1 HEART AFRKA LTD 11975986 RegiJl•r•d Charfty M 1176321 FINANCIAL ACCOUNTS FOR YEAR ENDED 30 APRIL 2022 CONTE L•gAI ¥¥J Administrative Delai 2-18 19 21 22-24
I HEART AFRICA LTD
Company Registration Number: 11975966
Registered Charity No. 1176321
ORGANISATIONAL PROFILE
FOR THE YEAR ENDED 30 APRIL 2022
Trustees
Chaka Clarke Ranes Formosa Natasha Makengo
Registered office: 7-14 Great Dover Street Borough London SE1 4YR 11975966 Registered Company Number: 1176321 Registered Charity Number:
Independent Examiner: Charles Osei, BSc (Hons), MSc, ACIE, AFA, ATA, MCIPP Practical Accounting Training Ltd Equitable House, 2nd Floor 10 Woolwich New Road London SE18 6AB
EA4 4pRIC l Heart Africa Trustee Report 2021- 2022
Contents page
i. Executive Summary
- ii. Introduction
iii. Congo DRC Goma
-
iv. Congo DRC Kinshasa
-
v. Financial Overview
vi. Thoughts for the year to come
vii. Special Thanks
Executive Summary
In 2021 the eruption of the Nyiragongo; the worlds largest active lava lake destroyed thousands of homes and displaced up to as many 300,000 people. The severity of the eruption caused us to take a call to action in which shifted creating solutions to the rising number of people at risk.
The population had no access to drinking water as a majority of the cities water facilities were destroyed and washed away.
The methane gas released by the lava since the day of the eruption constitutes a health hazard for the population, which requires assistance and protection.
Because of the natural resources in the eastern portion of Congo, Goma has been victim of conflict, famine, displacement, use of rape as a weapon of war, and now, a volcano. As of 2002, the most affected group in Goma in such crisis’ are Congolese women and children.
After spending time on the ground liaising with community leaders, chiefs, local authorities and the people themselves multiple project goals were identified and developed so that we could make a huge impact despite limited resources. Spending time in the internally displaced camps highlighted the first project goal and that was to create permanent housing for as many at risk families as possible who had lost their homes to the lava. This would require the acquisition of land, employment of architects, engineers, masons and laborers to which we sourced locally and employed culturally traditional design to the homes.
As poverty increased so did the number of vulnerable children orphaned through parental mortality or abandonment. Many of these children were now being taken care of by the communities of people who were also living in the internally displaced camps or estranged family members who had little to no resources of their own. This triggered the creation of a daily program that feeds, clothes, provides medical care and education to a select number of children identified as the most at risk and their carers.
Whilst we were heavily involved in the humanitarian relief efforts in Goma, we were able to continue our work in Kinshasa DRC in ensuring there was minimal operational disruption.
Introduction
I Heart Africa is a charity driven by a social mission to improve the livelihoods of men, women and children. Our values are centered on the promotion of holistic sustainable development, as a path towards building an environment that is optimal for proliferating a thriving self-determined community.
In the name of transparency and due to our commitment to be accountable to the individuals we both serve and those who kindly support us, we aim to deliver reports as such in order to bring vivid clarity and openly share our actions, activities and achievements.
The following report summarises the activities of I Heart Africa from April 2021 through to April 2022 in one of our focus areas, the Democratic Republic of Congo. As a team I Heart Africa we have been supporting the facilitation and upkeep of 2 separate projects that house, feed, nurture and raise orphans for over 6 years in Kinshasa and Goma.
This project report also details the achievements and the challenges of completing our decided goals, building a capable team, fundraising, the building process, insight and developments of the supplementary daily program and an outline of the proposed next steps since the eruption of mount Nyiragongo in 2021.
Congo DRC: Goma
May 2021 - Mount Nyiragongo erupted after nearly 20 years of silence, destroying homes and livelihood in Congo’s eastern city of Goma; a city of 2 million Congolese people just south of the volcano.
