OpenCharities

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

2021-12-31-accounts

Amor Europe CIO

----- Start of picture text -----
Trustees’ Annual Report
and Financial Statement Dec 31, 2021
----- End of picture text -----

bringing transformation with young people in challenging places

April 2022 v.1c (final)

CIO registered in England & Wales charity nr. 1176567

Contents

SECTION
PAGE
Our Vision ............................................................................................ 3
Highlighting our Impact in 2021 ............................................................ 3
Key Contacts ........................................................................................ 4
Trustees Annual Report
— incorporating Director’s Report........................................ 5
Fulfilling our Aims ................................................................................ 6
• Train • Pure • Build • Help
Founding Principles .............................................................................. 7
• Our Vision, Passion, Ethos • Our Values • Public Benefit
Review of Activities in 2021 .................................................................. 9

HELP

• Emergency Response Special Project

TRAIN

PURE

• Water Filtration for Households BUILD • House Building Expeditions • Restore Hope Quotes ............................................................................................... 13 • What They Say Operational Matters ........................................................................... 13 • Safeguarding • Fundraising & Promotional Events People ................................................................................................ 14 • Trustees • Hub Team • Engine Room Governance ........................................................................................ 16

• 2021 Plans Update • Future Plans • Statement of Trustees Responsibilities Financial Statements ................................................................ 18 Independent Examiner’s Report ......................................................... 18 Receipts & Payments Account ............................................................ 20

Page 2 of 20

Our Vision

For the next generation to gain the rights that God has freely granted to every human being, to attain the fullness that God intends for them as good citizens of this world, and of the world to come.

Highlighting our Impact in 2021

We train workers who serve children and young people.

We enable families to thrive through clean water.

We engage young people and adults in building homes.

Page 3 of 20

Key Contacts

Correspondence & Media

Correspondence Address Cornerstone Centre, Castle Hill Avenue, FOLKESTONE, CT19 5NW Phone 07931 301 701 Email « jfudge@amor.org » Web « amoreurope.org » Social « facebook.com/amoreurope »

Legal & Administrative

Charity Name Amor Europe CIO Registered Charity Number 1176567 Registered Office Cornerstone Centre, Castle Hill Avenue, FOLKESTONE, CT20 2QR Trustees Peter Jeffrey (Chair) Molly Fowlie (Vice Chair) Gayla Congdon Harley Wykes Paul Stanfield Bankers Metro Bank 35–37 North Street, GUILDFORD, GU1 4TE HSBC (Protected Trust Services Air Travel) 19 Minster Street, SALISBURY, SP1 1TE Independent Examiner Phil Goodwin 415 Dover Road, Walmer, DEAL, CT14 7PD Solicitors Moore Barlow the Oriel, Sydenham Road, GUILDFORD, GU1 3SR

Page 4 of 20

Trustees’ Annual Report incorporating the Director’s Report

Introduction

Amor Europe was registered with the Charity Commission on January 8, 2018. The CIO is founded on a Christian ethos, and the principles on which it operates issue from the Christian faith, authentically expressed.

The vision for the charity proceeds from its desire to be good news to children, enabling them to flourish through experiencing beautiful actions by the global church and those mobilised by it. At this stage in our development these actions include:

  1. Educating church leaders in respecting and meeting the next generation’s needs and adjusting the way they engage with them to children’s needs and preferences.

  2. Providing clean water filters that are genuinely effective, long–lasting, removing from their lives the horrific consequences of drinking dirty water.

  3. Providing appropriate homes in which children’s families can care for them where this is not otherwise attainable without benevolent help.

The trustees present their report and financial statements for the period to 31/12/2020.

The charity is a CIO and governed by its Constitution.

Our Charitable Objectives

The charitable objects of Amor Europe are:

  1. The prevention or relief of poverty by providing: grants, items, and services to individuals in need and/or charities or other organisations working to prevent or relieve poverty.

