**6-7**|
|**03**|About us|**8-9**|
|**04**|Activities/SDGs|**10-36**|
|**05**|Financial Review|**36-37**|
|**06**|Legal and Administrative|**38**|
|**07**|Trustees Responsibilities|**39**|
|**08**|Structure, Governance & Management|**40**|
|**09**|Independent Examiners Report|**41**|
|**10**|Statement of Financial activities|**42-**|
|**11**|Notes to the Financial Statements|**50**|



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~~**01**~~ 

## Message from the Chair of the Board of Trustees 

Dear Esteemed Supporters and Friends, 

It has been my honour to serve as the Chair of the Board of Trustees and witness the remarkable transformation your support has brought to countless lives worldwide. I address you today with a profound sense of responsibility and pride. 

Over the past decade, our collective efforts have transformed lives, ignited hope, and fostered resilient communities in the face of adversity. Our focus on orphans, vulnerable children, and their surrounding communities has provided immediate relief and sowed the seeds for a brighter, more sustainable future. 

This year, we ventured into new territories, expanding our reach and deepening our impact. The initiation of advocacy efforts marks a significant milestone in our journey, enhancing the scope and depth of our work both in the UK and beyond. While avoiding policy advocacy, our efforts have concentrated on grassroots initiatives, aligning with several United Nations Sustainable Development Goals (SDGs), such as 

Goal 1: No Poverty and Goal 4: Quality Education. 

accountability remains steadfast. The Board of Trustees takes the stewardship role seriously, ensuring that each project aligns with our overarching vision and mission. 

We are cognisant of the evolving landscape and the need for innovative solutions. We continually seek avenues to foster innovation and efficiency, optimising our resources to better serve our beneficiaries and create a substantial impact in the spheres we operate. 

As we forge ahead, your unwavering support and faith in our mission buoy us. Your generosity fuels our endeavours, allowing us to reach the corners of the world where help is needed most. Together, we are not just changing lives; we are building a legacy of compassion, respect, and inclusivity. 

In conclusion, I extend my deepest gratitude to each one of you. Your support has been the cornerstone of our success. Here’s to a future filled with hope, unity, and collaboration, as we strive for a world where every child has the opportunity to flourish. 

Thank you for walking this journey with us. 

Our commitment to integrity and 

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~~**02**~~ 

A Message from the Cheif Executive’s Office 

As we stand at the cusp of a new era, our focus remains clear: To empower the marginalised and those caught in the ravages of war and displacement. 

Dear Friends and Partners, 

As we reflect on a year of challenges and triumphs, my heart is full of gratitude and determination. Our journey over the past decade has been inspiring, grounded in a steadfast commitment to fostering hope and sustainable change in the lives of the most vulnerable among us. 

In the past year, we have intensified our efforts to be a beacon of light for orphans, vulnerable children, and the communities that surround them. The unwavering support from donors, volunteers, and partners has enabled us to reach farther and dig deeper, laying the foundations for a future where every child can thrive. 

As we stand at the cusp of a new era, our focus remains clear: to empower the marginalised and those caught in the ravages of war and displacement. Our alignment with several UN SDGs bolsters our resolve, channelling our energies towards creating a world where equity, justice, and compassion are not just ideals but realities. 

Through innovation, we have spearheaded projects that address the root causes of poverty, fostering lasting change in the communities we serve. 

Our commitment to capacity-building has paved the way for enriched learning opportunities both in the UK and abroad. 

Financial stewardship remains at the forefront of our operations. A significant portion of our resources is channelled directly towards the projects and people who need them most. Our commitment to transparency and accountability has been crucial in building trust with you, our valued supporters. 

Looking forward, we envision a world nurtured with compassion and respect. I invite you to join us in this noble journey. Together, let us be the changemakers, the hope bearers, and the guardians of a brighter, more inclusive future. 

Thank you for being a vital part of this incredible journey. Here’s to more milestones, shared successes, and the indomitable spirit of humanity. 

Warm regards, 


Nasr Ali Chief Executive Officer 

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About Us 

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## **Who We Are** 

Founded in 2013, Lonely Orphans is a charitable organisation committed to transforming the lives of the most vulnerable and marginalised communities around the world. With operations spanning 5 countries and a dedicated team of professionals and volunteers, we strive to be a catalyst for sustainable change. 

## **Vision** 

To create a world where all individuals, particularly the orphans and vulnerable children, are treated with fairness and equality, fostering environments where support systems are robust, tailored, and sustainable, benefitting generations to come. 

## **Mission** 

We commit to alleviating poverty, sickness, and facilitating education for orphans, their families, and communities globally. Through inventive and distinct projects, we proffer accommodation, sustenance, medical care, education, emergency aid, and sustainable solutions. 

## **Strategic Pillars** 

Innovation: Embarking on groundbreaking projects that address the core issues of poverty and initiate sustainable change. 

Capacity-building: Enhancing the capabilities of employees, volunteers, partners, and beneficiaries through high-quality training and educational opportunities. 

## Sustainability: Implementing 

environmentally conscious solutions that drive long-term positive impacts within the communities we serve. 

Risk Management: Promoting organisational stability and reducing harm to the communities we cater to by managing and mitigating risks effectively. 

## **OUR PURPOSE** 

To empower the most marginalised communities, delivering assistance with dignity and creating avenues for sustainable change and improvement in their circumstances. 

## **Core Values** 

1.  Integrity & Accountability: Upholding high moral and ethical standards while taking full responsibility for our actions. 

## 2.  Compassion & Respect: 

Demonstrating empathy and kindness in our approach, valuing every individual’s dignity. 

## 3.  Innovation & Efficiency: 

Implementing creative and sustainable solutions that optimize resource usage and enhance service delivery. 

4.  Unity & Collaboration: Fostering a collaborative environment that values every contribution, promoting unity in our efforts. 

5.  Stewardship & Fiscal Responsibility: Managing resources responsibly and transparently, aiming for the most significant impact. 

6. Inclusivity & Service: Ensuring our programs cater to diverse communities and maintain a steadfast commitment to serving humanity. 

## **Beneficiary Groups** 

– Primary Orphans: Children under 16, primarily amongst refugees and individuals in need, who have lost one or both parents. 

– Secondary Vulnerable Children: Children under 18 who find themselves in environments where the conventional support network is unavailable or significantly compromised. 

– Tertiary Communities: The broader community surrounding the primary and secondary beneficiary groups, including family networks and environments where primary caregivers are absent for various reasons. 

## **Lifecycle Approach to Beneficiary Support** 

We follow a lifecycle approach in our beneficiary support programs, where the support evolves with the growing age and changing needs of the individuals we serve. Our initiatives are dynamic, transitioning seamlessly from focusing on orphans to vulnerable children, and eventually to community support, ensuring a nurturing pathway that fosters growth and sustainability. 

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Activities & SDGs 

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## **SUMMARY OF ACTIVITIES:** 

Lonely Orphans serves as a beacon of hope and transformation for orphans, vulnerable children, and their supporting communities on a global scale. At its core, Lonely Orphans is dedicated to making a profound difference in the lives of those who have faced marginalisation, persecution, or the harsh consequences of both human-made and natural disasters. 

Lonely Orphans takes great pride in its expansive outreach initiatives, with a particular focus on regions where our assistance is most urgently required. 