The number of casualties at the time was unclear but houses had been lost and people went missing. UNICEF stated that more than 170 children were missing and another 150 children had been separated from their families.
At least three large neighborhoods in the north of the city were completely destroyed, as many as 5000 homes and businesses in this area were destroyed burnt and some people found dead, with no shelter or place to live.
Eventually displacing as many as 300,000 people who were now packed into 6 large internally displaced camp sites without running water, no power, no sanitation, zero infrastructural support or assistance.
The road linking the city of Goma to territories such as Rutshutu, Butembo, Beni, serving as a food supply, had been cut off and blocked by the lava as well as with no access or passage to feed the city. Hence the risk of famine is felt in the days to come.
Due to poor infrastructure and lack of resources the only major government response to the volcano eruption was to designate empty fields away from the lava flows. This was so the people had space to build themselves makeshift shelters that are made from wood, hessians sacks, leaves & plastic albeit non waterproof and not big enough to house an average size family of 5-6 people.
Immediately after the Nyiragongo eruption I Heart Africa started with a public call to action via social media and the well-known fund-raising platform GoFundMe to raise awareness and funds for the primary focus being emergency aid with an overwhelming positive public response.
Our first steps were to reach out to our team on the ground that we have been continually working with since the birth of I Heart Africa. First goal was to make sure they were safe amongst the turmoil and if they were ready to begin surveying the situation so that we could respond accordingly with emergency assistance in the safest possible methods.
Our teams first duty was to connect with the people on the ground via the local chiefs that managed the 6 major internally displaced settlements who were able to assist in identifying those who were the most effected and at risk. It was determined that the best use of resources straight away was to provide medical assistance where possible and to distribute emergency food rations to families with zero current means due to losing their homes / farmland and businesses in the lava.
The team used the first $4000 to purchase as much essential non-perishable food items; as recommend by the chiefs and by the people in need themselves. This resulted in buying flour, rice, beans, and oil for 160 families, each received 5kg of flour, 1litre of Vegetable oil, 10kg of beans and 5 Kg of rice. These items were most sensible for the situations faced by the beneficiaries as they don’t have access to electric to power things like fridges.
Over the course of a few days we understood from the start that it would not be sustainable or sensible to continue focusing on emergency relief and with the assistance and guidance of the local leaders and authorities we decided to tackle the largest problem faced by people in the area which was housing.
Over the course of a few weeks working relationships were established between us, local organizations who were interested in helping and the representatives of the people and the people themselves. We identified suitable plots of land for building some permanent housing and collaborated with local construction teams to create blueprints and contract a team that could bring it to life.
Some of the major challenges that were faced by the team started when entering price negotiations over the land as word had spread fast that foreigners were trying to buy land. This made negotiations slow and often unrealistic with the prices that were offered which meant there was lots of wasted time travelling from meeting to meeting. After doing everything that we could to mitigate our direct involvement in any land negotiations we were able to secure an acre and a half at a reasonable cost which provided the perfect amount of space to build the example we would show to the world to gain the global support to build even more houses.
With rising numbers of displaced peoples at risk our toughest challenge was identifying candidate families that we could work with long-term to assist them back into selfsustainability.
We spent time meeting and interviewing families learning more about the needs and requirements to give us a better understanding of the bigger picture. The more families we met and the more we spent time in the IDP settlements the solutions became more and more obvious day by day. We were learning that there was a rising number of orphaned children being taken care of by the community as their families were either totally incapable or deceased
This inspired us to develop a parallel program that would run alongside the building of the houses to provide up to 30 of the most at-risk children and their primary care givers with a safe space each day where they get access to food, healthcare, and some basic learning since most children in the area do not have access to education.
In as little as 4 weeks the team had successfully secured land, developed a design, employed contractors, hired a local team of program operators. We interviewed hundreds of candidate families and shortlisted 4 to support. We established a plan of daily initiatives and were about to break ground and start the foundational work on the recently acquired land.
