**REGISTERED CHARITY NUMBER: 1171317** 

## **Report of the Trustees and** 

**Unaudited Financial Statements for the Year Ended 30 September 2024** 

## **for** 

**The Widows Empowerment Trust** 

Raise Chartered Accountants 10th Floor 

3 Hardman Street Spinningfields Manchester M3 3HF 



**The Widows Empowerment Trust** 

**Contents of the Financial Statements for the Year Ended 30 September 2024** 

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|**Report of the Trustees**|1|to|
|**Independent Examiner's Report**|||
|**Statement of Financial Activities**|||
|**Balance Sheet**|||
|**Notes to the Financial Statements**||to|
|**Detailed Statement of Financial Activities**|||





**The Widows Empowerment Trust** 

## **Report of the Trustees for the Year Ended 30 September 2024** 

The trustees present their report with the financial statements of the charity for the year ended 30 September 2024. The trustees have adopted the provisions of 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). 



www.widowsem
owerment.com
Re
istered Charit 1171317
ANNUAL REPORT 2023- 2024

Contents
Annual Report End of October 2023 - September 2024.........................................................................
oBJE￿IVEs AND ACTIVITIES...............................................................................................................
OUR STRATEGY....................................................................................................................................
OUR VISION:........................................................................................................................................
OUR MISSION:.....................................................................................................................................
OUR AIM: ............................................................................................................................................
Our aim is to offer practical resources and a compassionate community that empowers widows
and widowers to navigate their grief and rediscover joy and purpose in their lives.
OUR CORE VALUES:.............................................................................................................................
oBjE￿1VE5.........................................................................................................................................
The Widows Empowerment Trust seeks to create a holistic support system that addresses both
immediate needs and long-term personal growth. ensuring that bereaved are equipped with the
resources, knowledge. and support to thrive.....................................................................................
OUR SERVICES:....................................................................................................................................
Our Services are delivered through both online and face-to-face channels. These services include:6
THANK YOU NOTES.............................................................................................................................
THANK YOU NOTE FROM TRUSTEE BOARD MEMBER MRS STEPHANIE ROBERT5.........................
THANK YOU NOTE FROM FOUNDERICEO MRS OYOVWE KIGHO BEM POL BCAH .........................
Supporting a Healing Environment for Grieving Individuals...............................................................
BEFRIENDING SERVICES......................................................................................................................
MEALS OUT.........................................................................................................................................
COMMUNITY SHOPPING.....................................................................................................................
WELLBEING WORKSHOP EVERY FRIDAY.............................................................................................
HOT MEAL...........................................................................................................................................
BINGO SESSION................................................................................................................................. 10
END OF THE YEAR PARTY..................................................................................................................10
PUBLIC BENEFIT................................................................................................................................. 10
Who has benefitted from our services:........................................................................................ 10
ANNUAL GENERAL MEETING............................................................................................................ 11
SETTING UP EASY FUNDRAISING PLATFORM.................................................................................... 11
PARTNERS ......................................................................................................................................... 11
HOW WE ENHANCE OUR PARTNERSHIP........................................................................................... 12
HOME OFFICE.................................................................................................................................... 13
STUDENT PLACEMENTS.................................................................................................................... 13
INTERNSHIP....................................................................................................................................... 13
VOLUNTEERS..................................................................................................................................... 13
VOLUNTARY CHARITY WORKER-TEMPORARY WORKER (Certificate of 5ponsorshipl ................... 14
IMPA￿ OF OUR WORK:.................................................................................................................... 14

AWARDS............................................................................................................................................ 15
OUR FUTURE PLANS..........................................................................................................................16
l. Nationwide Expansion and Regional Outreach......................................................................... 16
2. Digital Bereavement Support Hub............................................................................................ 16
3. Collaboration with Healthcare Providers and NHS Services..................................................... 16
4. Widows, Financial Literacy and Empowerment Program......................................................... 16
5. National Grief Awareness Campaign ........................................................................................ 17
6. Partnerships with Educational Institutions for Research and Support..................................... 17
7. Grief and Wellness Retreats...................................................................................................... 17
8. Peer Support Networks and Mentorship Programs.................................................................. 17
9. Innovative Fundraising Initiatives and Corporate Partnerships................................................ 18
Conclusion..................................................................................................................................... 18
REACH AND PROFILE.........................................................................................................................18
Marketing and communication strategy and plan........................................................................ 18
Network of Champions:................................................................................................................ 19
Awareness Raising Work Effort..................................................................................................... 19
Widows Empowerment Initiative for Africa Charity {WEIFAI.......................................................21
Fair Events- Recruitment............................................................................................................. 22
Impact of Our Sep4ices on Beneficiaries ....................................................................................... 22
Management and analysis of data................................................................................................ 23
Quality of delivery and operation required..................................................................................23
Photo consent............................................................................................................................... 24
Funding Strategy and Plan ............................................................................................................ 25
Tap to Pay...................................................................................................................................... 27
Pro Bono Se￿iCes.......................................................................................................................... 27
RISK REVIEW...................................................................................................................................... 27
FINANCIAL REVIEW........................................................................................................................... 28
STRUCTURE, GOVERNANCE AND MANAGEMENT............................................................................ 28
REFERENCE AND ADMINISTRATIVE DETAILS.................................................................................... 28

Annual Report End of October 2023 - September 2024
The Widows Empowerment Trust Report of the Trustees for the Year Ended 30 September
2024
The trustees present their report with the financial statements of the charity for the year
ended 30 September 2024. The trustees have adopted the provisions of 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 1021 (effective l January 2015).
OBJEcfivES AND ACTIVITIES
The Widows Empowerment Trust was born out of compassion and empathy for widows. it
was officially adopted as a Registered Charity on the 25th of January 2017. Trust was founded
by Mrs Oyovwe Agatha Kigho BEM and five board members of the trustees and Chief
Executive Officer.
OUR STRATEGY
Linking our vision to our plan
OURVISION:
Helping widows to restore hope in their lives.
OUR MISSION:
"To support Gnd uplift bereaved spouses by reducing is01(Jtion and loneliness through
compassion, empathy, and connection. We offer peer-to-peer support, befriending, social
outings, wellbeing activities, and celebrations of key moments. Our mission is to empower
widows and widowers to regain confidence, build meaningful relationships, andfind strength
in shared experiences. Together, we create a warm, supportive community where no one has
to navigate grief alone and where smiles, happiness and intrinsic value are restored."
OURAIM:
Our aim is to offer practical resources and a compassionate community that empowers
widows and widowers to navigate their grief and rediscover joy and purpose in their lives.
l. To provide holistic support and relief for widows, widowers, and others affected by
bereavement.
2. To reduce social isolation and loneliness faced by bereaved spouses through
meaningful connections and services.
3. To collaborate with other organizations to better meet the needs of widows and
widowers.
4. To continually develop the skills of our volunteers and strengthen our community.
5. To alleviate mental health challenges faced by widows and widowers through
emotional and practical support.
6. To improve overall health and well-being through targeted wellbeing activities and
support.

7. To challenge societal stigma and raise awareness surrounding the experience5 of
widows and widowers.
8. To restore hope and a sense of purpose for those grieving.
OUR CORE VALUES:
Empathy: We strive to understand and connect with the experiences of others,
listening with an open heart to ensure that every voice is heard, and every need is
recognised.
Compassion: We offer kindne55 and understanding in all our actions, recognising the
challenges faced by those we serve and providing the support they need with care and
dedication.
Value: We believe that every individual has inherentworth and should be treated with
dignity. Our services aim to honour and uplift the value of each person, regardless of
their background or circumstances.
Integrity: We act with honesty and transparency in everything we do. Our
commitment to doing what is right ensures that those we serve can trust our actions
and know that we are always working in their best interest.
Equality: We are devoted to ensuring that everyone we support has equal access to
opportunities, resources, and respect. We challenge barriers and stand against
injustice to create a society where fairness prevails.
Empowerment: We work to enable those we support to gain control over their lives
and decisions, equipping them with the tools and confidence to shape their own
futures.
Collaboration". We believe in the strength of working together-whether it's with our
partners, donors, volunteers, or the individuals we support. Together, we can create
lasting change and achieve shared goals.
Sustainability: We are committed to long-term solutions that foster lasting well-being
for the communities we serve. Our efforts are centered around sustainable practices
that ensure we build a better future for all.
Respect: We approach every person with respect, honouring their individuality and
unique needs. Every interaction is guided by our belief in treating others with fairness
and dignity.
Accountability: We hold ourselves responsible for the outcomes of our work. By
remaining accountable to those we support, our team, and our donors, we ensure that
every action we take reflect5 our dedication to making a positive impact.
Aligning with Those We Support:
These values directly reflect our dedication to the individual we serve. By embodying
empathy, compassion, and respect, we nurture a safe and 5UPPOrtive environment where
individuals are heard and valued. Our commitment to equality and empowerment ensures
that we actively work to provide equal opportunities for all, regardless of their background or
circumstances. Collaboration and sustainability speak to our collective approach to building
solutions that endure. Through integrity and accountability, we demonstrate that we hold
ourselves to the highest standards, always striving to do what is right and effective for the
communities we serve.