This report aims to provide an overview of the substantial impact achieved by Lonely Orphans during the year 2022. As a UK based international charity, our mission revolves around providing aid to orphans, vulnerable children, and marginalised communities, with the ultimate goal of alleviating suffering and fostering sustainable development in regions grappling with adversity and natural calamities. We will showcase our accomplishments, partnerships, 

encountered challenges, and future plans while remaining steadfast in our commitment to transparency and accountability. 

We firmly believe in the power of unity and the resilience of the human spirit, as evidenced by our efforts in ‘Saving Lives Together’. 

Our dedication to transforming lives knows no bounds, transcending geographical borders, and redefining boundaries. We firmly believe that every child and every community deserves the chance to build a better future. We aspire to bring hope, healing, and happiness to the lives we touch. 

Our endeavours are propelled by a passionate team of professionals wholeheartedly devoted to the cause of creating a world where no orphan or vulnerable child feels abandoned or overlooked. Collectively, we endeavour to construct bridges of love and support, striving to bring about meaningful changes in the lives of those we serve. 

We extend our heartfelt gratitude to all those who have joined us on this remarkable journey of compassion, empowerment, and transformation. Together, we possess the ability to reshape lives and illuminate the world for lonely orphans and communities in need. 

Lonely Orphans remains resolutely committed to offering hope, support, and opportunities to orphans, vulnerable children, and marginalised communities across the globe. 

## **OUR LONG-TERM OBJECTIVES ENCOMPASS:** 

We are dedicated to promoting sustainable development within communities grappling with adversity. 

**Promoting Sustainable Development Ensuring Basic Needs Fostering Resilience Building Partnerships** 

Our commitment includes ensuring access to essential necessities such as shelter, education, clean water, and healthcare for those in need. 

We actively work towards fostering resilience and empowerment among marginalised groups. 

We engage in the establishment of partnerships for collective impact and community development. 

Together, we can continue to advance these goals and make the world a brighter and more hopeful place for orphan, vulnerable children and their communities in need. 

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## **BANGLADESH** 

Lonely Orphans have been working in Bangladesh since 2013, with marginalised 

For decades, the Rohingya people had been fleeing to Bangladesh seeking safety and refuge, in their tens of thousands. Reports suggested that over 300,000 Rohingya were living in Bangladesh before the 2017 crisis. 

Bangladeshi and Rohingya communities, providing much needed aid to vulnerable children and their families. To date, Lonely Orphans have provided over five million meals and tens of millions of free schooling hours to children living below the poverty line. **OVER A MILLION** 

The documented refugee families, with registered paperwork, who had access, albeit little, to minimal aid,  were housed inside the two major recognised camps in existence at the time; Nayapara and Kutupalong. 

However, the majority of the Rohingya children and families were living in makeshift, inadequate shelters spread out across the coasts of Teknaf to Cox’s Bazar. Undocumented with no registration paperwork, forgotten and with no access to support meant that children were without any education, men and women were without authorised work, and living in a vicious cycle of dire poverty. 

Since 2017, the situation has drastically changed, with over a million refugees, living in squalid conditions across the stretch of Teknaf. A lack of basic necessities results in the need for aid ever more crucial. 

Living in Squalid Undocumented Conditions No Paperwork and Forgotten 

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Means: no support no education and no access to healthcare 

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## **TÜRKIYE** 

## **INDONESIA** 

Since 2014, Lonely Orphans have been working in Indonesia, supporting Rohingya refugees as well as the poor and needy in Indonesia. 

## **50,000** 

Due to the increasing persecution of the Uyghur people in China, there has been a growing number of exiled Uyghur children and families living in different parts of the world. Turkey is host to an estimated 50,000 Uyghur people. The largest community lives in Istanbul. 

This exiled community is in dire need for family support programs as well as educational programs for children. We were one of the first to work with the Uyghur community directly providing aid and education to vulnerable children and families. 

300,000 Meals delivered 

10,000+ Hours of free education 

Since 2019, Lonely Orphans have provided over 300,000 meals and tens of thousands of hours of free education to Uyghur children and families. 

This also includes responding to the Earthquake and Tsunami in Palu last year, 2018. We have ongoing projects like our Ambulance support program in Indonesia which has been effective in various situations since the disaster in 2018 as well as regularly operating in Yogyakarta. 

Lonely Orphans has provided tens of thousands of meals to poor communities throughout the last few years. 


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## **CHAD** 

As part of Lonely Orphans’ work with persecuted minorities, we have been providing seasonal support for refugees from the Central African Republic residing in Chad. 

## **THAILAND** 


As of 2019 Lonely Orphans expanded their work in Thailand, in particular in the areas of Pattani, Yala and Narathiwat. 

We support two orphanages along with some income generating activities for Orphans and Widows in that region. The projects that we support in all these different regions have helped thousands of beneficiaries, providing support for families and income for widowers. We are in the process of supporting the establishment of an orphan well being centre, dedicated to the long term support, growth and development of orphan children. 

In what is one of the most poorly funded emergency situations globally, thousands lack even basic survival assistance. Food, health, shelter, and water and sanitation are all primary concerns for refugees living outside formal sites and for the communities hosting them. 

Since 2020, Lonely Orphans have provided over 150,000 meals to vulnerable children and women. 

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Activities & SDGs 

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In our pursuit of a brighter and more sustainable future for orphaned and vulnerable children, Lonely Orphans demonstrate our steadfast commitment to the Sustainable Development Goals (SDGs) in our projects and activities. The SDGs, with their 17 interconnected goals, reflect our shared global responsibility to end poverty, protect the planet, and ensure prosperity for all by 2030. Aligned with this universal call to action, our mission at Lonely Orphans focuses on providing holistic support in education, healthcare, livelihoods, and community engagement. 

## **SDG 1: NO POVERTY** 

As part of our commitment to ending poverty, we are working to ensure our beneficiaries have access to training and skills development programs, to lower dependency on aid handouts. It is not always possible to get all beneficiaries to become independent, but for those orphans and children, and members of their families, who are able to, we provide skills training to empower them to learn skills to earn an income. We have 

provided approximately 100 women with sewing machines, after training them on how to use and start a business. In 2022, we initiated a computer literacy program for refugees, to provide them access to the digital world. An integral part of our mission to end poverty is through the provision of education to children stuck in poverty. In 2022, we provided free education to over 1200 children across Bangladesh, the Rohingya Refugee camps and in Turkiye. 

## **SDG 2: ZERO HUNGER** 

Our focus on all our food programmes includes a priority in quality and nutritional foods, with diversity in the types of foods included in the packs to reflect the diversity and dynamics of the communities we are serving. We are also actively working towards a sustainable approach to help develop assurances for long term food security. This includes looking into options for growing their own foods, or giving them the opportunity to become financially independent to be able to purchase their foods to prepare. Our schools are a perfect example when we provide the school meals we take into consideration of malnutrition and any issues that may be a result of the environment and the types of foods being consumed. We consult subject matter experts in the region to ensure that we maintain a qualitative approach. In all of our countries abroad we provide food packs to help with food security. In 2022, we provided over 1 million meals to vulnerable children and families in different parts of the world. Through our school meals programme, we catered for a little under 100,000 free hot meals. 

