REGISTERED CHARiff NUMBER.. 1178974 CENTRE FOR THE ADVANCEMENT OF DEVELOPMENf AND HUMAN RIGHTS REPORT OF THE TRUSTEES AND FINANCIAL STATEMENfs FOR THE YL4R ENDED 31ST JANUARY 2025
CENTRE FOR THE ADVANCEMENT OF DEVELOPMENf AND HUMAN RIGHTS REPORT OF THE TRUSTEES AND FINANCIAL STATEMENTS FOR THE YEAR ENDED 31¥r JANUARY 2025 CAD-HR Development and Human Rlghts
Centre for the Advancement of I)evelopment 2nd Human Rights Content Legal and Admini8tr3tive Infom]ation Report of the Ttust£es 2-16 Independent Examiner's Report 17 statement of Financial aaivities 18 Statement of Financial Position 19 Notes to the accounts 8-12 Detailed Statement of Financial ,Ictivities 25
Centrc for the Advancement of Development and Human Rights Legal and Administrative Infornution Board of Trustees: Askia Wame Umu S2nu Bah Hawa B2nie Registered Charity Number 1178974 Registered Office: Flat 2 Densfield 22 Albany lioad LL)ndon SE5 OAW Independent Examiner Patrick Jusu FCCA PAJ Accountants Chartercd Certified Accountants 10- 16 YerROad r)ocklands tA)ndon E14 8PX
Centre for the Advancement ofDevelopment and Human Right Report of the Tnlet$ For the Yedt End¢d 31 Decembet JJ25 The trnstees ptesent their ry¥ort vjith the fitian(i statements of the chajiry fot the year ended 31 December 2025. The Ttustees have adopted the provjsiots oEAccounting and Rcportsng by Charities.. Statement of Recornrnended Prartice applicable to charities prqYdEthg tbeir accounts ID a<roTdance with the Financial Rq)ottitig Standard applicable in the UK and RUbliC of 1relat (FRSIO¥ EffectÈve l Januw 2015. STRUCTURE, GOVERNANCE AND MANAGEMENr Govemiog document The charity ts controlled by its governitig doaunent and c<mtitytes artide5 and memoratmlurn oE&8soci*tion. Rectuitment and apwfvintmen¢ of new tru8ttt8 Apart from the first ch2nry trustees. every trustee must be appointed fot g term of three yeats by a resolution passed at x pKopeAy conv¢ncd rneettng of the djarity tsustees. In selecttng indi.d91s for appoirntmeat as Ch1 trustees. the chaD"ry Irusttts rnust have rewd to the skills, Itnowledge and experience nets&d for the effeaive admintsraiion of the clwiry. Infomi#tion for new chatity tw8tee8 The charity trusrees make aVlI61t to uch new chatity trustee, on c¢ before his or her fitst appotntment.. (a) a copy of the current vetsion of the Artides of association. and (b) a ccyy of the charity's latcstTnJstecs' Annual RetM)rt and statement of accounrs Risk managtrnent The twstees have a duty to identify and rlwiew the risks to which the charity is exposed and to (ri$ure 2ppropri#te controls are in place to PrOde rea50n2ble assurnnce against fraud and (rn)r. 'Ihe trustr¢5 confim) that thcy rcgularly rcvlew the 8i8nificant iisks facing the Chlty and have SySf(ans And proccdure8 in placc to mitsgate th05C riskb. The tharitrfs Secrthry is responsible fr)¢ the day4ts&y rnonirormg of and wortsng to the TDJStees. Induction and training of new tm8tee8 All tru%tees are expcctcd rn attend.. . Volunteer itiductyon train8 . Trustee induthon session . Any uther update trall) of tdewdnce to iK)ard mcmEK As part of the induction ProS$ all trustees reccivc copies of the fd1owl. . Outltne OE current l)oards skills and espericnce • A copy of the ptevious Year's annual wort and fiwncial ryort . A copy of the memoranthm and articles of 2ssoaation (governing docwnent) . A copy of the pievious bo2 meetmg minutes (once #greernr for zptK)Ar¢rment has beth rrade by the TDJStces) ' C.h8riry CommissRon CC3. The essthttsl twstee.. Ivhat you need to kn() • c.harity Comrnission CC.60- The Hall marks of an Effective Chan"ty . Copies of the trustee handbook all ojrrent up to date poh.cies
Centre for the Advancement of Development 2nd Human Right Report of the Trustees For the Year Ended 31 December 2025 Public Benefit Statement As a migrant community 2nd people with lived experience-kd otganisation. we experienced multiple disadvantages and challenges while triryng to settle 2nd integrate in the UK. We dtaw our inspiration and passion to help others from the resilience we built as we overcome the barriers and challenges we faced. We've seen and experienced our children being excluded from schwls and/or removed from the care of their parents by social services. Most of the time the parents who find themsclves in these situations do not ]mow where to begin, whether they should or can challenge thesc dccision4 and arc usually ashamed to talk about it or seek assistance. We've also seen and experienced people on five or ten years route to sertlement lose their immigration status and then Inse their jobs and homes. In most cases. these people also do not know where to start as, if they are unemploye& it means they cannot afford the application fees and if they do not