  2. To help young people advance in life through:

  3. a. the provision of recreational and leisure time activities provided in the interest of social welfare, designed to improve their conditions of life; and

  4. b. providing support and activities which develop their skills, capacities, and capabilities to enable them to participate in society as mature and responsible individuals.

Page 5 of 20

Fulfilling Our Aims

To assist the achievement of these objects, we aim to bring impact among the next generation in four distinct but related strategic ways.

1. Train

We equip workers who serve children and young people. Uniquely placed, through long–established and field–tested operations first developed under Urban Saints , our TRAIN programme provides skills training for effective children’s work to church leaders, community leaders, and also to other Non–Governmental or Community Based Organisation volunteers, working in challenging places.

Our children’s worker courses include basic safeguarding, intelligent discipline strategies, innovative approaches, engagement, and working to high standards. We encourage the establishment of quality, inclusive, community–building youth and children’s work. This is a significant factor in building community cohesion.

We believe that by enabling children’s workers to adequately, imaginatively, and appropriately teach about Jesus, they provide children with the opportunity to follow him, and to flourish spiritually and socially by doing so.

2. Pure

According to UNICEF , every two minutes a child aged under 5 years dies due to having diarrhoea. Water–borne diseases are a significant cause of children not attending school, of adults unable to attend work, and also a significant cost to families when they have to buy medicines.

PURE puts safe, clean drinking water into the mouths of children and families, in the name of Jesus.

This is achieved through our experience and proven intervention, a combination of:

Page 6 of 20

3. Build

In the UK and Europe, we enable young people to work alongside community–minded adults in overseas expeditions to build houses for families trapped in marginal environments by poverty.

On our BUILD expeditions, houses built in sustainable vernacular architecture meet the needs of families facing destitution, releasing them from housing poverty, and keeping them together. Those who participate develop significantly in citizenship values and enhanced self– esteem, gain social and practical skills, and are more motivated to serve in their own communities on returning home.

4. Help

In 2020, as a response to the coronavirus pandemic and its devastating effects on those already marginalised by poverty, we assessed the situations of our partner agencies with regard to the hunger needs of people surrounding their locations.

In 2021 we continued this approach, dedicating 50% of our annual fund–raising initiative to coronavirus and disaster poverty relief, mainly hunger–related, through our trusted partners. We also enabled our supporters to give directly to this cause if they should so choose, rather than sharing their donation with Amor Europe.

It is likely that our HELP initiative will become a permanent part of Amor Europe, responding to crises affecting our partners’ locations as they arise from year to year.

Founding Principles

Our Vision, Passion, and Ethos

We are inspired towards this: for the next generation to gain the rights that God has freely granted to every human being, that they might attain the fullness of all that God intends for them as good citizens of this world, and of the world which is to come.

We are motivated to do this: to bring people together to make Jesus visible. In all our planning and work, our conversations and relationships, we seek to live by the Spirit of Jesus Christ, exhibiting Christ–like character and bearing the fruit of the Holy Spirit, promoting justice, righteousness, and peace in the communities with whom we connect, bringing Glory to God our Heavenly Father.

Our Values

All of our core staff and volunteers subscribe to our five values, which are expressed as:

Page 7 of 20

As a Christian charity we are committed to seeing young people develop mentally, emotionally, spiritually, physically, and socially, to become the very best they can be. In a world troubled by injustice towards children, we empower people to make a difference.

Transformed people transform places. Our vision is all about bringing transformation with young people in challenging places.

Our Culture

In our five years of development, we have been able to identify the following qualities which carry our values in clearly identifiable behaviours that we expect to demonstrate:

Public Benefit

We have reviewed our aims and objectives, and the KPIs that arise from them, against the advice contained in the Charity Commission’s general guidance on public benefit. In reviewing our activities to date, and those we have planned for the year ahead, we have again taken the Charity Commission’s guidance into account.

Our work targets communities where young people are liable to exploitation, destitution, abuse, ill health, or radicalisation as a result of poverty. We are pleased to report that we have been able to bring significant benefit to children and young people, as detailed in the following review of activities for the year.