Each value supports the foundation of our mission, helping us create meaningful change and
provide services that genuinely uplift and transform lives.
OBJEcfivES:
The Widows Empowerment Trust seeks to create a holistic support system that addresses
both immediate needs and long-term personal growth, ensuring that bereaved are equipped
with the resources, knowledge, and support to thrive.
Dedicated to supporting widows in their journey towards self-reliance and empowerment.
l. Supportive environment for open discussion {Education and Training}:
2. Social environment with events (Valentine's Day, Mother's Day, Christmas Party)
3. Befriending/Home Visits:
4. Meals Out/Day Trips:
5. Pampering Sessions (Spa)
6. Practical Workshops (Art and Craft):
7. Signposting to Relevant Agencies:
8. Food Parcels:
9. Engaging Volunteers:
OUR SERVICES:
Our services are delivered through both online and face-to-face channels. These services
include:
Face-to-Face befriending
Digital befriending
Face-to-Face workshop weekly
Meal out
Cooking and Baking.
Celebrating events

THANK YOU NOTES
THANK YOU NOTE FROM TRUSTEE BOARD MEMBER MRS STEPHANIE ROBERTS
I would like to take this Opportunity to express my profound appreciation for the extraordi-
nary contributions of our volunteers. Your unwavering dedication has made a real and lasting
difference in the lives of so many. Whether through offerinE companionship to those in need,
organizing fundraising events, or providing essential administrative support behind the
scenes, your efforts have been integral to our succes5.
This year, thanks to your selfless commitment, we have been able to touch the lives of 641
service users. Your compassion, enthusiasm, and hard work are the heartbeat of our mission,
and it is through your time, energy, and spirit that we continue to empower widows and
strengthen communities.
The impact you've made this year is nothing short of inspiring. On behalf of the entire team
at the Widows Empowerment Trust, I want to extend my deepest gratitude. Thank you for
helping us create a positive change and for being such a vital part of this incredible journey.
THANK YOU NOTE FROM FOUNDER/CEO MRS OYOVWE KIGHO BEM POL BCAH
As we reflect on another year of growth and service at the Widow5 Empowerment Trust, l am
filled with gratitude for the unwavering support of our volunteers, partners, donors, and most
importantly, the remarkable bereaved spouses who inspire everything we do. Every day, we
witness the resilience, strength, and courage of widows as they navigate some of life's tough-
est challenges.
This year has been one of transformation, as we have continued to build a safe space where
these individuals are not only supported but empowered to rediscover their purpose, heal,
and thrive. From educational workshops to social gatherings, and from emotional support to
practical resources, our work is a direct reflection of the trust and commitment our commu-
nity has in our mission.
I want to personally thank each of you-whether you've given your time, resources, or heart-
felt encouragement. Your support is instrumental in our ability to create lasting change. The
impact we have made together is beyond words, and as we look ahead, we are more deter-
mined than ever to expand our reach, deepen our services, and continue empowering widows
to lead independent and f ulfilling lives.
Looking ahead, l am excited for the future and all the possibilities it holds. We are just getting
started, and with your continued support, we will reach even more widows, provide more
opportunities, and help create lasting change in their lives. l am deeply grateful for your part-
nership in this journey and for the trust you've placed in us.
With your continued support, we will not only meet the challenges of the coming year but
rise to them with even greater purpose. Thank you for being a part of this incredible journey
with us.

Supporting a Healing Environment for Grieving Individuals
We deeply understand the immense pain that widows and widowers face after105ing a loved
one. The sense of loss is often so overwhelming that it leads individuals to withdraw from
their social circles, resulting in long periods of isolation. This isolation can have a lasting neg-
ative impact on their mental wellbeing.
Our service users typically come to US through external agency referrals or reach out directly,
seeking guidance and support through their grieving journey. At times, some of our service
users are not even able to meet their basic needs, which further compounds their grief.
We are immensely proud of our dedicated staff and volunteers, who are committed to creat-
ing a supportive environment for those experiencing loss. Our team works tirelessly to ensure
that no one has to navigate grief alone.
In the past year, we have reached out to 971 individuals and supported 641 service u5er5.
Through the tireless efforts of our staff and volunteers, we have established both online and
face-to-face weekly workshops that offer a space for service users to connect with others
going through similar experiences. These workshops allow participants to interact socially,
share their experiences, and learn valuable new skills such as sewing, knitting, and preparing
hot meals. This initiative fosters inclusivity and helps combat the loneliness often felt by those
who have lost a loved one, allowing them to build new connections and regain a sense of
community.
BEFRIENDING SERVICES
Our volunteers visited 277 service users in their homes to offer a befriending service.
Our volunteers and staff team ha5 SUPPOrted 179 users digitally acr055 the UK
Our volunteers provided support by listening to our Service users with empathy.
Our volunteers assist clients at their home by engaging in various activities, including playing
cards and scramble. They also promote well-being through exercises such as walking, dancing,
and swimming. Additionally, volunteers enjoy accompanying clients to local cafes for soft
drinks or a warm beverage.
By offering our befriending ser￿ICe and other services provided by us, we encourage our
service users to be socially active in their community.
Our befriending visits are something that they look forNard to and very much enjoy as it
prevents them from being alone and isolated.
These calls are designed so that our service users can talk about their grief and reflect on how
they have done that week.
Sometimes just allowing our service users to talk about their grief helps them to alleviate the
burden of sadness and just allows them to then go on and focus with positivity for the rest of
the week.
They need space to be able to speak about their grief and are often let down by the mental
health services as they are already quite stretched. Our organisation gives them that chance
to talk which promotes their own mental wellbeing.

MEALS OUT
When someone loses a life partner, they also lose their social circle, they often withdraw from
social activities. We recognise their loss and the fact that they feel alone in what they are
going through.
We have provided 18 meals out for 43 service users with a focus on fostering social
connections and reducing isolation.
We provide this day out to promote their mental wellbeing and bring about a sense of
positivity in their lives. Meal out helps to encourage those who struggle to eat alone to enjoy
eating with others, enhancing their overall well-being and sense of community.
In doing so our service users feel uplifted and are given renewed strength in navigating their
grieving journey.
COMMUNITY SHOPPING
Our volunteers have continued to work tirelessly throughout the year to provide for our
widows and widowers. They offer to take them shopping especially those who find it difficult
to get out on their own.
We have assisted 42 of our service users throughout the year for shopping.
Many of our widows and widowers are too unwell to collect their own shopping; by offering this
service we are filling a necessary role in the community.
By helping widows and widowers, we are relieving the need for other organisations and
charitie5 to provide this service, as many are stretched thin as it is, hence why providing this
support is crucial.
WELLBEING WORKSHOP EVERY FRIDAY
We provide a weekly workshop for our service users. This has allowed our beneficiaries to
meet and socialise face-to-face. The workshops help with socialising skills and for the
beneficiaries to relate to others and have something to look forward to every week. The
workshop helps the beneficiaries to come out of their homes and encourages gentle exercise.
We supported 35 beneficiaries in face-to-face workshops
This promotes mental wellbeing by providing a consistent activity for our community and
boosting their interest in new hobbies.
Completing arts and crafts projects also reinforce our widows and widowers with a sense of
accomplishment and brings a sense of positivity in their life and bereavement journey
HOT MEAL
Every Friday, our volunteers and clients come together to prepare and share hot meals at our
workshops, where they set the table and enjoy the food together. This creates a sense of
togetherness, community, connection, and joy amongst our beneficiaries. We served 38
service users and accumulated £565 through various donationsto support our initiatives. This
amount includes £2 in voluntary donations specifically dedicated to sustaining our hot meal
program.

The hot meal initiative sparks our users face with laughter, joy, and togetherness. Not everyone is
able to eat alone after the loss of a loved one, and this initiative helps foster resilience,
empowerment, and promote5 healthy eating.
BINGO SESSION
Every Friday, our beneficiaries organise and contribute to a lively bingo session at our
workshops. This enjoyable activity fosters a sense of community, bringing joy, and
significantly uplifting the mental well-being of everyone involved. Through these sessions,
served 27 service users and raised £255 in funds, with participants making voluntary
donations of £1.50 each.
END OF THE YEAR PARTY
Christmas is the highlight of our year, a day filled with food, music and dance shared with our
beneficiaries. This special event brings everyone together to celebrate joy, helping to ease the difficult
emotionsthat can arise when remembering the loved ones. We alsotakethis opportunityto recognise
and thank our volunteers for their hard work and unwavering support. This year, around 180
individuals attended our celebration, bringing our community together. It was a wonderful
opportunity to share our learning, showcase our work, and present testimonies etc
PUBLIC BENEFIT
The charity is a public benefit entity.
Who has benefitted from our services:
Our charity's objectives and funding support both women and men who are bereaved,
regardless of age, culture, religion, ethnicity, race, colour, sexuality, belief, faith, or
disability.
We have seen significant improvements in gender access to our services, with an in-
creasing number of widowers now benefitting from one-to-one home visits, ensuring
both genders receive the support they need.
The impact of our work extends beyond the individuals we help directly. It also bene-
fits volunteers-both young and elderly members of our community-as well as Stu-
dents from universities such as Manchester, MMU, GB5, Kent University, the Univer-
sity of Law, and Salford University. These students gain valuable experience while con-
tributing to the charity's mission.
Research shows that older widowed individuals are 5.2 times more likely to experi-
ence loneliness (Age UK.. Loneliness in Later Lifel, and 29Yo of widows report feeling
isolated, which can lead to poor health and mental challenge5. Widows in the UK often
struggle to have their voices heard by mainstream governmental systems, which can
make them one of the most marginalised groups in society. This makes them particu-
larly vulnerable and in need of 5UPPOrt, whether it be financial, emotional, or related
to physical and mental health {Women's Notional Commission).
To ensure we continuously improve, we conduct assessments of our activities using baseline
evaluations before and after each project, gathering data through questionnaires and inter-
views. These evaluations allow us to track our progress and achievements, ensuring we meet
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the needs of our service users. We also encourage feedback from those we Serve after each
activity, fostering a culture of openness and responsiveness.
ANNUAL GENERAL MEEfiNG
The Annual General Meeting (AGM) was held in June 2024. During the meeting, we reviewed
the charity's activities and financial performance for the year. Key highlights included:
Presentation of the Annual Report, showcasing program successes and community
impact.
Review and approval of the financial statements, with a positive outlook on our finan-
cial health.
Election of new board members, ensuring continued leadership and governance.
Discussion of goals and strategies for the upcoming year, including expanding out-
reach and strengthening fundraising efforts.
We are grateful for the ongoing support from our donors, volunteers, and partners, and look
forward to continuing our work in the coming year.
SETfiNG UP EASY FUNDRAISING PLATFORM
This year we tied up with easy fundraising platform that allows donations from variou5 entities. The
platform lists numerous brands from different settors selling produtts such as vacation package,
grocery, meal orders, clothes, etc. Every item purchased from a brand using this platform enables a
donation from that entity into our account without an additional cost to the buyer. So far we have
been able to list 18 supporters onto the platform.
PARTNERS
To ensure our charity is accessible to those who are in need, we have become community
partners working in collaboration with other great organisations:
Cruse Bereavement Manchester,
GPS
NHS Navigator and housing association,
Other professional agencie5 and other community organisations
Community explorer
MACC
Age UK
ROCHDALE COMMUNITY
GMCVO
NCVO
Key businesses such as Asda, Tesco, Morrison, Sainsbury
Manchester Royal Children Hospital
Manchester BME
CAHN
li