have immition st2tus they are not allowed to work and if they are not working they can't afford to pay for their accommodatton. Although free legal services are delY available across the UK but in most cases. the communities we suppnrt are afraid or unwilling to access them due tr) fears th¢y havc about pcoplc in authority based on their past expetiences, re.U$. culturaL and other rcasons. We discovetcd through out work that thesc c()mmuIiities arc more likely to scck hdp from an organisation and people that they can tdatc wid4 who undcrst2nd thcir exp]enceS and are %ensitive to their rL.11OuS and cultural concerns. Mi88ion and Objective8 Our Mission thcreforc is to provide suitable, appropriat4 tindy. tailored. and persona]i8cd support services tu inth'viduals, famth'es, and the communities wc serve. We work with the c()mmunities we support to find the solutions appropriate to them 2nd continue building and strengthen our relationslll'p with the We als'o encourage thcm to set up community groups, voluntary organisations, and businesses 2nd establish partnerships with othets outside their communities. As the years we've spent working with these communities passes, we see the positive and transfornllve impict that our work is having on t1]L We aim to continue billldtng on our success as we gtow 2nd scale aosS the UK. PYJ
Section I Message from the Trustees 2025 was a year that tested our resolve, strengthened our purpose. and confirned the value of the model we have built at CAD-HR It was a year in which the organisation conts'nued to do what it has always done best: work quietly. strategically. and relentlessly in the background while communitses themselves took the lead in shaping solutions that were practical. humane, and transfonnative. We do not describe CAD-HR simply as a charty or a ser4ice provvjer. W8 see it as an innovative anchor organisation for the Mano River Union {MRU) Diaspora Communty in the UK. and in many respects a tugboat organisation.. small in size. but able to move things that are much bigger than itself. Like a tugboat guiding a large vessel through drffiCU waters, CAD-HR helps communities navigat8 ¢omplexity, over(x)me barriers, and reach safer, stronger, and more sustainable destinations. Its strength does not come from standing at the centre of attention, but from being ttusted to do the hard. often invisible work that makes communty transfomation possible. That is why our approach has never been to prescribe solutions for the communities we servè. We have learned that the communities themselvés already cary deep knowledge, lived experience, silienc6, and ambition. Our role is to work with them, not above them,. to help them develop, build, implement, and expand their own solutsons. and then to remain in the background, providing the baCk-Offi support, ti)ols. systems. training, and resources that allow community18ad8rs to focus on the practical work that improves the lives and Itvelihoods of their members. In 2025. thls approach once agaln proved Its worth. A year of success and strain This year brought real achievements. We saw the continued strengthening of our development work, the deepening of our human rights mission, and the growing recognition that community-led, culturally competent. and language-appropriate responses are not penpheral to social change - they are central to it. We also saw Ihe Communty Law Initiative continue to demonstrate its potential to transfonn the legal services se¢tor in the UK by bringing the law into the ¢ommunities that need it most. Through recruitment, training, accreditatron. arKI supervision, communty members have not only accessed justice mor8 easily; they have a180 become part of the process of delivering it. We also witnessed the promise of true communty wealth building Within the MRU community. This ha8 not been wealth understood namwly as income alone, but as the building of ¢apabilty, confidence, leadership. trust, and collective capacty. It is the kind of wealth that stsys in the community, grows within the community, and strengthens the community over time. The significance of this work cannot be overstated. When communities are equipped to organise their own solutions. they become less dependent on systems that often exclude them and are more able to shape outcomes that refiect their own realities. But 2025 was not only a year of success" it was also a year of challenge. Like many small organisations working in complex environments. we had to con*'nue balancing ambition with capacity, demand with sustainability, and innovats'on with the practical pressures of delivery. We faced the persistent realities of limited resources. the weight of communty need, and the challenge of maintaining high-quality support while building for the long term. Yetthese were not reasons to retreat. They were reasons to strengthen our systems, sharpen our focus. and deepen our partnetships. Pag8 4