## **SDG 3: GOOD HEALTH AND WELL-BEING** 

Lonely Orphans ensure that good health and well-being is integral to the planning of all our projects, to ensure we are serving our beneficiaries in the best possible way. In most instances, health and well-being is linked to medical projects, and where possible or needed, we will ensure all medical needs are delivered. One of our strongest ongoing medical programs is an ambulance project we have running in Indonesia, which is now completely self-sustaining, and provides much needed medical transportation. We also ensure the monitoring of all our other projects to ensure the health and wellbeing elements are factored in to add to the quality of project delivery. Our food projects are regularly monitored to ensure nutritional benefits are continuously considered. During the colder seasons, we have a strong focus on wholesome support to keep children and families warm, as well providing warm, nutritional meals throughout the winter months. 

## **SDG 4: QUALITY EDUCATION** 

Access to education has been an integral part of Lonely Orphans vision for change. The last decade has seen a growth in our support of rural schools in ultra poor areas, ensuring poor and destitute children receive the best education possible. Year on year, our education programs have grown and developed in quality, and with a rigorous monitoring system, it will 

continue to develop and grow further, ensuring children living in the hardest to reach areas are receiving life changing education to better their lives and outcomes. 

Our education project goes through review with the standard and quality of education being provided. We are working on developing a long term and acceptable curriculum and within the appropriate local regulations. As well as providing quality education we ensure that up to date resources are provided and that there is a monitoring of the progress of the children that is happening. Our education projects go above and beyond with the aforementioned Laptop for Refugees projects that we introduced. 

## **SDG 5: GENDER EQUALITY** 

Proving inclusive aid across the genders is a necessity to address the needs of our beneficiary communities. Lonely Orphans have always ensured a fair approach when delivering aid, ensuring that gender inequalities are addressed. Our flagship education programs are inclusive of male and female students, with the focus on lifting whole communities out of poverty, rather than sections of a community. This approach is consistent and visible through all our projects, from food aid to livelihood projects. 

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**SDG 6: CLEAN WATER AND SANITATION** 

## **SDG 11: SUSTAINABLE CITIES AND COMMUNITIES** 

The provision of clean water and sanitation has been a fundamental objective for every community we work, especially those in areas with lack of clean water. In Bangladesh we have built hundreds of water wells, serving clean water to thousands of people every day. In the Rohingya refugee camps, we have builts tens of community wells, to serve whole communities. These provisions ensure children and families have direct access to clean and safe water for their daily usage. In addition to this, we have built and continue to build safe toilet and bathing facilities for families living in refugee camps, where overpopulation is a key factor to unsafe environments. 

## **SDG 10: REDUCED INEQUALITY** 

The ability to reduce inequalities for beneficiaries is important to provide a fair platform for everyone. Our projects in the UK focus on this SDG, along with SDG 16, to ensure that the communities we work with have equal opportunities. The youth in the UK are facing extremely difficult times post covid. With a full scale living crisis and rise in knife crime pandemic, the youth of today are challenged with bouldering obstacles that severely impact their outcomes in life. Collaborating with partners in the UK, we have been able to work hard to work with youth, providing opportunities to develop and grow their skills, to better prepare them for a successful future. Through workshops, residentials, sports activities and community support programs, we have engaged teenagers and their families. This has allowed disadvantaged young adults, who have often been institutionally let down to benefit from the projects we have started. 

With the budget restrictions of a small and growing charity, we have to be creative in making the communities we work in sustainable. A few of the key ways we have built eco sustainable housing for poor families is by using locally sourced materials such as bamboo and wood to build structures. As many of the communities we work with live in areas of higher sunlight, we provide homes with solar panels to generate electricity. These are cheap and efficient ways to provide sustainable energy in sustainable homes. 

## **SDG 16: PEACE, JUSTICE, AND STRONG INSTITUTIONS** 

Our UK projects are an active demonstration of the commitment to this SDG. Funding made available by Lonely Orphans ensured local grassroot partners were able to provide direct outreach to young people, from impoverished backgrounds, vulnerable to involvement with violent gangs. The delivered projects provided opportunities to upskill young people to better their own future prospects in fun and creative ways. 

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## **CHILDREN DEPEND BANGLADESH/ ON A GOOD MEAL FOR 720K ROHINGYA HEALTHY MIND & BODY** 

## **A TOTAL OF 1,186,000 MEALS** 

**20K TURKIYE** 

**200K THAILAND** 

**INDONESIA 100K** 

**200[+]** Children relied on the daily hot meal 

**96K** Iftar meals provided during Ramadan 

## **50K AFRICA** 

**5.9K** School meals provided 

## School Meals 

## Turkiye 

meals, to those in need. This initiative has had a substantial impact on alleviating hunger. 

faced by the local population. 

## Indonesia 

In Turkiye, 100 packs of food were provided, equating to 20,000 meals, to support vulnerable individuals facing food insecurity. 

Lonely Orphans has been instrumental in providing daily hot meals to over 200 school children. In 2022 alone, we supplied approximately 96,000 school meals, ensuring that these children have access to regular nourishment. 

In Indonesia, 1,000 packs of food were distributed, amounting to 100,000 meals, furthering our commitment to assisting Rohingya refugees and impoverished communities. 

## TOTAL MEALS: In 

total, Lonely Orphans provided 1,186,000 meals to individuals and communities in need. Additionally, an additional 260,000 meals were distributed as emergency relief during the Sylhet floods, totaling 1,446,000 meals. 

## Bangladesh/Rohingya 

In Bangladesh’s Rohingya camps, we distributed 3,600 packs of food, providing 720,000 meals for children and families. This effort addresses the critical food security situation in these camps. 

## Thailand 

Our work in Thailand extended to providing 1,000 packs of food, totaling 200,000 meals, for those in need in the regions of Pattani, Yala, and Narathiwat. 

Africa: Our outreach in Africa resulted in the distribution of 250 packs of food, equaling 50,000 meals, to address the food security challenges 

## Ramadan Food 

During the holy month of Ramadan, we distributed 5,950 packs of food, equivalent to 1,090,000 






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## **EDUCATION THAT BREAKS THE CYCLE OF POVERTY** 

**A TOTAL OF 1,872,000** 

**HOURS OF EDUCATION PROVIDED WITH YOUR SUPPORT.** 

## **11 SCHOOLS IN BANGLADESH** 

## **2 SCHOOLS IN TURKIYE** 

Our educational initiatives encompass 11 schools in Bangladesh (including inside the Rohingya Refugee camps), where we have provided access to education for numerous students. 

In Türkiye (Turkey), we operate two schools that play a crucial role in providing education to the local community. This educational support is especially significant for exiled Uyghur children and families seeking refuge. This includes 12 months of continuous education, amounting to approximately 1,872,000 hours of free learning. 

These schools are essential in offering marginalised children a pathway to a brighter future. 


**1300 CHILDREN IN EDUCATION** 

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## **EDUCATION** 

**“WE BELIEVE A GOOD EDUCATION CAN END THE CYCLE OF POVERTY”** 

Improved access to quality education for Rohingya children, leading to increased literacy rates and hope for a brighter future. 