Home Off ice
Trust Law Foundation (Pro Bono)
Manchester Central Library
Manchester City Council
Higher institutions {Manchester University, Manchester Metropolitan University, Salford
University, Global Business School, and many more
Santander Bank
Northward Housing Associations
Nigeria community Rochdale
Root and branch production
ACCG- African Caribbean Care Group
ACCA
SAWN
ASDA
TESCO
MORRISONS
CEDE FOUNDATION
HOW WE ENHANCE OUR PARTNERSHIP
We work closely with a wide range of organizations to ensure that bereaved individuals re-
ceive the support they need. Our partnerships with NHS Navigators across North, South, East,
and West Manchester have been instrumental in reaching individuals who are struggling with
loneliness and isolation following a loss. In addition, we receive referrals from professionals
such as social workers, ambulance crews, and community nurses. Through home visits and
assessments, we identify the specific needs of our clients, and when we are unable to provide
the required services, we signpost them to relevant organizations.
GP practitioners also refer individuals in need of bereavement support, expanding our out-
reach and enabling us to connect with people we might not have otherwise reached. Collab-
orations with established groups like CAHN, ACCA, Cruse Bereavement, Greater Manchester
Bereavement Services, Befriending Network, and Be Well ensure that we offer culturally sen-
sitive and inclusive support, increasingthe breadth of our services and enhancing our capacity
to assist those in mourning.
We also collaborate with community organizations such as MACC, 5alford CVS, Action To-
gether, and Volunteero, which help us engage with volunteers, promote our services, and
secure funding. Our partnership with Manchester City Council is crucial in securing additional
funding, ensuring that we can continue to provide vital services to those who are grieving.
Additionally, our collaboration with local universities enables us to offer student placements,
internships, and volunteer opportunities, which fosters community involvement while pro-
moting our volunteer opportunities across university platforms.
12

Key businesses, including Asda, Morri50ns, and Tesco, partner with us to raise funds and
awareness. These collaborations allow us to engage with the public in-store, distribute infor-
mational materials, raise awareness, and recruit volunteers. During these events, we also give
back to customers by assisting with packing bags, supporting those with limited mobility, and
helping organize shopping and transport to cars.
Finally, we ensure that our outreach is diverse by engaging with bereavement support group5
on social media, and by sending literature to BAME communitygroups across the UK. We also
share our learning and initiatives on various social media platforms to further raise awareness
and ensure that those who need support can find it.
HOME OFFICE
We collaborate with the Home Office to invite volunteers from other countries to support the
work of our charity. This is due to our expansion, reach, growth and to help meet our demand.
This partnership enables us to engage individuals from diverse backgrounds, enriching our
volunteer base and expanding our reach. By welcoming international volunteers, we foster
cultural exchange, provide valuable opportunities for personal growth, and strengthen our
ability to serve bereaved individuals in the community.
STUDENT PLACEMENTS
We have recognised the need to establish the skills and empathy needed in the caring
profession in the life of students, by building a sense of community and care in all people we
can create an environment where those that suffer loss can be cared for.
We have partnered with Manchester University, 5alford University and Metropolitan
Manchester University for student placements and have attended 6 career fares bringing out
total volunteer recruited to 90 students.
We worked with universities to provide work-based learning to 79 students.
We conducted a research project into WestAfrican grief traditions to raise awareness of these
cultural practices within the UK, funded by the Heritage Fund - 10 students participated as a
volunteer in the research program
INTERNSHIP
We partnership with Santander Bank via Salford University for Internship programme. A paid
sponsorship program for a £IOOO each student that we recruited into the programme. Presently, we
have recruited one student as a project/administration staff. This project is open to a115tudents at the
university to apply for the advertised role. and we make sure we complete the recruitment processes
including interview.
VOLUNTEERS
Our volunteers are the backbone of the trust, without them giving up their own personal free
time we will not be able to 5UPPOrt our service users as effectively as we do right now.
We have a bank of 65 volunteers
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We have 25 regular active volunteers
We are committed to recognising and rewarding our volunteers by providing opportunities to
develop valuable workplace skills that will enhance their future career prospects.
Through our active support in building employability skills, six of our volunteers have
successfully secured employment.
We provide the option of learning:
Administrative work
Accounting
Digital marketing
Bid writing
Community care skills.
Critical writing skills
VOLUNTARY CHARITY WORKER
Sponsorship)
TEMPORARY WORKER (Certificate of
Our charity is working in partnership with the Home Office on the charity worker scheme (Temporary
worker). We have currently recruited and sponsored one volunteer from Abroad (Nigeria) with the
Certificate of Sponsorship to support our organisation for one year. This scheme has helped to provide
consistence for our service because for the reliability of the volunteer.
IMPACTOF OUR WORK:
Our work has created a lasting and positive impact on both the bereaved individuals we sup-
port and the widercommunity. Through our range of services-one-to-one home visits, group
workshops, and skill-building activities-we have provided essential support to those navi-
gating the diff icult journey of grief.
In the past year, we reached 971 individuals and provided direct support to 641 bereaved
individuals {excluding 180 participants at the End of the Year Party). Our services have em-
powered people to connect, learn new skills, and regain a sense of purpose. For example, one
of our beneficiaries shared, '1 felt like I was drowning in my grief, but the support I received
here helped me find a way back to living again. I no longer feel alone." This feedback reflects
the immense value of our services in helping individuals through their grief journey.
Our weekly workshops, which combine skill-building activities such as sewing, knitting, and
cooking, have been instrumental in alleviating isolation and promoting social inclusion. Ap-
proximately 85% of workshop participants reported feeling more socially connected and emo-
tionally supported after attending, highlighting the significant role our services play in reduc-
ing loneliness. Another service user commented, The workshops gave me something to look
forward to each week, and I made friends who truly understood my pain.
In addition to our work with bereaved individuals, we have had a meaningful impact on the
volunteers, placement students, and interns who support our mission. Over the past year, we
have supported 25 volunteers, who have contributed over 1,000 hours to our operations,
assisting with activities, community outreach, and event management. Their dedication has
not only helped expand our services but also provided them with valuable experience. As one
14

volunteer shared, Being part of this charity has given me purpose and taught me so much
about supporting others in difficult times.
Furthermore, we have welcomed 79 students from universities including Manchester, MMU,
and Salford University, offering them hands-on experience in the charity sector. 20% of these
students have gone on to pursue careers in social work, mental health, or related fields,
demonstrating the impact of their time with us. As one student said, My placement here has
been a life-changing experience. It has shaped my career path and deepened my understand-
ing of grief support.
We have also provided internships for one intern, who have played a key role in implementing
specific projects and bringing fresh ideas to our charity's work. Their contributions have al-
lowed us to improve our outreach, refine our programs, and offer even greater support to
those in need.
Our partnership with local businesses such as Asda, Morrisons, and Tesco has further ampli-
fied our impact, allowing us to engage with the wider community, raise awareness, and secure
funding to continue our essential work. These collaborations have also given us the oppor-
tunity to assist customers in-store, promoting our services while offering help to those with
limited mobility.
The feedback we receive from beneficiaries and partners consistently reinforces the value of
our work. 75% of service users report feeling more confident and supported in managing their
grief after accessing our services, while 68% say they feel more connected to their commu-
nity. These statistics demonstrate the tangible difference our charity makes in people's lives.
In conclusion, the impact of our charity goes beyond just supporting individuals through their
grief. Through the dedication of our volunteers, students, and interns, we are building
stronger, more resilient communities, offering hope, connection, and practical support to
those who need it most.
AWARDS
CEO was invited to Salford Lawry to watch Danny Echo show Root & Branch Produttions and
raise awareness and donations
CEO was interviewed by Manchester Evening Newspaper and BBC Radio about West Africa
Grief Heritage Project to raise awareness
CEO was one among 6 panellists invited by the Parliament and Civil Society to speak at Art
Gallery in Manchester.
CEO was awarded the British Empire Medal and was invited to Buckingham Palace for lunch
and celebrate her achievement with the His Majesty King Charles111.
15