The 4 families that were selected were chosen for multiple reasons that fit the following criteria; 1) they were headed by a single mother, 2) of working age 3) obtains 1 or more children with basic literacy, communication skills & business skills.
After hundreds of encounters with different families all with tragic and deserving stories we selected, Mdamwira, Dusabe, Maomobe and through advice and guidance of the local chief we made an exception to the rule we selected Baraka, a young man who would be able to help keep the area secure.
Despite their journey, our selected families showed enthusiasm and willingness to be involved with the daily program after being told about it. We decided to employ the families as part of the caregiving team that look after the children attending our programs.
The daily initiative at this time did not have a formal project name since everything was moving so fast. The selection process for the children who would become beneficiaries of the program was straight forward and a short list was provided to us by the local civil protection agency who actively work in tandem with the local chiefs that manage the individual communities and had the best understanding of who needed help the most.
We were introduced to 30 children aged between 8 months old through to the age of 16 and their primary care givers.
As we were spending time interviewing and meeting people in the IDP camps we were introduced to an amazing man who through all his own efforts built a school in one of the camps to provide education to the children whose schooling had been disrupted by the volcano. He agreed to allow us to use his school as a daily meeting place to host the children and their care givers, providing the perfect environment to use as an education facility for our children who had never been to school before.
Fortunately for I Heart Africa whose founders and operators have a great social media presence and social
network were able to give people intimate day by day video updates that engaged the global donors in a way that made them feel part of the project making them happy to continually donate.
The program ran every single day rain or shine with little to no issues or problems whilst the houses were being built. An average day would typically play out as follows:
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A) All the children of suitable ages were sent to school in the morning to which we covered the tuition fees for the entire year, uniforms, and the costs for necessary resources like writing materials.
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B) As they all go to school at the same place the kids wait at the school for the team to arrive, upon arrival the kids engage in some additional education as a group, team building activities and a short period of creative expression which could be art, storytelling, or dancing.
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C) Whilst activities take place, the cooking staff prepare the food, which varies from day to day to ensure the children have a stable balanced diet. After lunch the children help the team clean up and then spend time playing before being transported back to their homes.
The only major problem that we would be faced with concerning the daily program would occur when we planned to relocate to the site of the newly constructed houses for the 4 selected beneficiaries.
The space at the school was not sustainable long term due to the limited resources to adequately maintain the structure of the building as it would eventually become physically unstable and pose a risk of collapse endangering the children and team.
Our other major issues were ensuring that the construction of the houses was completed on schedule, in alignment with the budget and to the highest possible standard. We encountered issues with the work ethic, responsiveness, and willingness to rectify mistakes which delayed parts of the process.
East Congo has tropical climate that causes regular rainfall which caused delays in the building process by prolonging the cement drying process, sometimes rendering entire days unworkable. Around the end of the build, a quality inspection was performed that highlighted issues that needed to be addressed In total we were delayed around 2 full weeks to ensure that the problems had been resolved and gave the team time to source the interior furnishings and prepare for the house handover ceremony.
The team organized a celebratory day that invited the local chiefs, elders and representatives of the people and the local community to bless the new houses. All the children from the program were present, we invited traditional drummers and dancers and our kitchen team prepared food for everyone present.
We documented the entire day working in partnership with the Goma Serena hotel who accommodated our 4 selected beneficiaries and provided them with 5-star treatment for the evening including catering and full access to their facilities. For the 4 families that have been living in camps it was the first time that they had ever slept in a hotel, this was an additional surprise that was to lead upto the families moving into their new homes the day after, unbeknownst to them.
The handover day was a huge success and as a result we were able to start visualizing the next steps in the project as the content that was shared via social media helped raise more funds.