In Bangladesh, Lonely Orphans embarked on a mission to transform the lives of Rohingya children by improving access to quality education. One of the most prominent success stories emerged from our educational initiatives in the Rohingya camps. Before our intervention, many Rohingya children lacked formal education, living in dire conditions with limited access to resources. 

## **CASE STUDY:** 

Through the establishment of 11 schools in Bangladesh, Lonely Orphans provided these children with a lifeline to a brighter future. A shining example is the journey of Amina, a young Rohingya girl who had spent most of her life in the camps, devoid of educational opportunities. With the introduction of our schools, Amina finally had access to formal education. She enrolled in one of our schools and, over the course of a year, made remarkable progress in her studies. 

Amina’s story is emblematic of the positive impact our educational programs have had on the Rohingya community. With increased literacy rates and improved access to education, hope has been rekindled among Rohingya children, who now dream of a brighter future where they can contribute positively to society. 

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**COMMUNITY EMPOWERED THE NEXT GENERATION OF THE UYGHUR COMMUNITY.** 

In Turkey, Lonely Orphans recognised the pressing need to support the Uyghur community, who had sought refuge in the country due to increasing persecution in China. Our partnership with the Uyghur community aimed not only to provide essential services but also to empower the next generation. 

## **CASE STUDY:** 

**UYGHUR COMMUNITY RESILIENCE** 

One remarkable success story is the journey of Ismail, a young Uyghur boy who, like many others, had faced immense challenges in adapting to a new environment and overcoming the trauma of displacement. Through our educational and support programs, Ismail found a nurturing and empowering community that helped him rebuild his life. 

Lonely Orphans provided Ismail with access to quality education, emotional support, and a sense of belonging. Over time, he blossomed into a confident and resilient young individual, becoming a source of inspiration for his peers. Ismail’s story exemplifies the transformative power of community support and educational empowerment, as he looks forward to a future where he can contribute positively to his community and preserve his cultural heritage. 

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**EDUCATION “MELAYU MUSLIMS: A COMMUNITY UNDER SEIGE”** 

Contributing to the establishment of a school for orphans and young vulnerable children in Yala, Thailand. 

In the southern regions of Thailand, specifically in Yala, the Melayu community faced significant challenges in providing quality education for orphaned and vulnerable children. Recognizing the need for a dedicated educational facility, Lonely Orphans initiated a project to establish a school that would cater to the unique needs of these children. 

## **CASE STUDY:** 

One of our noteworthy success stories is the progress made in this endeavour. Through collaboration with local partners and the dedication of our team, we contributed to the construction of a large school specially designed for orphans and young vulnerable children. The school, set to be completed soon, will provide a safe and conducive learning environment for these children. 

This project exemplifies how concerted efforts and partnerships can lead to tangible outcomes that enhance educational opportunities. It not only demonstrates our commitment to education but also underscores the positive impact such initiatives can have on the Malayu community in Yala, where children will have access to quality education and a chance at a brighter future. 

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## **DISASTER EMERGENCY** 

**A TIMELY EMERGENCY RESPONSE PROVIDED LIFE SAVING AID** 

Indonesia is prone to natural disasters, and Lonely Orphans has been steadfast in its commitment to providing timely relief to affected communities. One striking success story emerged from our response to the earthquake and tsunami in Palu in 2018. 

## **CASE STUDY:** 

During the immediate aftermath of the disaster, our emergency response teams swiftly mobilised to provide critical aid to those affected. Among the beneficiaries was Maria, a mother of two who had lost her home and belongings in the catastrophe. Lonely Orphans provided Maria and her family with emergency shelter, food, and medical assistance. 

Maria's story reflects the crucial role played by timely disaster response efforts. Thanks to our intervention, her family, along with many others, received lifesaving aid when they needed it most. The success of this response effort underscores our commitment to alleviating the suffering of disaster-affected populations and providing a lifeline during their most challenging moments. 

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Activities & SDGs 

## PARTNERSHIPS AND COLLABORATIONS 

## CHALLENGES FACED: 

## ENHANCING MONITORING AND EVALUATION 

## Geopolitical Constraints on Access 

Lonely Orphans is dedicated to forging powerful partnerships and collaborative ventures with local NGOs, governmental bodies, and international organisations, all in a concerted effort to maximise our impact around the world. Our approach was clearly exemplified in the context of our UK projects, where we took immense pride in nurturing strong bonds with local grassroots community organisations. This choice was driven by our profound belief in their unparalleled ability to execute projects with utmost efficacy, owing to their intrinsic connection to the communities they serve. 

At Lonely Orphans, our overarching strategy revolves around recruiting the most qualified individuals for each task at hand. We recognize that our resources may at times be constrained, but we remain unapologetically open to leaning on the support and expertise of others when needed. 

## VOLUNTEER AND STAFF CONTRIBUTIONS: 

The relentless dedication and unwavering commitment of our exceptional team and devoted volunteers stand as the cornerstone of our project execution, imbuing each endeavour with unparalleled efficiency and driving us ever closer to our goal of maximum impact. Their tireless contributions serve as the lifeblood of our organisation, illuminating our path towards transformational change. 

Limited access to certain regions due to geopolitical factors has posed significant challenges. For instance, our operations within refugee camps, such as those serving the Rohingya in Bangladesh, have encountered increased difficulties due to on-ground restrictions. We are closely monitoring the situation for potential changes and opportunities to collaborate on the ground, always mindful of adherence to local laws and authorities. 

## Sustainability Amid Funding Challenges 

We are engaged in candid and internal dialogues to address ongoing funding challenges that impact the long-term sustainability of our projects. Our objective is to actively incorporate sustainable models into our program designs, reducing dependence on external funds and introducing income generation elements within our projects. 

## Inflation Impact in Türkiye (Turkey) 

The substantial rise in the inflation rate of the Turkish Lira has come to our attention and directly affects project costs. To mitigate this, we have secured longterm lease agreements for school sites in response to the over 33% inflation hike experienced in 2022. 

Improving the quality of our on-ground Monitoring and Evaluation (M&E) processes is an ongoing focus area. We are committed to maintaining standards that exceed industry norms. 

Media Feedback and Proof of Work: We are exploring avenues to enhance the quality of media feedback provided to our donors and the evidence of our project achievements. Ensuring a robust, reliable, and high-quality media output is a priority to effectively showcase our projects. 

Qualitative Data Collection: Collecting qualitative data directly from beneficiaries on the ground is pivotal to our continuous improvement efforts. We are actively working on solutions to enhance our ability to gather qualitative insights, enabling us to better serve the needs of those we support. 

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Conclusion: 

## Future Plans and Goals 

Expansion with a Focus on Current and New Regions: As we set our sights on the future, we are driven by a two-fold mission. First, we aim to expand our existing programs within current regions, ensuring a deeper and more sustainable impact on the communities we serve. Second, we are actively exploring opportunities in new areas, with a commitment to extending our reach and delivering transformative change to even more individuals and communities. 

## Diversification of Funding Sources for Financial Resilience 

Financial stability is paramount to our mission’s success. To achieve this, we are dedicated to diversifying our funding sources. By reducing our reliance on a single channel and cultivating a diversified financial landscape, we fortify our ability to navigate challenges and remain steadfast in our support to those in need. 