Page 8 of 20

Review of Activities in 2021

Emergency Response Special Project

— to meet needs arising from the Coronavirus pandemic

— to meet needs arising from disasters affecting our partners

We allocated half of the proceeds of our annual “Walk the World” sponsorship event, to a special fund set up for the provision of food to hungry families. In addition, we invited supporters to contribute independently of the event.

We surveyed our partners to assess the levels of needs their contact families were experiencing, and their capacities to meet those needs if sent finance to help. We then identified the partners most able to make significant impact and apportioned help from funds raised.

We were able to send the following funds for use by our partners abroad.

In each case we followed the advice received in training delivered by the Charities Commission in 2019 regarding international transfer routes for finance and reporting requirements.

Partnerships for Training Abroad

Our training activities abroad are developed through partnership with local NGOs or churches. We base our partnerships on shared values. Every partnership follows our process towards establishing formal working agreements, and the nature of our work means that we have to rely on recommendations, references, and common sense in assessing potential partners. Most new partnerships arise from existing relationships, often long established between the overseas partner and our team members in other charitable contexts.

We currently have in place partnerships with:

Page 9 of 20

During 2021 we were forced to furlough our Team Lead 50% and stand down all travelling volunteers after March. However, we delivered online training to leaders in Uganda and India .

We began sponsorship of a Network Coordinator in Sri Lanka . The Coordinator was restricted in operation because of coronavirus but has developed capacity building and impact measuring arrangements and maintained remote contact with the network members.

Contact with all partners continued online throughout the difficulties experienced worldwide in 2021.

In addition to maintaining relationships remotely with the above networks, we have begun conversations towards future network developments in Mexico and Burundi.

Volunteer Development in the UK

Volunteer recruitment and development follows a process established over ten years or more. Recommended practitioners experience an orientation weekend, and then may apply to join the team. If successful, and following DBS checks and taking up of references, they join an experienced team leader on a training trip abroad. The Global Partnerships Lead takes responsibility for briefing, debriefing, and assessing volunteers including team leaders, who also make assessments of the volunteers in their care. Formal feedback from all team members and partners is taken.

In mobilising self–funded volunteer Global Trainers, the charity maximises its impact while minimising operating costs. The personal development benefits to volunteers are significant, and the interaction with their networks of supporters creates excellent community engagement with our partners.

We held a volunteer mobilising weekend in August and recruited three new Global Trainers each of whom expects to travel with us in 2022.

Volunteer Development Overseas

We have very capable trainers based in Uganda, Laos, Thailand, Sri Lanka, Burkina Faso, and Togo.

For the most part, development of volunteer workers was stalled in 2021 due to the impacts of the coronavirus pandemic, but remote training was given to the Ugandan team. We will be taking members of this team into Burundi to work alongside UK counterparts in our pilot expedition there during 2022.

Resource Development

We have taken a strategic decision for the public good to licence all our published materials under a Creative Commons Attribution–ShareAlike International Licence. This enables our partners to be creative in adapting resources to their local context without concerns of infringing copyright.

Training courses are written to be replicable and are delivered in most contexts to and through Christian NGOs or church and community networks. An important part of our ethos is the development of authentic Christ–like spirituality — peace–creating, loving, and generous in nature.

Page 10 of 20

To this end we now include five devotional focus moments in each of our three training courses, and have published 15 devotional sessions for this.

Our new suite of courses has the following components:

Water Filtration for Households

We have a partnership with Sawyer International « sawyer.com » to supply “point one” filters for clean water. Once installed and the householder trained in their care, the filters have demonstrated efficacy for millions of gallons without the need for replacement parts. No harmful bacteria can pass through the filters and accurate data from multiple countries indicate that they eliminate water borne disease, reduce costs for families, and improve attendance rates at school and employment.

In 2020 we appointed Phil Savage as department Lead for PURE. This has enabled significant growth in our capacity to deliver on our PURE KPIs.

Filter Sponsorship

In 2021 we developed a sponsorship project, enabling individuals to sponsor filters. The sponsorship amount of £ 50 covers the cost the filter, transportation, installation and after care, and reporting.