OUR FUTURE PLANS
We are committed to evolving our services to better meet the needs of those navigating the
difficultjourney of grief. Our future plans are designed to not only enhance our current offer-
ings but also expand our reach to ensure that no widow or widower feels isolated, unsup-
ported, or marginalized. We aim to address the gaps in bereavement support across the coun-
try and establish a more comprehensive, accessible support system for individuals in need.
l. Nationwide Expansion and Regional Outreach
While we have been successful in sUPPOrting widows and widowers locally, we aim to expand
our services across the UK. Our Eoal is to establish regional hubs that cater to underserved
areas, ensuring that support is available in both urban and rural settings. These regional can-
ters will Serve as local access points for in-person support groups, counselling services, and
skill-building workshops. Through partnerships with local councils, health services, and com-
munity groups, we plan to raise awareness of our services and ensure that no one feels left
behind, regardless of their location.
2. Digital Bereavement Support Hub
We recognize that grief is a deeply personal journey, and sometimes individuals may feel
more comfortable accessing support in private, especially when they cannot attend in-person
sessions. To bridge this gap, we plan to launch a digital bereavement support hub. This plat-
form will offer online support groups, virtual grief counselling, and educational resources that
individuals can access from the comfort of their homes. Additionally, it will include self-guided
courses on grief management, mindfulness practices, and tips for building resilience after
loss. This will help us reach a much broader audience, especially those who face mobility is-
sue5, live in remote locations, or have other barriers to in-person services.
3. Collaboration with Healthcare Providers and NHS SeNices
One of our primary future goals is to create stronger ties Wlth healthcare providers, including
the NHS and GP practices, to integrate grief and bereavement support into mainstream
healthcare services. We believe that grief often goes unaddressed in medical settings, leading
to long-term emotional and physical consequences. By collaborating with GPS and healthcare
practitioners, we aim to provide early intervention for those experiencing grief. These profes-
sionals will be able to refer individ uals directly to our services, ensuring that we offer holistic
support that addresses both mental and physical health. Additionally, we plan to host training
for healthcare providers, helping them identify the signs of unresolved grief and refer patients
to our network.
4. Widows. Financial Literacy and Empowerment Program
The financial burden of widowhood can be overwhelming, as many widows and widowers
face challenges in managing finances alone. To support their financial independence, we plan
to launch a Widows, Financial Literacy and Empowerment Program. This program will offer
workshops, webinars, and one-on-one sessions focused on budgeting, debt management, un-
16

derstanding inheritance rights, and accessing financial support. We will collaborate with fi-
nancial institutions and legal experts to provide advice and resources to those struggling fi-
nancially after the loss of a partner. By improving financial literacy, we aim to reduce financial
stress and help widows regain control over their financial futures.
5. National Grief Awareness Campaign
Grief and bereavement often carry a social stigma, and many people suffering from Ioss do
not know where to turn for help. We plan to launch a National Grief Awareness Campaign to
raise awareness about the emotional, mental, and physical impact of grief. This campaign will
highlight the unique needs of widows and widowers and encourage open conversations about
grief in the media, schools, and workplaces. By working with public figure5, media outlets,
and grief specialists, we will promote understanding and normalize grief as a natural part of
life. This campaign will also direct individuals to our services, helping us reach those who may
not know they need support.
6. Partnerships with Educational Institutions for Research and Support
To address the ongoing gap in bereavement research, we aim to form partnerships with uni-
versities and research institution5. By colla borating with these organizations, we will contrib-
ute to the development of evidence-based practices for grief and bereavement support. We
will also work with universities to create internship and placement programs for students in
social work, psychology, and related fields. These students will gain valuable experience work-
ing with bereaved individuals, while also helping us expand our capacity to provide support.
This partnership will create a feedback loop of continuous improvement, helping us refine our
services and stay at the forefront of grief care.
7. Grief and Wellness Retreats
A new initiative we are excited to introduce is Grief and Wellness Retreats. These retreats
will provide widows and widowers With the opportunity to disconnect from the stressors of
everyday life and immerse themselves in a supportive environment. They will engage in grief-
focused workshops, mindfulness practices, yoga, and nature-based healing activities, all
aimed at restoring their emotional and physical wellbeing. The retreats will also offer oppor-
tunities for social interaction, allowing participants to connect with others who are going
through similar experiences. These retreats will serve as a safe space for healing, reflection,
and personal growth.
8. Peer Support Networks and Mentorship Programs
We recognize that the most meaningful support often comes from those who have lived
through similar experiences. To empower widows and widowers, we plan to expand our Peer
Support Networks and Mentorship Programs. These programs will pair individuals who have
experienced loss with trained mentors, allowing them to share their journeys and offer mu-
tual emotional support. Peer support groups, both online and in-person, will foster commu-
nity and reduce the isolation that often accompanies widowhood. These networks will also
provide an avenue forwidows to become mentors themselves, promoting empowerment and
personal growth.
17

9. Innovative Fundraising Initiatives and Corporate Partnerships
To secure the funding necessary to expand and sustain our service5, we plan to explore inno-
V3tive fundraising initiatives, including virtual events, charity auctions, and corporate partner-
ships. We will reach out to national businesses and brands, asking them to support our mis-
sion through employee volunteer programs, donation matching, and fundraising campaigns.
These partnerships will not only provide financial support but will also help raise awareness
about our services among a wider audience.
Conclusion
The future of The Widows Empowerment Trust is one of innovation, expansion, and contin-
uous growth. We aim to break down the barriers to grief support, ensuring that every widow
and widower in the UK has access to the resources, community, and support they need to
heal and thrive. Our comprehensive plans-ranging from nationwide outreach to digital sup-
port platforms, financial literacy progra ms, and creative wellness i nitiatives-will help us ad-
dress the unmet needs in bereavement care. By staying committed to our mission and con-
tinuously adapting to the needs of the people we serve, we will create lasting change for
widows and widowers across the country.
REACH AND PROFILE
Marketing and communication strategy and plan
Our marketing and communication strategy focuses on enhancing visibility and expanding
outreach to support widows and widowers in need. By integrating digital innovation with
community engagement, we aim to create a lasting impact.
Digital Outreach: We'll improve ourwebsite with compelling stories, grief resources, and easy
donation options. Social media campaigns and email marketing will deepen connections,
while SEO optimization ensures better discoverability for those seeking bereavement sup-
port.
Traditional Media: We will strengthen partnerships with local media outlets, distributing
press releases, print materials, and building awareness in underserved communities.
Community Engagement: Events like charity walks and workshops remain central to our ef-
forts, bringing people together while promoting our mission. Partnerships with local commu-
nity groups and corporate partners will further extend our reach.
Stakeholder Feedback: Beneficiary and volunteer feedback will guide service improvements.
Regular engagement with staff, volunteers, and supporters ensures we stay responsive to
community needs.
By focusing on both digital and traditional channels, alongside deep community engagement,
we aim to ensure that more individuals facing grief find the support they need.
18

Network of Champions:
Our network of champions plays a pivotal role in expanding the reach and impact of The Wid-
ows Empowerment Trust. Through strategic partnerships, we've forged connections with a
diverse range of organizations, academic institutions, businesses, and community groups, all
of which help amplify our efforts and broaden our support base.
Collaborations with Housing and Community Organizations: Our ongoing partnership with
Northwood Housing has given us deeper insights into the housing challenges faced by be-
reaved individuals, allowing us to offer more targeted and relevant assistance. This collabo-
ration has enabled us to address a critical need for stable housing in the bereavement process,
ensuring that individua15 have secure spaces to grieve and rebuild.
Academic Institutions and Volunteers: Working with universities like The University of Man-
chester, MMU, Global Business School, and the University of Salford has been instrumental
in providing enthusiasticand dedicated volunteers. These volunteers bringfresh perspectives,
energy, and expertise, strengthening our capacity to deliver support and enhancing our inter-
nal resources.
Women's Empowerment Partnerships: Collaborating with organizations like Wonderfully
Made Woman has bolstered our commitment to women's empowerment, especially for wid-
ows navigating the challenges of grief and rebuilding their lives. These partnerships have fa-
cilitated workshops, resources, and sUPPOrt networks that directly address the unique needs
of women in bereavement.
Corporate Support and Fundraising: Our relationships with key retail partners such as ASDA,
Tesco, and Morrisons have been invaluable in organizing fundraising events. These partner-
ships not only provide essential financial support but also raise awareness of our cause, bring-
ing our mission to a wider public. The fundraising efforts at their stores help us generate the
resources necessary to continue offering critical services to those we serve.
Reaching Diverse Communities: In our commitment to inclusivity, we actively engage with
BAME community groups and other marginalised groups across the UK. We share literature,
insights, and resources via social media and direct outreach, ensuring that bereavement sup-
port is accessible to all. This allows us to break down barriers and ensure that our services are
available to those who may not traditionally seek help.
Each of these partnerships plays a vital role in empowering our charity to continue supporting
bereaved individuals, expanding our reach, and ensuring that our services are accessible, in-
cIu5ive, and impactful for all. Through these champions, we build a strong, collaborative net-
work that enhances the care and support we provide to those navigating grief.
Awareness Raising Work Effort
Raising 3wareness about the unique challenges faced by widows and widowers is central to
our mission. Our goal is to ensure that individuals who are grieving understand they are not
alone, while also educating the public about the emotional, social, and practical difficulties of
bereavement.
19