We initially played around with the idea of purchasing a suitable plot of land to build a selfsustaining orphanage compound complete with farmable space and in-house education facilities. As we set about to raise more awareness and generate more funds, our idea was scaled back to become more fluid with the dynamic that had evolved between the children and their primary caregivers.
Through team discussion it was decided that instead of building an orphanage we would construct a small village to relocate each of the children and their adopted families. This meant seeking the consultation of a larger construction company capable of designing and building 25-30 houses which we aim to embark on later this year.
Whilst the plans for the village were being made, teams were being assembled, and the funds were being raised. We allocated a budget to maintain the daily activity program which could now take place at the site of the new houses 7 days a week with supplementary education to develop their social and life skills. In addition to their continual schooling meals, snacks, and regular medical health check-ups.
At the end of this first phase of the project we had successfully relocated 4 families out of the IDP camps and provided them with paid employment: giving them self-dependency and upward mobility. Their roles at the daily program are in support of a full-time staff of program facilitators that manage the daily needs of the 30 children and their respective caregivers. I Heart Africa are beyond delighted that we have been fortunate to be able to provide and create a support system every day to 30 underprivileged children; giving them an opportunity to grow and learn in a safe environment.
Congo DRC: Kinshasa
Whilst our team members had been heavily involved with our partnership in Kinshasa, with the AEMDHECO Center, an orphanage located in Ngaba, Lemba commune. In an area of one of the most harshly affected and most governmentally underserved communities in Kinshasa
Our primary aims and goals with the AEMDHECO Center are the continual improvement of the key indicators of quality of life. For fixing drainage system, setting up new certified fire extinguisher and a fire drill exercise with the children.
We ensured the education of all 40 children continued, good supply of food for nourishment so all the children had a meal 3 times a day and the continuation of safeguarding throughout the ongoing covid-19 crises.
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Thoughts for the year ahead
More importantly, we are thankful to have you as a cherished partner and we look forward to getting to where the seeds sown by you germinate and push through. 2023 and beyond looks exciting, where we aim to build more houses to reach a wider pool of people who so desperately need it. We will one day cultivate the fruit of our labor, and we are so thankful that you kindly joined hands with us in this endeavor.
Special Thanks
The Volcanic relief project has been very special for us and this is what I Heart Africa is about. Love to all that made it possible with special shoutouts to Kyrie Irving you have helped us to keep our organisation running Bella Hadid, Anwar Hadid, Che Kothari and the fund-raising platform Launch Good without you guys there would be no #Give2Goma which was a great social media campaign help raise awareness.
A heart filled thank you to Lenny Kravitz because you’ve always been there as an uncle, you have been there for the organisation and the children since 2016 giving encouragement and raising the vibration, paying for whatever is needed in the mission! Thank you to Kehlani, Mya, Keri Hilson, Antoine Dixon Bellot, Jidenna, Raghav Juyal, AJ, Bria Myles, Machel Montano, Vic Mensa, Aja Monet, Joan Smalls, Cara Delevingne and Ebro Dardan.
Thank you to Key Construction for building the houses and an infinite thank you to Congo’s greatest artist Justin Kasereka for all the art. Next a thank you to the tireless team of I Heart Africa, Olivia, Ranes, Melissa, Alicia, Ryan and Ben. We want to thank the essential work of Victoire Batumike who has become an important guardian figure and role model to the children who look up to him as an uncle. Without his work it would have been difficult to navigate such a difficult project successfully.
Lastly, thank you to the people of the global community who have continually shown the character of their hearts by raising awareness for the project and donating where they can!