## Continuous Enhancement of Transparency and Accountability: 

## Data for Informed Impact 

Accountability: A cornerstone of our future initiatives is an intensified Upholding the highest focus on gathering standards of transparency qualitative data. We and accountability is an understand that the richness unshakable pillar of our of qualitative insights is organisation. We pledge to instrumental in tailoring our continuously improve our programs to meet the unique processes, ensuring that needs of our beneficiaries. our supporters, donors, and This emphasis on qualitative beneficiaries can trust us data will inform our implicitly. This commitment decisions and enable us translates into meticulously to adapt and improve our refined reporting services, ensuring the utmost mechanisms and robust effectiveness in addressing systems that demonstrate the real-world challenges our unwavering commitment faced by those we serve. to transparency. 

## Transparency and Advocacy for Accountability Meaningful Change 

At Lonely Orphans, our unwavering commitment to transparency transcends words. It is ingrained in every facet of our organisation. We are resolute in our dedication to providing transparent financial reporting and demonstrating the tangible impact of our programs. Upholding stringent accountability standards is not merely a choice but a steadfast commitment—a commitment that ensures the trust bestowed upon 

We recognise the broader social and systemic issues that contribute to the challenges faced by vulnerable populations. Therefore, advocacy is an integral part of our strategy. We will actively engage in advocating for policies and practices that not only alleviate immediate suffering but also create a sustainable framework for long-term positive change. Focus on Qualitative 

us by our esteemed donors remains unshaken. Our pledge is to not only meet but to exceed expectations, delivering the highest level of transparency and accountability in all our endeavours. 

## Acknowledgments: 

The heartbeat of Lonely Orphans resonates with the profound generosity and support of individuals and entities who stand shoulder to shoulder with us. To our cherished donors, steadfast supporters, invaluable partners, selfless volunteers, and our extraordinary staff, we extend a heartfelt chorus of gratitude. Your unwavering dedication and tireless efforts have formed the very foundation of our success, lighting the path forward for those in need. Together, we continue to make a difference that reverberates far beyond our individual contributions, bringing hope, healing, and transformation to countless lives. 

In retrospect, the year 2022 marked a momentous chapter in the journey of Lonely Orphans, one etched with profound impact and transformative change. Our relentless efforts bore witness to tangible strides in the lives of orphans, vulnerable children, and marginalised communities worldwide. These achievements stand as a testament to our unwavering commitment to fostering positive change on a global scale. 

Our initiatives in diverse regions made significant contributions to numerous Sustainable Development Goals (SDGs), underlining our steadfast dedication to crafting a brighter world for those most in need. From providing access to quality education and clean water to responding to emergencies with life-saving aid, our programs embodied the spirit of compassion, empowerment, and change. 

At this juncture, we extend our heartfelt gratitude to the pillars of our success: our dedicated team, generous donors, and steadfast partners. Without your unwavering support, none of this impactful work 

would have been possible. Together, we remain resolute in our mission as we march onward into the future. 

We, at Lonely Orphans are not merely content with past achievements; instead, we are a dynamic force in continuous growth and evolution. Our pursuit is one of perpetual improvement, actively seeking new avenues to elevate the quality of our output. We aspire to be pioneers in our sector, setting unique precedents and exemplifying success. The age-old balance between quantitative reach and qualitative impact remains central to our ethos. As an organisation, we are committed to constant reflection, always striving to enhance our work for the sake of our invaluable donors and beneficiaries. 

With an unwavering resolve, we look to the future, where our collective efforts will continue to illuminate the path toward a world where compassion knows no bounds and transformation becomes a universal reality. 

**38** 

**39** 



~~**05**~~ 

Review of Financial Position (End of Period) 

## **294,219** 

Lonely Orphans had a  £101,538 deficit in the year (2021: £14,313 surplus). This occurred as the charity used its unrestricted reserves to finance various emergency projects. Total funds of the charity are £294,219 (2021: £395,757). 

**2021:** Lonely Orphans prioritises its projects and therefore the overspend amount was taken from the total of General/ **395,757** Unrestricted income we received during the year. 

In all the activities Lonely Orphans continues its commitment to ensure that we are up to date with the charity sector and any standards that are required of us by law or recommendations from the Charity Commissions we try our absolute level best to implement and adopt. With regards to public funds we maintain great regard and diligence for the sake of achieving the objectives and progressing the organisation’s mission as efficiently as possible. 

**40** 

**41** 



~~**07**~~ 

Trustee Responsibilities 


**----- Start of picture text -----**<br>
Legal & Administrative<br>06<br>**----- End of picture text -----**<br>


Lonely Orphans is a registered Non-Profit charity. It is registered in the UK with the Charity Commission. Charity Registration Number is 1171230. It is also a Companies House registered entity. The company is a Private Limited Company by guarantee without share capital and use of ‘Limited’ exemption. The company number is 08528320 

Trustees: 

Mr. Kona Miah 

Mr. Nazrul Islam 

Mr. Khaled Mahmud 

Company Reg No: 8528320 Charity Reg No: 1171230 

## Principal Office: 

Lonely Orphans, 93 – 101 Greenfield Road, London, E1 1EJ The charity is incorporated in the UK. 

## Independent Examiner: 

Ipsum Accountants, 16 High Holborn, London, WC1V 6BX 

The Trustees are appointed by the Members of the Charity in general meeting and all Trustees are Members of the Charity and Company. The trustees are required to follow the policies applicable to them. The core governing documents are the Memorandum and Articles of Association 

The Trustees, who are also Directors of Lonely Orphans for the purposes of Company Law, are responsible for preparing the Trustees’ Annual Report and financial statements in accordance with applicable law and United Kingdom Accounting Standards (UK GAAP applicable to smaller entities). 

Company/Charity law requires the Trustees to prepare financial statements for each year, which give a true and fair view of the state of affairs of the charitable company and of the incoming resources and application of resources, including the income and expenditure of the charitable company for that period. In preparing these financial statements, Trustees are required to: 

Select suitable accounting policies and then apply them consistently. Observe methods and principles in the Charities SORP. 

- Make judgements and estimates that are reasonable and prudent. State whether applicable UK Accounting Standards have been followed, subject to any material departures disclosed and explained in the financial statements. 

- Prepare financial statements on the going concern basis unless it is inappropriate to presume that the charitable company will continue in operation. 

The Trustees are responsible for keeping adequate accounting records that disclose with reasonable accuracy at any time the financial position of the charitable company and enable them to ensure that the financial statements comply with the Companies Act 2006 and Charities Act 2011. They are also responsible for safeguarding the assets of the charitable company and hence for taking reasonable steps for the prevention and detection of fraud and other irregularities. 

## In so far as the Trustees are aware: 

There is no relevant audit information of which the charitable company’s auditor is unaware; and 

- As the Directors of the company, we have taken all steps that we ought to have taken in order to make ourselves aware of any relevant audit information and to establish that the company’s auditors are aware of that information. 