Community Engagement: Through a series of community events, including charity walk5, re-
membrance ceremonies, and workshops, we create spaces for individuals to come together,
share their experiences, and support one another. These events also serve as platforms to
raise awareness of our services and the broader issue of grief. They not only provide emo-
tional support but also educate attendees about the resources available to those struggling
with the impact of losing a loved one.
Collaborations with Key Organizations: Our work with partner organizations like Northwood
Housing, local universities, Wonderfully Made Woman, and corporate supporters such as
ASDA, Tesco, and Morri50ns has been instrumental in raising awareness. These partnerships
allow us to engage with a wider audience and to reach individuals who may not be familiar
with our services. Whether through fundraising events or community workshops, our net-
work of partners help5 amplify our message and spread awareness to those in need of sup-
port.
Social Media and Digital Outreach: We leverage digital platforms, including soci31 media
channels, to engage with a broader audience and educate the public on the often-overlooked
challenges of grief. Our social media campaigns highlight stories of our beneficiaries, share
helpful resources, and spark conversations around the importance of grief support. We also
actively post about events, workshops, and news related to bereavement, encouraging indi-
viduals to seek help when needed.
Targeted Outreach to Marginalized Groups: Recognizing that bereavement affects everyone
differently, we specifically focus on reaching marginalized groups, including BAME communi-
ties, who may face cultural or social barriers to accessing support. Through targeted outreach
on social media, literature distribution, and collaborations Wlth community groups, we work
to ensure that grief support is inclusive and accessible to all individuals, regardless of their
background.
Media and Public Relations: Our efforts to raise awareness also include working with local
media outlets to feature articles, press releases, and interviews that highlight the challenges
faced by widows and widowers, while also showcasing the work of our charity. These media
appearances help bring attention to the often-overlooked issues of isolation, loneliness, and
mental health struggles experienced by the bereaved.
By focusing on these awareness-raising initiatives, we strive to educate the wider community
about the profound effects of bereavement, reduce stigma, and promote the importance of
support during times of grief. Our efforts aim not only to highlight the needs of widows and
widowers but also to inspire action, create empathy, and drive greater engagement with our
services.
The Widows Connect: Empowering Widows Worldwide
The Widows Connect is a private, online social media platform created by The Widows Em-
powerment Trust to offer a safe, supportive space for widows around the world to connect,
share their experiences, and access the resources they need. With over 300 widows currently
engaged, the platform has become a vital tool for creating a global community of support,
compassion, and empowerment.
20

Managed by one of our dedicated volunteers-who was once a widow supported by our or-
ganisation and is now giving back to help others-the Widows Connect has evolved into a
sanctuary where women can find understanding and encouragement from those who have
experienced similar challenges. Thi5 unique platform allows widows to share their personal
journeys, seek advice, and offer guidance, breaking down isolation and building solidarity.
Through the Widows Connect, we provide essential support services, including information
on financial assistance, mental health resources, skill-building opportunities, and more. We
also share updates on our ongoing projects, such as food donations, business skills training,
and other empowerment initiatives that directly impact widows across the globe.
By utilizing online platforms like the Widows Connect, we bridge geographical boundaries and
reach widows in remote or underserved areas, ensuring they have access to vital information
and a network of like-minded women. This digital space has proven to be an invaluable re-
source, enabling widows to connect, learn, and grow together, no matter where they are in
the world.
The Widows Connect embodies our commitment to creating a global community of support,
helping widows rebuild their lives and reclaim their strength, one connection at a time.
Widows Empowerment Initiative for Africa Charity (WEIFA)
The Widows Empowerment Initiative for Africa (WEIFA) is a charity dedicated to supporting
widows across Africa, with a focus on Nigeria and Kenya. Founded in August 2020, WEIFA aim5
to relieve the poverty and hardship that widows face, empowering them to become self-suf-
ficient and rebuild their lives after the loss of their spouses.
In Africa, widows are often subjected to extreme social, economic, and legal challenges. Many
face stigmatization, lack of access to education, and limited employment opportunities. In
some regions, traditional practices leave widows with little to no rights to inheritance, further
entrenching their poverty. With over 8000 widows supported so far, WEIFA'S work has been
life-changing for countless individuals.
Every year, WEIFA provides essential food donations to widows in Nigeria and Kenya. In 2024,
625 widows received special festival food donations, ensuring they could celebrate alongside
their communities. Beyond food, WEIA supports widows with training in businesses, trades,
farming, poultry, and cash grants to help them sustain livelihoods. Through these initiatives,
widows gain practical skills that allow them to be financially independent and secure a better
future for their families.
The impact of WEIFA'S work extends far beyond immediate relief. Through strategic partner-
ships with organizations like Come together Widows and Orphan Organisation in Kenya,
WEIFA has been able to widen its reach and provide continuous support. With the generous
donations from global sUPPOrters, WEIFA is changing the lives of widows, ensuring that they
are not forgotten, but are empowered to rebuild and thrive.
21

Founded by Mrs. Oyovwe Kigho BEM, the initiative is committed to creating sustainable change for
widows in Africa, ensuringthat every widow receives the help, respect, and opportunities thev
deserve.
Fair Events- Recruitment
The Widows Empowerment Trust attively participates in various career fairs and recruitment events
to engage with potential volunteers and raise awareness about our mission. We are proud to
collaborate with institutions such as Salford University. the University of Manchester IUOMI,
Manchester Metropolitan University (MMUI. the Greater Manchester Broughton Society IGBSI. and
local job canters. These events offer a platform for us to connert with individuals who are passionate
about supporting widows and making a meaningful impact in their communities.
Through our involvement in these fairs, we not only recruit volunteers who help us in our operations
but also provide opportunities for those seeking employment, giving them insight into our charitable
work and how they can contribute to our cause.
These recruitment events play a crucial role in expanding our network of supporters, ensuring that we
continue to grow and strengthen our mission to uplift bereaved spouses. By engaging with diverse
communities and fostering new connertions. we are able to increase the impact of our work and
provide more opportunities for individuals to get involved with the Widows Empowerment Trust.
Impact of Our Services on Beneficiaries
We consistently measure the impact of our services to ensure we are making a positive dif-
ference in the lives of those we support. Through our regular workshops, one-on-one consul-
tations, and community engagement, we aim to improve the emotional and social well-being
of our beneficiaries while fostering connections and reducing isolation.
Evaluation and Feedback: To assess the effectiveness of our services, we conduct regular pre-
and post-workshop surveys, using standardized scales to measure key areas such as loneli-
ness, mental health, and overall well-being. This data provides us with measurable insights
into the positive changes our beneficiaries experience after engaging with our services.
Statistical Impact:
85% of participants report a noticeable reduction in feelings of loneliness and isola-
tion after attending our workshops and support group5.
70% of participants have expressed an increase in their resilience and coping mecha-
nisms, showing improvement in managing the emotional and psychological impacts of
grief.
60% of beneficiaries say they have formed meaningful connections with others
through our services, leading to lasting friendships and peer support networks.
A particularly heartwarming example of the success of these connections is that a group of
beneficiaries, who initially met through our services, are now planning a cruise together. This
not only demonstrates the lasting friendships that have formed but also highlights the sense
of belonging and community that our charity fosters.
22

Feedback from Beneficiaries: Beneficiaries regularly report feeling less alone and more em-
powered to navigate their grief. Many express how our workshops have provided them with
practical tools to cope with their emotions, while others have highlighted the value of sharing
their experiences in a supportive environment. One beneficiary Shared, 'Before joining the
group, I felt isolated and unsure of how to move forward. Now, I have a sense of purpose, and
the people I've met have become like a second family."
Volunteer and stsff Feedback: Volunteers, many of whom are former beneficiaries, also re-
port significant personal growth from their involvement. They appreciate the opportunity to
contribute to the community while developing new skills. Volunteers frequently highlight how
rewarding it is to see the transformation in participants and the community-building aspect
of the charity.
These impattful results show that our services are not only providing immediate relief but
also fostering long-term change, helping our beneficiaries rebuild their lives after a devastat-
ing loss. Through ongoing assessment and feedback, we continue to refine our programs to
ensure we're meeting the evolving needs of those we serve and making a lasting, positive
impact on their lives.
Management and analysis of data
We prioritize effective management and analysis of data to enhance our services and ensure
informed decision-making. We collect data through surveys, feedback forms, and service us-
age reports, providing valuable insights into our programs. This data allows us to track pro-
gress, evaluate program effectiveness, and pinpoint areas for improvement.
Our data management system ensures that all information is securely stored, accurate, and
accessible to our staff. We track key metrics such as participant engagement, workshop out-
comes, and fundraising success. By analysing this data, we identify trends, measure the im-
pact of our services, and adjust strategies to better meet the needs of our beneficiarie5.
We maintain detailed record5 of service delivery, including volunteer applications and refer-
rals, using spreadsheets to monitor engagement and identify trends in service provision. Ad-
ditionally, we use online tools like Surveymonkey and Google Forms for efficient data collec-
tion and Microsoft Excel for data analysis, streamlining our data management processes.
By regularly assessing the data, we are able to make data-driven decisions that improve service
delivery, increase accountability, and ensure transparency to our stakeholders and funders. This
systematic approach enhances our ability to provide the most effective support to those we serve
while continuously improving our long-term sustainability.
Quality of delivery and operation required
At The Widows Empowerment Trust, our delivery and operations are designed to provide consistent,
high-quality support to bereaved individuals while ensuring the charity operates efficiently and
effectively. To achieve this, we rely on a clear operational framework, a skilled team, and the right
resources to meet the needs of our beneficiaries.
23