Sponsors receive a frameable certificate of sponsorship, detailing how the filter works and why it is needed. They also receive photo of the family that receives the filter, a baseline data report on health prior to installation, then six–week, six–month, and further occasional updates on the health data. The reporting enables the sponsor to see exactly what difference the filter has made, for whom, and where. All data is collected with permission regarding use from the family concerned.

Fifty filters were sponsored in November and December 2021. We expect to continue this scheme into 2022 and to expand it further.

Expeditions

In 2021 we designed and advertised our first PURE expedition. We identified the Gambia , a nation with which we have excellent existing links, and as a place where contaminated surface water is routinely consumed by families. We plan to take a pilot team of around 20 people to the Gambia to install 200 filters, releasing around 1000 people from water poverty.

Conversations online towards partnership with SOW have been undertaken, and concrete plans for the expedition, planned for Easter 2022 are in place.

Page 11 of 20

The pilot PURE expedition will be used to develop a PURE Expeditions strategy. This will enable an increasing number of volunteers to bring transformation to families.

We have maintained strong friendship with the Evangelical Scouts of Burkina Faso through the year, having cancelled our training visit and pilot filter installation project planned for March 21, 2020. This visit will be rescheduled for when travel restrictions ease sufficiently for it to be undertaken safely.

Our intention is to work in partnership with the Scouts to enable groups to equip their members’ families with water filters. We will utilise the data from the first installations to strengthen funding bids for significant investors.

House Building Expeditions

The charity opened a Trust Bank account with Protected Trust Services (PTS) in 2018, applied for and gained ATOL status in April 2019, and took its first package tours overseas in July 2019. All aspects of running a package tour operation, compliant with UK regulations are in place.

We renewed our ATOL licence in 2020 without difficulty.

In 2021 we had 109 bookings for participants to build 6 homes as follows:

All of these plans were thwarted by the coronavirus pandemic.

All of these expeditions have been carried forward into 2022 when we expect restrictions to lift sufficiently to enable them to go ahead.

Restore Hope

In 2021, because overseas travel was prohibited, we mobilised a team to help with bringing hope within the UK. These volunteers worked at the Folkestone Asylum Centre, and together funded and built a large allotment and redecorated two sizeable recreation rooms. The team also raised sufficient finance to fund the building of a house for a family in Moldova.

Page 12 of 20

Quotes

We include here quotes from people who have benefited from our TRAIN, PURE, and BUILD initiatives in various locations.

What They Say…

Operational Matters…

Safeguarding

Amor Europe recognises the importance of safeguarding in its work with children, young people, and vulnerable adults. We follow the requirements of UK legislation in relation to vulnerable adults, children and young people, and the best practice standards advice of Thirtyone–Eight, an established charity committed to assisting churches and Christian organisations with safeguarding, with whom we have taken membership. Our own team members are all required to take safeguarding training, and we also assist in the development of safeguarding training with our partners overseas.

We developed and adopted a Safeguarding Statement and agreed upon a mandatory code of practice in 2020. We have designed a Code of Conduct detailing the code of practice and reporting mechanisms for safeguarding. Code of Conduct pocket guides are issued to all our adult volunteers, prior to each event or expedition. We have developed safeguarding training units for use with and by all our teams. These will be fully published and distributed in Q1 and Q2, 2022 prior to any teams being deployed.

During 2021 our DBS system became paperless and our ID checkers were enabled to operate via online video calls, thus eliminating the need for travel for ID purposes. Towards the end of the year

Page 13 of 20

this relaxation was reversed and we have re–established a strategy for reviewing original documents in person.

In April 2021 we republished our Safeguarding Policy having reviewed how it directs our engagement with and care for vulnerable adults.

Our Safeguarding Lead and Safeguarding Trustee have both undertaken training in 2021 and will continue training to level 3 and 4 in 2022. The nature of exposure of our teams to risk and crosscultural complications means that we need both specialist and general knowledge in delivering our culture of care.