1 HEART AFRICA LTD Company RegistrBlion Number.. 11975g06 egistered Charity No. 1176321 kndependEnt Exafflinees report on the financial 5tatemerbts to the tru5tee5 of 1 Heart Africa Lld I reptyl on the fffjarKi81 stateftts for tr year ended 30 Awil 2022 set out on pages 2(>24. This report is made solely to the Trustees of 1 Heart Africa Ltd. as a body, in accordance with regulatKJns dè WKlef 5eLlion 145 of th& Chiii&5 Ad 2011 arKI SCILO {fr55e) h85 bèen urKlerten so th8t I might 5tateto the Trustee5 matter518m required to slate to them in 8n Independent Examinerfs report 8nd for no otherpurpose. To the fullest extent permitted by 18w. I do Trotaccept or assume responsibiltyto anyone other than the charty and charty's trustees for my independent examination. lor this report or lor the slatement I ha bebw. As Charty tru51ee5. for purp05e5 of tharty18w. we wonsaAe IDI the prepar8tion of Ihe fmanc481 staknents. The Trustees ¢ons•Jer that an audit is nct requ¥ed for this year unts sediDn 14412) ¢1 the Ch8ritie5 Ac4 2011 Ilhe 2011 Act) arKI that an indeperbdert e/ination 15 needed. Having sabsfd mysell that the Chanty is not subpect to an audit undercompany law and is eligibbeffix independent ex8min81ion. il is my responsibility to" 8) 1e acwurts wxlef seclic 145 of thè 2011 b) kAk)w wc(ureS IBid dDwn in the geneTrl Direthcffl5 by the ConOnI mIer seetion 145{SMb) of the 20 11 Act., and Ay examinalion w85 C8rried out in 8ccordance Tmth the general Directions given by the Charity Cornmis5ion. An &mination Irude5 8 review of the accounting recofds kept by the Charty, and compsrison of Ihe accounls presented with th¢)se ree(wds. It slso indudes consideration of any Usual ilem5 of di5cb5ures in the 8ccounts 8nd Seeking explanations from you 85 Tru5tee5 c¥Jrtrceming SLK m8tte¢s. The procedures und•tsken do not provide 511 the evNknce th8t woukl be requwed in an audil, and consequenlty no oynion is iven as to whelher the ¥c¢ounts present 8 'rue and tsir vievL_ and Ihe report is limid to Ihose mat1¥5 set out in Ihe slalement below. a) to keep acuting reciKds in accordce wth SeLion 130 of the Charitie5 Act requirements of the Charitie5 Act have not been rnet.. or 2) to whith in my cslnicffj. att•ition sho¢J be tyder lo eble a FrfOFer undErstarb of the accounts to be reached. Ch8rtes Osei. Bse {Honsl. Msc. ACIE, AFA. ATA, MCIPP Practic8lAccounting Training Ltd, 10 WoobNich New Ro8d, London SE18 8A8
1 HEART AFRA LTD
CM)pany RegislTation NwDber.
11975
RegisleThl Charity No.
1176321
202112022 2020rJJ21
Fixed Assets
Current A55•t5
Cash at bank and in h¥#1
31,815
38,874
Crnlkn.. Amountdue within One Yaar
(BOO)
(T()
Net CurMtA55ets
Totsl A55ets less Current Liabilrtes
31.015
38.174
Net Ass•t5
31.015
Reserves
General Funds
Restr•xed Funds
20.350
10.859
27.515
10.859
Total Fund5
The charitable company t5 entded to exefflplionfrom aud nudèr Section 477 of theccwnies
Act 2008 for ihe year ended 30 Aprl 2022
The membef5 have rboi requvèd the companyto obtain an audit olits fmancial statements fw the
year ended 30 April 2019 in nce Sectim 478 of tre Companie5 A¢t2ooe.