Staffing and Training: Our operations are supported by a dedicated team of staff and volun-
teers, each committed to delivering high-impact services. We invest in regular training and
development to ensure our team is equipped with the knowledge and skills required to han-
dle the sensitive nature of bereavement SUPPOrt and provide the best care to our service
users.
Technology and Tools: We utilise modern technology and data management tools to stream-
line our processes and ensure effective communication across the charity. This includes online
platforms for volunteercoordination, data collection tools for service evaluations, and project
management software to ensure the smooth delivery of programs.
Service Delivery: Our services are delivered through a combination of one-to-one support,
group workshops, and community engagement initiatives. We have developed robust sys-
tems for scheduling, tracking, and delivering our services to ensure accessibility and respon-
siveness to the needs of our beneficiaries.
Operational Infrastrurture: To sustain our operations, we rely on strong financial manage-
ment practices, including budgeting and monitoring expenditure, alongside an efficient infra-
structure for service delivery. This includes office facilities, transport for outreach services,
and access to venues for community events and workshops.
In summary, our operational requirements focus on maintaining a well-trained team, lever-
aging technology for efficiency, and ensuring financial sustainability to meet the needs of be-
reaved individ uals.
Photo consent
At The Widows Empowerment Trust, we are committed to respecting the privacy and dignity
of all our beneficiaries, staff, and volunteers. As part of our operations, we may take photo-
graphs or videos to document our activities, events, and the impact of our services. These
images are used for promotional purposes, fundraising, reports, and social media to raise
awareness about our work and the support we provide.
Before any photos or videos are taken, we obtain explicit consent from individuals involved.
This consent is sought through a clear and transparent proce55, ensuring that individuals un-
derstand how their images will be used. Consent forms are provided and signed priorto taking
any photographs or recordings, and individuals are given the option to opt-out if they do not
wish to be included. We make it clear that participation is entirely voluntary and does not
affect the support or services they receive from the charity.
We are mindful of the sensitivity of bereavement and, therefore, take extra care to ensure
that any images used are respectful and appropriate. In the event that someone changes their
mind about consent, we immediately respect their wishes and remove any images or videos
involving them from our materials.
By prioritizing consent, transparency, and respect, we ensure that our photo usage aligns with
ethical standards and maintains the trust of our beneficiaries and supporters.
24

Funding Strategy and Plan
We have developed a comprehensive and multi-faceted fundraising strategy to secure the
financial resources needed to sustain and expand our services. This strategy is designed to
ensure we remain financially stable while diversifying our income sources to support the
growing demand for our bereavement services. Our funding plan focuse5 on individual dona-
tions, grants, community fundraising initiatives, corporate partnerships, and ethical fundr3iS-
ing practices.
Grant Funding
Grants form a central part of our funding model and are essential to the delivery of our key
services, including our befriending programs, mental health workshops, and community out-
reach initiatives. These funds enable us to develop and implement projects aimed at promot-
ing social inclusion, mental well-bein& and practical support for widows and widowers.
Our strategy includes seeking funding from a wide variety of grant providers, including chari-
table foundations, government agencies, and local authorities. We aim to maintain a strong
portfolio of grants that will help sustain our existing programs while also funding new initia-
tives that will further extend our reach and impatt.
Individual Donations
We rely on the generosity of individual donors to support our charity's ongoing work. This
includes both one-off donations and regular contributions from individuals who believe in our
mission and want to make a difference in the lives of bereaved individuals.
To increase individual giving, we plan to implement a more structured donor engagement
strategy, which includes a well-managed donor database, personalised communication, and
regular updates on the impact of their donations. We also aim to introduce a donor recogni-
tion program to express gratitude for their ongoing support and to encourage continued giv-
ing.
Community Fundraising Initiatives
Community fundraising is a key pillar of our strategy, allowing us to engage directly with local
supporters and raise funds in a fun, meaningful way. Events such as charity walks, supermar-
ket bag-packing, and community fun days provide both financial support and valuable oppor-
tunities to raise awareness about our services.
In addition to traditional fundraising events, we will continue to organise prize draws, includ-
ing raffles and bingo sessions, to engage participants and raise vital funds. These activities
also serve as an opportunity to build a strong sense of community among our supporter
25

Corporate Partnerships and Sponsorships
Building partnerships With local businesses, organisations, and professionals is a critical com-
ponent of our funding strategy. We plan to create mutually beneficial relationships with cor-
porate partners, offering sponsorship opportunities for specific events or programs.
Corporate sponsorships will not only provide much-needed financial support but will also al-
low us to expand our reach by engaging with the corporate partners, customer base and em-
ployees. Additionally, these partnerships can create opportunities foremployee volunteering,
further strengthening our community connections.
Expanding the Befrienders, Network
A major focus of our funding strategy is the expansion of our befrienders, network. We aim
to increase the number of volunteers providing one-on-one sUPPOrt to bereaved individuals,
with a target of over 1,000 active befrienders.
This expansion will require investment in capacity-building, including the recruitment, train-
ing, and support of new befrienders. Securing funding to support this network expansion is a
key priority in ensuring that we can continue to meet the growing demand for our services.
Capacity-Building and Long-Term Sustainability
To achieve long-term financial sustainability, we are investing in capacity-building efforts. This
includes hiring dedicated staff to manage fundraising efforts, improving board leadership, and
enhancing our financial management systems. We also plan to build long-term relationships
with existing and new donors, ensuring that we have a sustainable base of support for the
future.
As part of this, we will implement a clear fundraising plan with specific targets and timelines.
This plan will guide our efforts, ensuring that we are focused on diversifying our funding
sources and building a financially secure future for the Trust.
Ethical and Transparent Fundraising Practices
We committed to ethical and transparent fundraising practices. To ensure accountability, we
are implementing robust Systems and policies that will guide all our fundraising efforts. This
includes the creation of a comprehensive donor database, clear communication of how fund5
will be used, and regular reporting on the impact of donations.
We will also ensure that our fundraising practices comply with all relevant regulations, includ-
ing the Fundraising Regulator's Code of Practice, and maintain transparency with our donors
about the use of funds.
26

Conclusion
Through these strategic efforts, we are confident that The Widows Empowerment Trust will
continue to make a lasting impact on the lives of widows and widowers across the UK. By
diversifying our funding sources, building strong partnerships, and maintaining transparent
and ethical fundraising practices, we will be able to empower those in need and ensure our
charit¢s long-term success.
Tap to Pay
We have access to the Natwest Tap to Pay app, which enables our staff to easily receive do-
nations on behalf of the charity. The app can be downloaded onto any staff memberfs phone
and is directly linked to the trust's bank account, ensuring that the donation process is quick
and seamless. When a donation is made, the app display5 the trust's name on the screen,
guaranteeing that funds are transferred directly to the trust account. This convenient and
secure method makes it easy for supporters to contribute while ensuring transparency.
Pro Bono Services
The Trust Law Foundation has been an invaluable pro bono partner for our charity, providing
essential legal support that strengthens our operations and ensures compliance with regula-
tory requirements. Their expertise in nonprofit law helps us navigate complex legal matters,
from governance and contracts to risk management and data protection.
By offering their services at no cost, they enable us to focus more resources on our core mis-
sion of supporting bereaved individuals. This support has not only enhanced our legal frame-
work but also contributed to building trust with donors, partners, and the wider community.
The Trust Law Foundation's involvement is crucial in helping us maintain operational trans-
parency, reduce legal risk5, and ensure the charivs long-term sustainability, ultimately al-
lowing us to have a greater impact on the lives of those we serve.
RISK REVIEW
As part of our commitment to good governance and sustainability, we regularly conduct a risk
review to identify and address potential risks that could impact the charity's operations. This
process involves assessing financial, operational, legal, and reputational risks, as well as eval-
uating the effectiveness of our internal controls and policies.
We work to mitigate risks by implementing strong financial management practices, ensuring
compliance with regulations, and diversifying funding sources. Additionally, we have contin-
gency plans in place to manage unexpected challenges, such as changes in funding or external
factors that could affect our beneficiaries.
By proactively reviewing and managing risks, we ensure the charity remains resilient, adapt-
able, and focused on its mission to support bereaved individuals.
27

FINANCIAL REVIEW
As part of our ongoing commitment to financial transparency and 5U5tainability, Trustees con-
duct regular financial reviews to assess the charity's financial health and ensure we are using
resources efficiently. Our aim is to maintain free reserves of approximately two months,
worth of routine expenditure, which is £5,000. This reserve will then provide a buffer to man-
age any unforeseen circumstances or cash flow fluctuations, ensurinE we can continue to de-
liver essential services to our beneficiaries without disruption. In the meantime we are confi-
dent the restricted funds we have available are able to deliver these services.
We aim to gradually increase our resep4es to provide a greater safety net for the charity's
future, while b313ncing this with our commitment to investing in programs that directly ben-
efit those we serve. Regular monitoring and strategic financial planning help us maintain a
stable and resilient financial position, allowing us to focus on our mission with confidence.
The Trustees are of the opinion that this reserve provides sufficient flexibility to cover tem-
porary shorrfalls in incoming resources. The charity's expenditure 15 primarily composed of
restricted costs, which are allocated to specific projects and services. Through effective man-
agement, we ensure that funds are used appropriately and in alignment with the charity's
goals, maximizing our impact while maintaining financial stability.
Going concern
There are no material uncertainties about the charity's ability to continue.
The total income received in the year was £129,109 {2023: £113,588). The Charity's expendi-
ture exceeded income by £3,42712023: expenditure came in below by £15,092).
The Trustees are s3tisfied with the Charity's performance.
STRucfuRE, GOVERNANCE AND MANAGEMENT
Governing document
The charity is controlled by its governing document, a deed of trust and constitutes charitable
incorporated organisation.
Recruitment and appointment of new trustees
Members of the Board of Trustees are elected and co-opted according to the constitution and
under the terms of the Memorandum and Articles of Association. The elections on to the
board take place on an annual basis at the Charity's Annual General meeting. All trustees offer
their services as volunteers and do not receive any payment for their time and commitment.
REFERENCE AND ADMINISTRATIVE DEfAILS
Registered Charity number
28