Turning challenge Into progress Imiat made 2025 signrficant was not that challenges disappeared, but that CAD-HR and the communities we serve continued to respond with creativrty and determination. We did not allow pressure to become paralysis. Instead. we treated it as a signal to adapt, improvè, and make better use of the strengths already present within our networks. Iblhere services needed to becorne more resp(SEVe, we listened. Vknere )mmunItieS needed more ownership, we shared responsibilty. there complexty risked slowing progress. we simplified processes and strenglhened the practical support behind the SneS. In this way. the organisation continued to act as a quiet but effeGtNe enabler- on8 that helps communrties move fonNard on theirown terms. This is one of the defining lessons of ourwork." that the most sustainable solutions are often those designed with communities, not for them. CAD-HR'S model succeeds because it is rooted in trust. Communities know that we respect their expertise. value their contribution, and understand that our role is to help unlock what already exi8ts rather than impose what does not fit. Page 5
The significanc8 of the Community Law Inlllative Among the clearest examples of this approach is the Communrty Law InitiatÉve. This initiative represents far more Ihan a service model; it represents a new way of thinking about aCsS to justice. It shows that legal support can be free, accessible. culturally competent, and grounded in community leadershw). It shows that language baffErs do not have to be a pemanent obstacle. It shows that community lawyers, properly trained and supported. can become trusted bridges b8tween people and the justice system. We believe Ihis model has the potential to change the way legal services are understood and delivered in the UK. It is practical. cost*ffective. and deeply human. Most importantly. it is built around the real lives of the people vtho need iL For communities that have too often b88n expected to adapt themselves to systems that do not understand them. the Community Law InitiatNe offers r•omething drfferent: a system that begins by understsnding the community. That is why we are so commrtted to protecting and growing this work. It is not only about helping people with individual cases. It is about shrfting the cutture of acces8 to justic8 itself. Page 6
Looking to thè future As Trustees. we ar8 encouraged by what 2025 has shown us. It has shown us that the CAD-HR model is not only working, but that it is needed. It has shown us that small organisations can make disproportronate impact when they are dear in purpose, discAplined in delivery, and grounded in the ¢ommunities they serve. It has shown us that challenges, while real. can become catalysts for improvement when they are met with honesty. collaboration. and resolve. We therefore enter the next phase of CAD-HR'S journey with confidence and humilty. Confiden, because we have seen what is possible when communities are trusted and supported. Humilty, because we know that the work remains urgent, and that our role is always to listen, learn, and adapt. Our commthent is to keep building quiety but boldly- asan anchor for the MRU Diaspora Community. as a tugboat moving larger systems through change, and as a partner to the communities whose strength continues to inspire our own. We thank our Gommunity members, partners, volunteers. staff, supporters, and trustees for helping make 2025 a year of progrèss and purpose. The story of CAD-HR is ultsmately the story of communities refusing to be defined by their barriers. It is the story of resilience becoming structure, of lived experience becoming leadership, and of collective effort b8coming lasting change. That is the story we are proud to tell. IOINTIIE YOUNG lthpowèriftg Aspiring 14wyer• frr*m 16 t• 3s Page 7
Section 11 Funding, Sustainability, and Innovation For many years, one of CAD-HR'S greatest challenges was not the absence of vision, commitment. or communrty trust, but the lack of reliable funding to match the scale of the need. In its first five years. the organisation invested rts energy in building the enabling social structures that the MRU Diaspora Communrty needed in order to organise, partj'cipate, and thrple. That work was neSSary and foundatK)nal, but it was abo constrained by the reality that institutions cannot grow ful on go¢xlwill alone. Imthout adequate re-sources. even the most promising Gommunity structures can only move so far. and many of the ideas CAD-HR nurtured were slowed by the persistent difficulty of securing Sustainab