- Approved by the trustees of the charity on 15 September 2023 and signed on its behalf by: 

Mr. Kona Miah Chair Of Trustee 

**42** 

**43** 



**09** 

~~**08**~~ 

Governance, Management & Structure 

**INDEPENDENT EXAMINERS REPORT TO THE TRUSTEES OF LONELY ORPHANS** 

## **Governance Arrangements** 

As a registered charity and company limited by guarantee Lonely Orphans is governed by company and charity law and by The Statement of Recommended Practice, Charities SORP second edition (FRS 102), issued by the Charities Commission in October 2019. The SORP sets out the accounting practices and disclosure required by charities in their annual accounts. The Trustees have followed its recommendations and applicable accounting standards in presenting these accounts. 

## **Trustee Appointment and Chair** 

The Trustees are appointed by the Members of the Charity in general meeting and all Trustees are Members of the Charity and Company. 

## **Management** 

The Board of Trustees holds formal meetings at least four times a year. In this financial year, the board has met formally four times. In between these meetings, matters are progressed through the delegation of actions to Officers of the Charity. 

## **Key Responsibilities of Trustees** 

The following points outline the key responsibilities of Trustees. 

agree the strategic direction and policy of the Charity; agree the annual operating and investment budgets; execute all legal responsibilities in connection with the Charity; be aware of the content of the Charity’s Articles of Association in order to comply with the Charity Commission regulations; 

support the Chair in ensuring that the Charity is following best practice in terms of its business rigour; 

provide expertise and insight into key areas of activity for the Charity and represent the Charity when required. 

I report to the Charity trustees on my examination of the accounts of the charity for the year ended 31[st] December 2022. 

## **RESPONSIBILITIES AND BASIS OF REPORT** 

The charity’s trustees are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 (‘the Act’). 

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

## **INDEPENDENT EXAMINERS STATEMENT** 

The charity’s gross income exceeds £250,000, which requires an examiner to be appointed from a listed body. I confirm that I am qualified to undertake the examination because I am a member of the ACCA, which is one of the listed bodies, in section 124 of the Charities Act 2011. 

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

- **01** Accounting records were not kept in respect of the charity as required by section 130 of the Act; or 

- **02** The accounts do not accord with those records 

- **03** The accounts do not comply with the applicable reporting requirements 

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 accounts to be reached. 

Iqbal Chowdhury FCCA Association of Chartered Certified Accountants 16 High Holborn London WC1V 6BX 

Date : 20/10/2023 

**44** 

**45** 



2•?1 ".t
STATEMENT
OF FINANCIAL
ACTIVITY
LQ

## **LONELY ORPHANS (COMPANY LIMITED BY GUARANTEE) STATEMENT OF FINANCIAL ACTIVITIES (INCLUDING INCOME & EXPENDITURE ACCOUNT FOR THE YEAR ENDED 31 DECEMBER 2022** 

## **INCOME & EXPENDITURE** 

**NOTES UNNRESTRICTED RESTRICTED TOTAL [£] TOTAL [£] [£] [£] 2022 2021** 

## **INCOMING RESOURCES** 

|**557,704**<br>**TOTAL INCOME**<br>**130,624**<br>**5**<br>**6**<br>**5**<br>**130,624**<br>**42,467**<br>**424,670**<br>**384,613**<br>**384,613**<br>**382,203**<br>**382,203**<br>**939,906**<br>Donations and legacies<br>Charitable Activity Income<br>Other Income|**785,468**|
|---|---|
||**69,024**|
||**36,592**|
||**891,084**|



## **RESOURCES EXPENDED** 

|**TOTAL RESOURCES EXPENDED**<br>**298,507**<br>**(290,009)**<br>**395,757**<br>**-**<br>**-**<br>**395,757**<br>**294,219**<br>**89,460**<br>**(190,998)**<br>**290,009**<br>**(101,538)**<br>**468,244**<br>**195,208**<br>**99,011**<br>**573,201**<br>**10**<br>**17**<br>**9**<br>**8**<br>**17**<br>**298,507**<br>**573,201**<br>**169,737**<br>**-**<br>**-**<br>**-**<br>**169,737**<br>**573,201**<br>**1,041,444**<br>**NET INCOME /DEFICIT FOR THE YEAR**<br>Fundraising Costs<br>Charitable Activity Costs<br>Governance & Support Costs<br>Fund Movement<br>Funds at 1 January 2022<br>Funds at 31 December 2022|**118,782**|
|---|---|
||**520,895**|
||**237,094**|
||**876,771**|
||**14,313**|
||**-**<br>**381,444**<br>**395,757**|



## **LONELY ORPHANS (COMPANY LIMITED BY GUARANTEE) STATEMENT OF FINANCIAL POSITION AS AT 31 DECEMBER 2022** 

|**FIXED ASSETS**<br>**13**<br>**NOTES**<br>**£**<br>**TOTAL [£]**<br>**2022**<br>**10,412**<br>Tangible Assets|**TOTAL [£]**<br>**2021**|
|---|---|
||**14,131**|



## **CURRENT ASSETS** 

|Debtors & Prepayments<br>Cash at Bank and in Hand<br>Amount falling due<br>within one year<br>**CREDITORS**<br>**NET CURRENT ASSETS**<br>**TOTAL NET ASSETS**<br>**14**<br>**15**<br>**283,809**<br>**294,219**<br>**27,413**<br>**7,211**<br>**271,428**<br>**421,866**<br>**298,841**<br>**47,451**<br>**15,032**||
|---|---|
|||
||**429,077**|
|||
||**381,626**|
||**395,757**|



## **FUNDS** 

|Unrestricted Funds<br>Restricted Funds<br>**TOTAL FUNDS**<br>**17**<br>**17**<br>**195,208**<br>**99,011**<br>**294,219**|**395,757**|
|---|---|
|||
||**395,757**|



All the activities of the charitable company are from continuig operations. 

These financial statements have been prepared in accordance with the provisions applicable to companies subject to the small companies’ regime and in accordance with FRS 102 “The Financial Reporting Standard applicable in the UK and Republic of Ireland”. These financial statements were approved by the board of directors and authorised for issue on 22 September 2023, and are signed on behalf of the board by: 

**48** 

**49** 



## **LONELY ORPHANS ( A COMPANY LIMITED BY GUARANTEE) CASHFLOW STATEMENT AS AT 31 DECEMBER 2022** 

|**CASH FLOW FROM OPERATING ACTIVITIES**|**[£]**|**2022**|**[£]**|**2021**|
|---|---|---|---|---|
|||**[£]**||**[£]**|
|Operating Proft|**(101,538)**||**14,313**||
|Depreciation|**3,721**||**2,771**||
|Finance Costs|||||
|Gain/Loss on Subsidiary Disposal|||||
|Gain/Loss on Fixed  Asset Disposal|||||
|**OPERATING PROFIT BEFORE WORKING CAPITAL CHARGES**|**(97,817)**||**17,084**||
|Increase/Decrease in Debtors|**(20,202)**||**(7,211)**||
|Increase/Decrease in Inventory|||||
|Increase/Decrease in Creditors|**(32,419)**||**32,206**||
|**CASH FROM OPERATIONS**|**150,438**||**42,079**||
|Finance Cost Paid|||||
|**NET CASH GENERATED FROM OPERATIONS**||**(150,438)**||**42,079**|
|**CASH OUTFLOW FROM INVESTMENT ACTIVITIES**|||||
|Purchase of Tangible Fixed Assets|||**(5,022)**||
|Fixed assets disposal|||||
|Disposal of a subsidiary net|||||
|of cash disposed of|||||
|**NET CASH GENERATED FROM OPERATIONS**||||**(5,022)**|
|**CASH OUTFLOW FROM FINANCING ACTIVITIES**|||||
|Capital Grants|||||
|Increase/(Decrease) of Long Term Loans|||||
|**NET INCREASE /(DECREASE IN CASH AND CASH EQUIVALENT**||**150,438)**||**37,057**|
|Opening Cash and Cash Equivalents||**421,866**||**384,809**|
|~~Closing Cash and Cash Equivalents~~||~~**271,428**~~||~~**421,866**~~|
|**RECONCILIATION**|||||
|Cash at bank and in hand||**271,428**||**421,866**|
|||**271,428**||**421,866**|