We are collaborators with Stop Child Witch Accusations, a coalition of charities committed to the elimination of child abuse linked to faith and belief. The coalition participates in an experts working group, recognised by and consulting with UNESCO.

Fundraising & Promotional Events

Throughout June 2021 we further developed “Walk the World” our fundraising and awareness event by inviting friends to organise a ‘Big Walk’ in which a group walked a significant distance together. We saw over 100 people walk with us and raise funds for Amor Europe.

The event raised over £ 8480 of which £ 6680 was passed on to our partners for poverty relief and coronavirus assistance as detailed in ‘HELP’ above. In the three years of Walk the World events we have now walked four fifths of the circumference of globe, and would hope to complete the entire journey around the world in steps in June 2022.

We held a “ Celebration & Conversation Weekend” at Lydiard House in Swindon in October 2021. This event gathered the BUILD and TRAIN teams for refresher briefings. This event included a celebration dinner involving a live link to partners in Moldova and Lebanon. In total, 33 people attended residentially, an extra 16 joined us for the evening dinner.

We planned a series of “Inspire Evenings” to connect with churches in various towns across the UK. This was cancelled due to lockdown, though we plan to resume this initiative in 2022.

People…

We introduce here those who make everything happen.

Trustees

The Trustees who served throughout 2021 are listed on the Key Contact page at the top of this report. We are grateful to them for all their valuable contributions.

In January we learned that our Chair of Trustees, Peter Jeffrey, suffered a significant stroke. Peter remained Chair but was unable to attend meetings in 2021. Bernard Comissiong was appointed as Vice–Chair and chaired meetings until his sudden death in November. Since that time Molly Fowlie has acted as Vice–Chair and recruitment of new Trustees has been a priority.

Peter Jeffrey officially retains the position of Chair of Trustees until he is in a state of health to be able to assess the level of recovery he will attain.

Page 14 of 20

Trustee Recruitment: Potential new Trustees are sought to bring specific skills identified and needed by the Board. After preliminary discussion with the Chair the individual is invited to read the core documents of the Charity, and the Trustee Framework, which outlines the role, competences, and characteristics of a Trustee of Amor Europe.

Hub Team

Executive responsibility for operating the charity is delegated by the Trustees to the Hub Team. Every member of the Hub Team has responsibility for delivering a significant part of the Charity’s work and functioning. The Hub Team is led by the CEO but each member, including the CEO serves the others much as the persons of God serve one another in mutual honour.

The Hub Team contains those who facilitate the other circles: the Engine Room takes care of operational matters; TRAIN oversees our Global Training programme; BUILD oversees our home building and hope building expeditions and sponsorships; and PURE oversees clean water filtration and hygiene programmes.

Hub Team: Our Hub team is formed of two full–time workers, one part-time worker and four contractor–consultants on an hourly basis.

TEAM RELATIONSHIPS

Engine Room

Our support services currently include our Finance Lead and DBS Administrator, and all are overseen by the Hub Team Lead.

Page 15 of 20

Governance

The Board of Trustees has responsibility for directing and controlling the affairs of the Charity. There are board meetings four times a year to:

We have developed a Board Plan that gives order to the CIO’s progress and monitoring throughout the year, through accountability and responsibility processes.

Management Team and their Relationships

The Trustees delegate day–to–day management of the Charity to the CEO (John Fudge) and the Hub Team. The relationships are demonstrated in the Team Relationships diagram.

Remuneration and pay levels for the key management personnel and within the trust generally are determined by the Trustees having regard to organisations of a similar size and nature.

Risk Management

In 2021 the Trustees researched and began construction of a Risk Register. The CEO undertook training in this subject with Global Connections. Trustees manage the key risks of the Charity by regular review of CEO reports against the Board’s risk management protocols, and by reviewing all KPIs, which are colour designated (red, amber, green).

At the operational level, all expeditions, associated events, and activities undergo a full risk assessment and approval process prior to being launched. These are actively reviewed in response to changing circumstances.

2021 Plans Update

In our 2020 report we outlined plans:

Forms to move to paperless systems with online payments to enable rapid and efficient processing of expedition participant applications.