funding. Yet this challenge became a tuming point. Rather than albwing funding constraints to vRaken its purpose. CAD-HR used them to rethink how sustainabilty should be built. The organisation recognised that long-tenn resilien woukl require more than continued relian on grants. It needed to develop enabling financial and economic structures that could support communty institutions more steadily and more irKlependently. That shift has been one of CAD-HR'S mosl important strategic innovalions. A key part of that transition was the organisation's deeper engagemenl with the business communitywithin the MRU Diaspora. This was not a departure from CAD-HR'S values., it was an expression of them. It refcted a practical understanding that community vftalth, when properly organised. can beme a Sour of o)Ilective strength. By building strong*r relatK)nships with MRU businesses and introducing a clearer ltUre of contrutIon, CAD-HR opened up new and more sustainable pathways for financing community ac-th)n. One of the most significant developments vas th8 SucSsfiJl mobilisation of Zakat contributs'ons from eight srnall businesses withbn the MRU Diaspora Communty. Thwse contributK)ns mad8 a decisive drfference. They did more than fund activities; they demonstrated that community-based organiSatnS can be sustained through trusted, cutturally grOUndd. and values-driven fTrnancing models. Zakat, with its ethical and religious basis in giving, offered not only resources but also a powerful reminder that philanthropy can emerge from within the communty itself, in ways that are both dnifIed and dependable. CAD-HR also strengthened its relationships with cultural oTrJanisations and hometown associations across the MRU Diaspora. These partnerships expanded the organisation's reach and created new opportunities for collaboration, visibilty. and mutual support. In addition, CAD-HR began to unlock the funding potential embedded in communty entertainment, including crowd fundraising through musical conrtS and related cultural events. This approach has proven especially valuable because it connects fundraising with community celebration, identrty, and belongir. It lums cultural life into a Sour of social and financial energy, while keeping the communty at the Cent of the prosS. INhat makes this experience especially important is that rt has not only helped CAD-HR survive a difficult funding environment. it has made the organisation more innovative. more adaptable, and more financially resilient. The lesson is clear. when funding is rooted in community relationships, value5, and shared purpose, it becomes more than money. It becomes part of the architecture of sustainability. This is why CAD-HR MaInS attractive to prospectrve funders. The organisation is not a passive recipient of support waiting for external rescue. It is a tested and evolving model of community- led institution-building that has already demonstrated how to mobilise local Page 8
reSoUrs, build partnerships. and deliver meaningful impact even in constraned arcuMstsn8. For funders. this makes CAD-HR esFecially (¥)mpelliTh3. Investment in CAD-HR is not only support for current programmes" it is support for a mojel that is practi1. replicable. and capable of generating lessons for the wider sedor. CAD-HR therefore continues to welwme grant funding and extemal investment for its pro-jects, but it is no longer dependent on grant funding alone in order to remain active and effective. That is a significant strength. It means the organisation can continue to deliver impactful projects and initiatives even while expanding its funding base. It also means that funders are not stepping into a fragile strudure, bLrt into a growing and s[lient one an organisation that has already shown how challenge (2n te Gonverted into innovation, and how sustainabilty ¢an be buiit from the inside out. For this reason, CAD-HR should be seen not only as a beneficiary of fvnding, Ixrt as a model worthy of clos8 Study. Its experien offers important lessons for other organisations seeking to balance mission, community ownership, and financial sustsinabilrty. Thè organisation's joumey shows that when Communities contribut8 to the resources that sustsin them, they do more than fund projects: they h81p build institutions that last. Sectlon 111 CAD-HR'S Achievements in 2025 Page 9