## **LONELY ORPHANS ( A COMPANY LIMITED BY GUARANTEE) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMEBER 2022** 




**50** 

**51** 



## **LONELY ORPHANS ( A COMPANY LIMITED BY GUARANTEE) NOTES TO THE FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 DECEMEBER 2022** 

## **3.7 FUNDS:** 

Unrestricted funds comprise the accumulated surplus or deficit in income and expenditure accounts, and are available for use at the discretion of Trustees, to further the general objectives of the entity. 

Designated funds comprise unrestricted funds that have been set aside by the trustees for particular purposes. No funds are set aside as designated. 

Restricted funds are used in accordance with specific restrictions imposed by funders, or grantmakers. The cost of raising and administering such funds are charged against the specific fund. Current restricted funds of the entity are set out in Note 12. 

## **4 INCOMING RESOURCES** 

Incoming resources are attributable to the principal activities of the charity. 

## **INCOME SUMMARY** 

|**5 DONATIONS & LEGACIES**<br>**UNRESTRICTED**<br>**RESTRICTED**<br>**2022**<br>**2021**<br>**£**<br>**£**<br>**£**<br>**£**|**5 DONATIONS & LEGACIES**<br>**UNRESTRICTED**<br>**RESTRICTED**<br>**2022**<br>**2021**<br>**£**<br>**£**<br>**£**<br>**£**|
|---|---|
|General Donations<br>Grant-making charities<br>Gift Aid from HMRC<br>HMRC Job Retention Scheme|**384,613**<br>**384,613**<br>**757,677**<br>**-**<br>**27,791**|
||**384,613**<br>**-**<br>**384,613**<br>**785,468**|
||**130,624**<br>**1 30,624**<br>**322**<br>**-**<br>**36,592**|
||**130,624**<br>**130,624**<br>**36,592**|
|**6 CHARITABLE ACTIVITIES INCOME:**<br>**UNRESTRICTED**<br>**RESTRICTED**<br>**2022**<br>**2021**<br>**£**<br>**£**<br>**£**<br>**£**<br>Education, Shelter and Settlement<br>**21,291**<br>**191,619**<br>**212,910**<br>**69,024**<br>Emergency Relief, Food, Health & Wash**13,289**<br>**119,600**<br> **132,889**<br>Religious dues<br>**3,914**<br>**35,225**<br> **39,139**<br>UK Project<br>**3,973**<br> **35,759**<br> **39,732**<br>**42,467**<br>**382,203**<br>**424,670**<br>**69,024**||
||**42,467**<br>**382,203**<br>**424,670**<br>**69,024**|
|**TOTAL INCOME**|**557,704**<br>**382,203**<br>**939,906**<br>**891,084**|



## **LONELY ORPHANS (COMPANY LIMITED BY GUARANTEE) Notes to the financial statements for the year ended 31 December 2022** 

## **EXPENSES SUMMARY** 

|**8**<br>**9**<br>**10**|**FUNDRAISING COST:**<br>**18,503**<br>**27,087**<br>**13,781**<br>**18,503**<br>**27,087**<br>**13,781**<br>**70,483**<br>**70,483**<br>**39,883**<br>**39,883**<br>**UNRESTRICTED**<br>**[£]**<br>**RESTRICTED**<br>**[£]**<br>**2022**<br>**[£]**<br>Fundraising events<br>Consultants<br>Online platform charges<br>Publicity<br>Merchandise and equipment<br>**169,737**<br>**169,737**<br>**CHARITABLE ACTIVITIES COST:**<br>**35,225**<br>**409,609**<br>**128,367**<br>**UNRESTRICTED**<br>**[£]**<br>**RESTRICTED**<br>**[£]**<br>**2022**<br>**[£]**<br>Education, Shelter and Settlement<br>Emergency Relief, Food, Health & Wash<br>Religious dues<br>UK Project<br>**573,201**<br>**573,201**<br>**128,367**<br>**409,609**<br>**35,225**<br>**-**<br>**GOVERNANCE AND SUPPORT COST:**<br>**101,680**<br>**26,995**<br>**5,552**<br>**1,197**<br>**3,028**<br>**21,233**<br>**94,455**<br>**3,588**<br>**4,264**<br>**3,721**<br>**265,713**<br>**517**<br>**26,239**<br>**4,038**<br>**2,000**<br>**32,794**<br>**298,507**<br>**468,244**<br>**-**<br>**-**<br>**-**<br>**573,201**<br>**-**<br>**101,680**<br>**26,995**<br>**5,552**<br>**1,197**<br>**3,028**<br>**21,233**<br>**94,455**<br>**3,588**<br>**4,264**<br>**3,721**<br>**265,713**<br>**517**<br>**26,239**<br>**4,038**<br>**2,000**<br>**32,794**<br>**298,507**<br>**1,041,444**<br>**UNRESTRICTED**<br>**[£]**<br>**RESTRICTED**<br>**[£]**<br>**2022**<br>**[£]**<br>Support Costs:<br>Salaries and Employer costs<br>Rent, Rates and Service Charges<br>IT Support and Maintenance<br>Printing/Postage/Stationery<br>Telephone/Internet and Utilities<br>Travel and Motor Vehicle Expenses<br>Legal, Professional and Consultant Fees<br>Bank Interest and Charges<br>Sundry expenses<br>Depreciation<br>Governance Cost:<br>Meeting Costs<br>Subscriptions<br>Travel - Partners’ monitoring<br>Accountancy and examination fees<br>**Total Expenses**|**2021**<br>**[£]**|
|---|---|---|
|||**3,917**|
|||**92,685**|
|||**12,520**|
|||**3,224**|
|||**6,436**|
|||**118,782**|
|||**2021**<br>**[£]**|
|||**2 47,483**|
|||**273,412**|
||||
||||
|||**520,895**|
|||**2021**<br>**[£]**|
|||**-**<br>**102,189**|
|||**15,550**|
|||**5,484**|
|||**229**|
|||**2,928**|
|||**1,557**|
|||**64,535**|
|||**369**|
|||**12,329**|
|||**2,771**|
|||**207,941**|
||||
|||**26,251**|
|||**2,902**|
|||**29,153**|
|||**237,094**|
|||**876,771**|