1171317
Principal address
Wilsons House
Biz Space Business Park Monsall Road Manchester
MO 8WN
Report of the Trustees
for the Year Ended 30 September 2024
Trustees
V Keke
S Roberts
E.Udi
J. Mooney
C. Onumara
E Idiegbe (appointed 24.9.24)
Approved by order of the board of trustees on 11 March 2025 and signed on its behalf by..
S Roberts - Trustee
29

Independent Examiner's Report to the Trustees of 

The Widows Empowerment Trust 

## Independent examiner's report to the trustees of The Widows Empowerment Trust 

I report to the charity trustees on my examination of the accounts of The Widows Empowerment Trust (the Trust) for the year ended 30 September 2024. 

## Responsibilities and basis of report 

As the charity trustees of the Trust you 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 Trust's accounts carried out under Section 145 of the Act and in carrying out my examination I have followed all applicable Directions given by the Charity Commission under Section 145(5)(b) of the Act. 

## Independent examiner's statement 

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: 

1. accounting records were not kept in respect of the Trust as required by Section 130 of the Act; or 

2. the accounts do not accord with those records; or 

3. the accounts do not comply with the applicable requirements concerning the form and content of accounts set out in the Charities (Accounts and Reports) Regulations 2008 other than any requirement that the accounts give a true and fair view which is not a matter considered as part of an independent examination. 

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. 

Su Rai 

Raise Chartered Accountants 10th Floor 3 Hardman Street Spinningfields Manchester M3 3HF 

11 March 2025 

Page 



**The Widows Empowerment Trust** 

## **Statement of Financial Activities for the Year Ended 30 September 2024** 

|Unrestricted<br>fund<br>Notes<br>£<br>**INCOME AND ENDOWMENTS FROM**<br>Donations and legacies<br>25,437<br>**Charitable activities**<br>Fundraising and events<br>-<br>Befriending<br>-<br>Africa Initative Programs<br>360<br>Art &Craft/Bingo nights<br>-<br>Community work<br>-<br>Cook & Taste event<br>-<br>Projects<br>-<br>Investment income<br>2<br>195<br>**Total**<br>25,992<br>**EXPENDITURE ON**<br>Raising funds<br>3<br>55<br>**Charitable activities**<br>Travel and subsistence<br>-<br>Facilitators<br>-<br>Fundraising and events<br>2,147<br>Meals out<br>-<br>Befriending<br>-<br>Africa Initative Programs<br>133<br>Raising funds<br>23,509<br>Art &Craft/Bingo nights<br>-<br>Community work<br>-<br>Cook & Taste event<br>-<br>Projects<br>847<br>**Total**<br>26,691<br>**NET INCOME/(EXPENDITURE)**<br>(699)<br>**Transfers between funds**<br>11<br>402<br>**Net movement in funds**<br>(297)<br>**RECONCILIATION OF FUNDS**<br>Total funds brought forward<br>312<br>**TOTAL FUNDS CARRIED FORWARD**<br>15|Restricted<br>fund<br>£<br>-<br>21,100<br>-<br>-<br>-<br>20,417<br>-<br>61,601<br>-<br>103,118<br>-<br>9,276<br>4,003<br>6,957<br>1,274<br>-<br>-<br>-<br>1,843<br>22,844<br>-<br>59,649<br>105,846<br>(2,728)<br>(402)<br>(3,130)<br>50,045<br>46,915|30.9.24<br>30.9.23<br>Total<br>Total<br>funds<br>funds<br>£<br>£<br>25,437<br>9,933<br>21,100<br>9,550<br>-<br>4,500<br>360<br>-<br>-<br>8,750<br>20,417<br>21,542<br>-<br>800<br>61,601<br>58,443<br>195<br>70<br>129,110<br>113,588<br>55<br>-<br>9,276<br>-<br>4,003<br>-<br>9,104<br>7,307<br>1,274<br>-<br>-<br>5,474<br>133<br>1,004<br>23,509<br>-<br>1,843<br>4,980<br>22,844<br>14,505<br>-<br>524<br>60,496<br>64,702<br>132,537<br>98,496<br>(3,427)<br>15,092<br>-<br>-<br>(3,427)<br>15,092<br>50,357<br>35,265<br>46,930<br>50,357|
|---|---|---|



The notes form part of these financial statements 

Page 



The Widows Empowerment Trust 

## Balance Sheet 

30 September 2024 

|||||30.9.24|30.9.23|
|---|---|---|---|---|---|
|||Unrestricted|Restricted|Total|Total|
|||fund|fund|funds|funds|
||Notes|£|£|£|£|
|FIXED ASSETS||||||
|Tangible assets|8|-|193|193|1,565|
|CURRENT ASSETS||||||
|Debtors|9|-|-|-|700|
|Cash in hand||2,854|46,723|49,577|49,868|
|CREDITORS||2,854|46,723|49,577|50,568|
|Amounts falling due within one year|10|(2,841)|1|(2,840)|(1,776)|
|NET CURRENT ASSETS||13|46,724|46,737|48,792|
|TOTAL ASSETS LESS CURRENT LIABILITIES||13|46,917|46,930|50,357|
|NET ASSETS||13|46,917|46,930|50,357|
|FUNDS|11|||||
|Unrestricted funds||||13|312|
|Restricted funds||||46,917|50,045|
|TOTAL FUNDS||||46,930|50,357|



The financial statements were approved by the Board of Trustees and authorised for issue on 11 March 2025 and were signed on its behalf by: 

S Roberts - Trustee 



**The Widows Empowerment Trust** 

**Notes to the Financial Statements for the Year Ended 30 September 2024** 

## **1. ACCOUNTING POLICIES** 

## **Basis of preparing the financial statements** 

The financial statements of the charity, which is a public benefit entity under FRS 102, have been prepared in accordance with the Charities SORP (FRS 102) '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)', Financial Reporting Standard 102 'The Financial Reporting Standard applicable in the UK and Republic of Ireland' and the Charities Act 2011. The financial statements have been prepared under the historical cost convention. 

## **Income** 

All income is recognised in the Statement of Financial Activities once the charity has entitlement to the funds, it is probable that the income will be received and the amount can be measured reliably. 

## **Expenditure** 

Liabilities are recognised as expenditure as soon as there is a legal or constructive obligation committing the charity to that expenditure, 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 accounted for on an accruals basis and has been classified under headings that aggregate all cost related to the category. Where costs cannot be directly attributed to particular headings they have been allocated to activities on a basis consistent with the use of resources. 

## **Tangible fixed assets** 

Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life. 

|Fixtures and fittings|- 33% on cost|
|---|---|
|Computer equipment|- 33% on cost|



## **Taxation** 

The charity is exempt from tax on its charitable activities. 

## **Fund accounting** 

General funds are unrestricted funds which are available for use at the discretion of the trustees in furtherance of the general objectives of the Charity and which have not been designated for other purposes. 

Designated funds comprise unrestricted funds that have been set aside by the trustees for particular purposes. 

Restricted funds are funds which are to be used in accordance with specific restrictions imposed by donors which have been received by the charity for specific purposes. The costs of raising and administering such funds are charged against the specific fund. The aim and use of each restricted fund is set out in the notes to the financial statements. 

## **Pension costs and other post-retirement benefits** 

The charity operates a defined contribution pension scheme. Contributions payable to the charity's pension scheme are charged to the  Statement of Financial Activities in the period to which they relate. 

## **Financial instruments** 

The charity only enters into basic financial instrument transactions that result in the recognition of financial assets and liabilities, such as trade and other debtors and creditors, loans, overdrafts and cash at bank, which are measured at amortised cost. 

## **2. INVESTMENT INCOME** 

|**INVESTMENT INCOME**|||
|---|---|---|
||30.9.24|30.9.23|
||£|£|
|Deposit account interest|195|70|



continued... 

Page 



**The Widows Empowerment Trust** 

## **Notes to the Financial Statements - continued for the Year Ended 30 September 2024** 

## **3. RAISING FUNDS** 

## **Raising donations and legacies** 

## **4.** 

|**Raising donations and legacies**|||
|---|---|---|
||30.9.24|30.9.23|
||£|£|
|Support costs|55|-|
|**AUDITORS' REMUNERATION**|||
|Independent examination|30.9.24<br>£<br>834|30.9.23<br>£<br>858|



## **5. TRUSTEES' REMUNERATION AND BENEFITS** 

There were no trustees' remuneration payments or other benefits for the year ended 30 September 2024 nor for the year ended 30 September 2023. 

## **Trustees' expenses** 

There were no  trustees' expenses paid for the year ended 30 September 2024 nor for the year ended 30 September 2023. 