(a)
ensuring thatthe chan¢able company keeps Jc<
1 HEART AFRICA LTD Company R•gi5tsation Number. 119759&9 Registered Charity No. 1176321 2021r2022 2020r2021 Total Funds Unrestricted Funds Re5triet•d Funds Notss Totgl Funds Re50urees Arising 4.e07 11,849 16.516 58,634 104.900 104.&¥)0 112.294 other Inc¢xne 1.567 11,849 121.416 170.928 Dnctcharitabk Expthie 128.575 1e9.572 Totsl EXdItse 128.575 189.572 Resources retained for furthei use (19.OLW 11.849 Transfei bet*wn Fund5 11.849 (11.849} Net Movement in Funds (7.159) (7.1591 1,350 Reconciliations of Funds Brought fonward 27.515 10.659 38.174 36.818 05104r2021 Carr•pd forward 38,174
1 HEART AFRICA LTD Company Registration Nwnbw. 1197598e Registered Charrty Mo. 1176321 1. Accounting Policies Basis of Prepxation. These occounts have been wered on an acc1 tsa arKI irK4ude incoff wd expWthlU as they are eamed or inryed. rgther than as C8sh fe¢•ved or paid. The recommendat>$ of the Fancial ReportirvJ St8ndard gppjicable in the UK and Republic of Irel8nd {frsse) 8nd Charbbès Ad 2011 have been folod. Fund Accowhting_ The general funtjs Mftsisl offunds Ihatthe Twstees may use ts 1 Heart Africa's ¢h¥il8ble wrposes The restricted fund5 are those where the donor h85 wnposed restrictions on the use ofthe funds, thich 8re leg8lly bind9. Re5trKted fund5 held reserve al the end of the year represent income received from donors to be spent within the lollowing year. Oetads olthese fut)ds are set out on the separate schedule in Note 5. Voluntary kncome I voluntary incimne donation5 are le9n1Zed induded 8ccourts a5 they 8re weceibd. Directcharitable EXnd•tijfe. attributable to the Charty's projects. Governance costs Include lh[ Costs 8550C4ated meekng the ColtU.0I 5t8thry reqwrements of the charity. Fund-raisybg Expenditurè. Fun&rgising expenditure cornpri5es c05ts fbrVed in indLK4ng peoplE or 9$nIzAtionS to fmanL¥81ty to the Ch8fity's work and KdeS a share of offic* overhead5.
1 HEART AFRICA LTD Ciryany Regislration Nwnbpr. 1197S866 ReL¥slèr•d Charity Ilo. 2Deb Am¢wnts Cth One Ytar 2021r1022 knunt ThPaj 3 A¢Crd Income Afflounts ttbin One Ye¥ 2021rn 2021121r12 AmwThtS [e One Y Ac¢rua15 5 Inc¢ming Resources 202112022 2MIlly12 21tt1r2022 202rm1 Total Total David Qu3Tr5 Net-A-Porte FruTts n Rcott Am"gazi JLwez ATrJre ( Chetan Kc4hari Other Income Pretr&f Lilde Thin 4.887 28.171 4.687 104.K 104.14JO Total 112.294
1 HEART AFRICA LTD Company Registration Number. 11975966 Registered Charity Mo. 1176321 6 Resource5 ExTrded 2021r2022 2021r2022 Unrestricted Restricted 202112022 Total 2020r2021 Total 4.827 4.323 974 4.827 4.323 974 3,282 Education IAedieg1 fees School suppe5 Staff Pay Office m8n4ernent and Web Gom8 ValvaTro Rellef Rebuikl Project Gom8 School Fees Jamaica RerbIShrnent Kinsh858 Refvrbt5hrnent Gom8 Refurbishment Covid 19 Re5porh5e Phase 1 Congo Project AdmIr45tran Gh8n8 Project UK Operation5 Kin OpergtTrons lfjn School Fee5 lfjn School SuppliES Gom8 Opernticffjs lfjn Medical Fee5 Gam8- Street 'd$ Inthatiye IHA Breakfast Scheme USA Operal>)ns ond we wil rise Totals 1.537 395 13.728 2.415 2.415 107.512 107.512 3.114 24,531 4.762 2.105 273 239 239 .171 0.171 95.767 2.720 1.389 4.605 1.e17 1.116 4.597 702 877 2.114 2.114 128 575 128 5T5