**52** 

**53** 



## **LONELY ORPHANS (COMPANY LIMITED BY GUARANTEE) Notes to the financial statements for the year ended 31 December 2022** 

|**11**|**ANALYSIS OF NET ASSETS BETWEEN FUNDS:**<br>**10,412**<br>**295,698**<br>**(12,632)**<br>**293,478**<br>**3,142**<br>**(2,400)**<br>**742**<br>**UNRESTRICTED**<br>**FUND**<br>**RESTRICTED**<br>**FUND**<br>Tangible fxed assets<br>Current assets<br>Current liabilities<br>Total Net assets|**TOTAL**<br>**FUNDS**|
|---|---|---|
|||**10,412**|
|||**298,840**|
|||**( 15,032)**|
|||**294,220**|



|**12**|**RESTRICTED FUND MOVEMENT**<br>**128,367**<br>**191,619**<br>**-**<br>**63,252**<br>**INCOMING**<br>**RESOURCES**<br>**£**<br>**OPENING**<br>**BALANCE**<br>**£**<br>**RESOURCES**<br>**EXPENDED**<br>**£**<br>**UNRESTRICTED**<br>**FUND USED**<br>**£**<br>**CLOSING**<br>**BALANCE**<br>**£**<br>Education, Shelter and Settlement|
|---|---|
||**409,609**<br>**119,600**<br>**-**<br>**290,009**<br>**0**<br>Emergency Relief, Food, Health & Wash|
||**35,225**<br>**35,225**<br>**-**<br>**0**<br>Religious dues|
||**-**<br>**35,759**<br>**-**<br>**35,759**<br>UK Project|
||**573,201**<br>**382,203**<br>**-**<br>**290,009**<br>**99,011**|



|**13**|**TANGIBLE FIXED ASSETS:**<br>**8,502**<br>**10,453**<br>**5,850**<br>**24,805**<br>**COMPUTER**<br>**EQUIPMENT**<br>**£**<br>**MOTOR**<br>**VEHICLES**<br>**£**<br>**FURNITURE**<br>**& FITTINGS**<br>**£**<br>**TOTAL**<br>**£**<br>Cost B/Fwd.|
|---|---|
||Additions|
||**24,805**<br>Disposals|
||**8,502**<br>**10,453**<br>**5,850**|
||**7,119**<br>**2,642**<br>**911**<br>**10,672**<br>Depreciation:<br>Charges B/Fwd.|
||**1,275**<br>**1,568**<br>**878**<br>**3,721**<br>Charge for the year|
||Dep Elim on Disposal|
||**8,394**<br>**4,210**<br>**1,789**<br>**14,393**|
||**108**<br>**6,243**<br>**4,062**<br>**10,412**<br>Net Book Value<br>31-Dec-22|
||**1,383**<br>**7,811**<br>**4,939**<br>**14,133**<br>31-Jan-22|



## **LONELY ORPHANS ( A COMPANY LIMITED BY GUARANTEE) CASHFLOW STATEMENT AS AT 31 DECEMBER 2022** 

|**14 DEBTORS & PREPAYMENTS:**|**2022**|**2021**|
|---|---|---|
||**£**|**£**|
|Prepaid expenses and wages|**8,142**||
|Accrued Income|**19,271**|**7,211**|
||**27,413**|**7,211**|
|**15 CREDITORS: AMOUNT FALLING DUE WITHIN ONE YEAR**|**2022**|**2021**|
||**£**|**£**|
|Accruals|**2,000**|**1,800**|
|PAYE and tax liabilities|**10,632**|**9,201**|
|Accrued Project costs|**2,400**|**29,150**|
|Other creditors||**7,300**|
||**15,032**|**47,451**|
|**16 STAFF EMOLUMENTS:**|**2022**|**2021**|
||**£**|**£**|
|Total wages and salaries|**249,910**|**138,462**|
|Employer’s NIC|**20,150**|**5,579**|
||**270,060**|**144,041**|
|Direct Charitable|**101,680**||
|Others|**168,380**||
||**270,060**|**144,041**|
|Avg No of employees: Admin|**6**||
|Avg No of employees: Direct|**8**||
||**14**||
|Employees paid in excess of £60,000|||
|during the current year and previous year|**NONE**|**NONE**|
|Key management personnel were remunerated|||
|£56,297 during the year (2022: £50,203)|||



**54** 

**55** 



## **LONELY ORPHANS ( A COMPANY LIMITED BY GUARANTEE) CASHFLOW STATEMENT AS AT 31 DECEMBER 2022** 

|**17 MOVEMENT IN FUNDS:**|**UNRESTRICTED**|**DESIGNATED**|**TOTAL**|**RESTRICTED**||
|---|---|---|---|---|---|
||**FUND**|**FUND**|**UNRESTRICTED**|**FUND**|**TOTAL**|
||**£**|**£**|**£**|**£**|**£**|
|As at 1 January 2022|**395,757**|**-**|**395,757**|**-**|**395,757**|
|Current year|**89,460**||**89,460**|**(190,998)**|**(101,538)**|
|Current year transfer|**(300,421)**|**10,412**|**(290,009)**|**290,009**|**0**|
|As at 31 December 2022|**184,796**|**10,412**|**195,208**|**99,011**|**294,219**|



As at 31 December 2022 designated funds of £10,412 were required to match the net cost of fixed assets. This left free £184,796 unrestricted reserves for future operation of 

the charity. It is the aim of the Trustees to build on these reserves in future so that they can support 6 months worth of operating activities. 

## **18 TAXATION** 

As a registered charity, the entity is exempt from Taxation. 

## **19 POST BALANCE SHEET EVENTS** 

There were no adusting or non-adjusting post year-end events to report. 

## **20 RELATED PARTY TRANSACTIONS AND TRANSACTIONS WITH TRUSTEES** 

Trustees were not reimbursed expenses during the year (2021 : nil). There were no related party transactions to report during the year. 

## **21 CONTINGENT ASSETS AND LIABILITIES** 

There were no contingent assets or liabilities in the year. 

## **22 VOLUNTEERS** 

During the year the charitable company benefited from unpaid work performed by volunteers. The company refers to Fundraising guidelines as set out by the Fundraising Regulator for collections. 

## **23 FINANCIAL COMMITMENTS** 

As at 31st December 2022, the following future minimum lease payments were due under noncancellable operating leases 

|es|||
|---|---|---|
|LAND AND BUILDINGS|**2022**|**2021**|
||**£**|**£**|
|UNDER ONE YEAR|**10,800**|**10,800**|
|BETWEEN 2-5 YEARS|**32,400**|**43,200**|
|More than 5 years|-|-|



## **24 ANALYSIS OF CHANGES IN NET DEBT** 

||At start||Acq/disp|New|Fair value|Forex|Other non-|At end|
|---|---|---|---|---|---|---|---|---|
||of year|Cash fows of subsidiaries||fnance leases|movements|movements|cash changes|of year|
||**£**|**£**|**£**|**£**|**£**|**£**|**£**|**£**|
|Cash|**421,866**|**(150,438)**|-|-|-|-|-|**271,428**|
|Overdrafts|-|-|-|-|-|-|-|-|
|Total cash|**421,866**|**(150,438)**||||||**271,428**|
|Loans|-|-|-|-|-|-|-|-|
|Fin leases|-|-|-|-|-|-|-|-|
|Total borrowings|||||||||
|**TOTAL**|**421,866**|**(150,438)**||||||**271,428**|



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**LONELY ORPHANS ELBC GREENFIELD ROAD, LONDON E1 1EJ UNITED KINGDOM** 

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