## **6. STAFF COSTS** 

|**STAFF COSTS**|||
|---|---|---|
|Wages and salaries<br>Other pension costs|30.9.24<br>£<br>75,057<br>642|30.9.23<br>£<br>51,850<br>703|
||75,699|52,553|
|The average monthly number of employees during the year was as follows:<br>CEO<br>Support staff|30.9.24<br>1<br>9|30.9.23<br>1<br>13|
||10|14|
|No employees received emoluments in excess of £60,000.|||



The key management personnel of the charity comprises the CEO. 

The total employee benefits of the key management personnel of the charity were £46,588. (2023: £13,878). 

## **7. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES** 

|Unrestricted<br>fund<br>£<br>**INCOME AND ENDOWMENTS FROM**<br>Donations and legacies<br>9,932<br>**Charitable activities**<br>Fundraising and events<br>-<br>Befriending<br>-<br>Art &Craft/Bingo nights<br>-<br>Community work<br>-<br>Cook & Taste event<br>-<br>Projects<br>-<br>Investment income<br>70<br>**Total**<br>10,002|Restricted<br>fund<br>£<br>1<br>9,550<br>4,500<br>8,750<br>21,542<br>800<br>58,443<br>-<br>103,586|Total<br>funds<br>£<br>9,933<br>9,550<br>4,500<br>8,750<br>21,542<br>800<br>58,443<br>70<br>113,588|
|---|---|---|



continued... 

Page 



**The Widows Empowerment Trust** 

## **Notes to the Financial Statements - continued for the Year Ended 30 September 2024** 

## **7. COMPARATIVES FOR THE STATEMENT OF FINANCIAL ACTIVITIES - continued** 

|||Unrestricted|Unrestricted|Restricted|Total|
|---|---|---|---|---|---|
|||fund||fund|funds|
|||£||£|£|
||**EXPENDITURE ON**|||||
||**Charitable activities**|||||
||Fundraising and events|1,084||6,223|7,307|
||Befriending|1,465||4,009|5,474|
||Africa Initative Programs|1,004||-|1,004|
||Art &Craft/Bingo nights||-|4,980|4,980|
||Community work|160||14,345|14,505|
||Cook & Taste event||-|524|524|
||Projects|11,125||53,577|64,702|
||**Total**|14,838||83,658|98,496|
||**NET INCOME/(EXPENDITURE)**|(4,836)||19,928|15,092|
||**RECONCILIATION OF FUNDS**|||||
||Total funds brought forward|5,148||30,117|35,265|
||**TOTAL FUNDS CARRIED FORWARD**|312||50,045|50,357|
|**8.**|**TANGIBLE FIXED ASSETS**|||||
||**COST**|Fixtures<br>and<br>fittings<br>£||Computer<br>equipment<br>£|Totals<br>£|
||At 1 October 2023 and 30 September 2024|919||9,508|10,427|
||**DEPRECIATION**|||||
||At 1 October 2023|556||8,306|8,862|
||Charge for year|180||1,192|1,372|
||At 30 September 2024|736||9,498|10,234|
||**NET BOOK VALUE**|||||
||At 30 September 2024|183||10|193|
||At 30 September 2023|363||1,202|1,565|
|**9.**|**DEBTORS: AMOUNTS FALLING DUE WITHIN ONE YEAR**|||||
||Other debtors|||30.9.24<br>£<br>-|30.9.23<br>£<br>700|



continued... 

Page 



**The Widows Empowerment Trust** 

## **Notes to the Financial Statements - continued for the Year Ended 30 September 2024** 

## **10. CREDITORS: AMOUNTS FALLING DUE WITHIN ONE YEAR** 

||||||30.9.24<br>30.9.23|30.9.24<br>30.9.23|
|---|---|---|---|---|---|---|
||||||£|£|
||Taxation and social security||||1,739|924|
||Other creditors||||1,101|852|
||||||2,840|1,776|
|**11.**|**MOVEMENT IN FUNDS**||||||
||**Unrestricted funds**|At<br>1.10.23<br>£||Net<br>movement<br>in funds<br>£|Transfers<br>between<br>At<br>funds<br>30.9.24<br>£<br>£||
||General fund||312|(701)|402|13|
||**Restricted funds**||||||
||Restricted funds||50,045|(2,726)|(402)|46,917|
||**TOTAL FUNDS**||50,357|(3,427)|-|46,930|
||Net movement in funds, included in the above|are as follows:|||||
||**Unrestricted funds**|||Incoming<br>resources<br>£|Resources<br>Movement<br>expended<br>in funds<br>£<br>£||
||General fund|||25,992|(26,693)|(701)|
||**Restricted funds**||||||
||Restricted funds|||103,118|(105,844)|(2,726)|
||**TOTAL FUNDS**|||129,110|(132,537)|(3,427)|
||**Comparatives for movement in funds**||||||
||**Unrestricted funds**|||At<br>1.10.22<br>£|Net<br>movement<br>At<br>in funds<br>30.9.23<br>£<br>£||
||General fund|||5,148|(4,836)|312|
||**Restricted funds**||||||
||Restricted funds|||30,117|19,928|50,045|
||**TOTAL FUNDS**|||35,265|15,092|50,357|
||||||||



continued... 

Page 



**The Widows Empowerment Trust** 

## **Notes to the Financial Statements - continued for the Year Ended 30 September 2024** 

## **11. MOVEMENT IN FUNDS - continued** 

Comparative net movement in funds, included in the above are as follows: 

|||Incoming|Resources|Movement|Movement|
|---|---|---|---|---|---|
|||resources|expended|in funds||
|||£|£||£|
|**Unrestricted funds**||||||
|General fund||10,002|(14,838)||(4,836)|
|**Restricted funds**||||||
|Restricted funds||||||
|||103,586|(83,658)||19,928|
|**TOTAL FUNDS**||113,588|(98,496)||15,092|
|A current year 12 months and prior year 12 months combined position is as follows:||||||
|**Unrestricted funds**|At<br>1.10.22<br>£|Net<br>movement<br>in funds<br>£|Transfers<br>between<br>funds<br>£|At<br>30.9.24<br>£||
|General fund|5,148|(5,537)|402||13|
|**Restricted funds**||||||
|Restricted funds|30,117|17,202|(402)||46,917|
|**TOTAL FUNDS**|35,265|11,665|-||46,930|
|A current year 12 months and prior year 12 months combined net movement in funds, included|||in the above are as follows:|||
|**Unrestricted funds**||Incoming<br>resources<br>£|Resources<br>expended<br>£|Movement<br>in funds<br>£||
|General fund||35,994|(41,531)||(5,537)|
|**Restricted funds**||||||
|Restricted funds||206,704|(189,502)||17,202|
|**TOTAL FUNDS**||242,698|(231,033)||11,665|



continued... 

Page 



The Widows Empowerment Trust 

Notes to the Financial Statements - continued for the Year Ended 30 September 2024 

## RELATED PARTY DISCLOSURES 

There were no related party transactions for the year ended 30 September 2024 (YE 30 September 2023: 

## nil) 

## RESTRICTED FUNDS 

The total restricted funds as at 30 September 2024 was £46,3915 (YE 30 September 2023: £50,045) The restricted funds received were as follows: 

National Lottery Fund (Reaching Community) -  training, session work, wages and contribution towards rent. Edward Gosling - training, session work and contribution towards wages. Foyle Founding- community outreach. Francis Winham - community outreach. Prince's Trust- new workshop. 

National Lottery Fund (Heritage Grief) - community shopping. Dowager Countess - arts & crafts and bingo events. 

National Lottery Fund ( For All) - events and contribution towards rent. Voice Scape - training and session work. Manchester CC - community outreach. Stafford Trust - community outreach. DWF Foundation - community outreach. Duchy of Lancaster - community outreach. W G Edwards - community outreach. Zedra Trust - community outreach. Charity M P G - community outreach. Forever Manchester - training and session work. Bewell Social Prescribe - training and session work. 

|MOVEMENT IN FUNDS|Brought|Incoming|Resources||
|---|---|---|---|---|
|Material restricted funds|Forward|resources|expended|Carried forward|
||£|£|£|£|
|National Lottery Fund (Reaching Community)|27520|41941|46597|22864|
|Edward Gosling|4175||4175||
|Foyle Foundation|8000||8000||
|Francis Winham|1981||1981||
|Princes Trust|1954|1954|||
|National Lottery Fund (Heritage Grief)|4823|10433|13247|2009|
|Dowager Countess|173||173||
|National Lottery<br>4 All)||20000|5857|14143|
|Voice Scape||1000||1000|
|Manchester CC||9984|8189|1795|
|Stafford Trust||5000|1657|3343|
|DWF Foundation||3036|1274|1762|
|Duchy of Lancaster||1000|1000||
|W G Edwards||2124|2124||
|Zedra Trust||2000|2000||
|Charity M P G||3500|3500||
|Forever Manchester||100|100||
|Bewell Social Prescribe||3000|3000||
|Totals|48626|103118|104827|46917|



continued... 

Page 



**The Widows Empowerment Trust** 

## **Notes to the Financial Statements - continued for the Year Ended 30 September 2024** 

## **15. UNRESTRICTED FUNDS** 

The total unrestricted funds as at 30 September 2024 is £15 (YE 30 September 2023: £312) 

The unrestricted funds received in the year were as follow:s 

Donations - £21,541 (2023: £8,466) HMRC (gift aid)  - £4,097 (2023: £1,466) Widows Africa - £360 (2023: £nil) 

Page