All our training courses for TRAIN will be refreshed and republished.

Courses for personal development of young leaders will be piloted during 2021, for rollout to all expedition participants in 2022.

As a Charity, we elected to sponsor the employment of a worker in Sri Lanka. The role is to coordinate training for an indigenously owned network that utilises our training courses, and that has developed a vision and strategy in harmony with our own .

Page 16 of 20

Future Plans in 2022

Statement of Trustees’ Responsibilities

The trustees are responsible for preparing the trustees report and financial statements in accordance with applicable law and regulations.

Approved by the board and signed on its behalf by:

Molly Fowlie

Vice–Chair.

Page 17 of 20

Financial Statements

Accounts for Amor Europe, a CIO registered with the Charity Commission (no. 117656) from 1 January 2020 to the end of the financial year on 31 December 2021.

Independent Examiner’s Report

Page 18 of 20

AmorEurope In¢oMe&EMpendltsJreYt4rendBd31$t Dt¢ernbBr2011 Unrestslcted F￿nts Re5ts1cted Fund5 Inc¢4ne OirBBtSupporttoJDhn FudE Dire¢tSupportto RJYKIDI 6,818.97 £33.733JO £5.777A5 £750.00 E2,248.Q3 £1.287.48 E36,818.97 E33.733.50 £5.777AS £750.00 £2.248.03 £1.287.48 £13A03.23 £13A03.23 £1,574.14 E5.343.01 £20.541.09 £460. £8,898.14 E4.212.25 £4.233.74 £23,009.36 £26.564.56 £12.076.44 £781.50 £850.99 f990.10 Dir*ctSupporttsGVL Dir8ctSupporttoCFO D1rÉ¢t5Up￿rt PURE PURE Flltersnr4p Inwme Global Volunt8•r5 Donatlons £￿74.14 £4.445.31 £20.541.09 £480. EB,89E.14 £4.212.26 £4.233.74 £1,350.00 E17.164.SI E37.369.53 £897.70 ChJrttableTrustslGrants £11,879.a2 ADnv4lC4lebratlo Other Total In¢ome 125.OW.11 14.70053 139.701.04 132.236AI EApBndltur• CEOSalary eFOSalary GEobal Partn8r5hip Lqad GhbJlVolunte¢rLeJd BulldTrfpConsultant PURE Load PUREFiher5 ÉxponJ8J MaterlJL4 OvetseasTtav GaY8rnance E40.333.55 £2.862.14 £32,759n4 £40.333.55 £2.8S2.14 £32,759n4 EO.00 E12,886.60 £5.500.00 £1,860.36 £3,893.74 £0.00 £5.237.26 £4,757.68 £15,930.73 £2.945.18 £2.684.46 £IS6.th) £S00.OD £4.904.30 £40,190.20 £3.605.07 £29.828.05 É3,162.S7 £12.037.34 El.874.00 £12.886.60 £$￿00.00 £1,8tQJ6 £3,893.741 £2,489.95 E3.519.Tl £3.229.22 £11.037.50 £15,847.65 £676.25 £143.88 £125.00 £5,237.26 £2,757.68 £1OW. £15,930.73 £2.945.18 £2.684.46 £156.00 £4004.30 Gfftsto Partners need Office Costs 8ankCh4rBé Annual ce￿brat￿ft Taial EKpendlture 132,350.68 4,360.36 136,?11.04 127,766A9 -7,350.57 10.34a57 990.00 4,46a93 8ankA¢Nunt 25,521.99 4.206.89 139,701,04 -136,711.04 3,792.92 36.511AO 19,863A8 5.395.48 132.Z36.411 -127,766.49 -4,206.89 25￿21.99 dd gr&paymÈnts lessaccruals In￿me Less EMpanditur¢ plusac¢ruals pr•pJymnt5 ank Balanc• etro BaAk CAF 6ank 2E,663.45 7.848.35 36,511.80 rioothertsSSÈtsheld Page 19 of 20

Page 20 of20