If 2025 proved anything, it is that CAD-HR is not simply resFx)nding to need. it is helping to reshape the systems through which need is understood, addressed, and ults'mately trans-formed. This was a year in which the organisation moved from building ideas to buikling instrtutKJns. and from proving concepts to laying down s(21able models that can serve communities now and into the futu. On its human rights advanrnent mandat8, CAD-HR xpleted the o>design of a Community Law Initiative with its beneficiary communities, a model that is capable of Ghanging not only how legal services are delivered. but how law is taugh( trained. under-stood, and experienced. The significance of this is profound. For too long, al systems have been designed around institutions rather than communities, and legal edu(2tion has often remained distant from the lived realities of those most affected by injusti. CAD-HR is helping to change that. Through the Communty Law Initiative. th8 organisation is demonstrating that law can be brought closer to the people. taught in context, and delivered through trusted communty structures that are culiurally competent. language appropriate, and rooted in lived experien(%. At the heart of the initiative are three inteTlocking pillars. each one designed to strengthen access to justice while building communty capacity. The first pillar is the community lawyer model. These are lawyer5 recruited from the very communities they serv8, precisely because trust, language, and cultural understsnding are not minor details in legal service delivery- they are the foundation of effective access to justice. These wmmunity lawyérs are train8d. accredited, and supported to provide fre8 legal servi8 that a both lingtJisb¢ally accessible and culturally sensitive. In doing so, they help to remove the invisible but powerful barners that prevent many people from seeking legal help in the first place. The second pillar is the You n g C<)mmunity Lawyer pathway. Vthat b8gan as a T Level placement opportunity has grown into Something much larger. a pipeline for the nextgeneration of legal changemakers. These young people are rK)w beiTrJ supported to establish their ovm organisation, the Young Communrty Lawyers Network, through which they will help implement the Community Law Apprenticeship Programme (CLAP). This one o f CAD-HR'S most fonvard-looking achievem8nts, because it ensures that youth a not treated as penpheral participants in the initiative, but as central a¢tor5 in its growth and long-tem sustainabilty. CLAP itseff is especially innovative because it offers Iwo routes. One route is linked to university studies, while the other is a direct apprenticeship pathway. Together. they create genuine options for young people to secure careerprogression, remain in the communty law space, and either continue as impact- oriented c¥Jmmunity lawyers or prog$$ into qualifications as solicitors or barristers. In this way, CAD-HR is not only opening doors; it is lIdIng career fuiures. The third pillar is the Community Law Hub model. These hubs function much like GP surger-ies for legal need. They are located in the places where communibes already gather and seek support - churches, mosques, community ntre$. local libraries, grassroots organisations, and even spaces where people come to collect food parcels and a¢sS other essential services. This is a Crucial achievement because it recognises that people rarety experien legal problems in isolakn'on. Legal need sits alongside housing difficulty, immigration stress, family breakdown, inc)Jme insecurity, and other forms of social vulnerabilty. By embedding tegal support in familiar community spaces, CAD- HR is making Justice mor8 approachable, more human. and far more responsive to actual need. The scale of progress is already sionificant. The Community Law Hubs now number in the twenties. the trained and accredited cvmmunty lawyers are in the thirties. and the young Page 10
community lawyers are in the forties. These are not just numbers. They are evidènce of a growing ecosystem - one that is steadily becoming capable of sustaining rtself and of expanding its reach. Together, these three pillars ensure that people can asS free. language appropriate. and culturally competent legal services in a way that is prattical. dnIfied, and communty-led. CAD-HR is now working with partners to establish the South London Communty Law Net-work, with a view to expanding gradually to other parts of London and beyond. This is an important strategic milestone. It moves the initiative from an imprnssive k)cal model toward a potentsally transformative nelwork with wider reach and influen. At the same time. CAD-HR is collaborab'ng with partners on the training, accreditats'on, supervision. and regulation of both communrty lawyers and young community lawyers. as well as on the governance and oversight of community law hubs. This is exactly the kind of refUl, disciplined scaling that allows innovation to become sustainable rather than fragile. On the development advancement side, CAtkHR also ad)ieved a major milestone with the attainment of Communily Development Finance Instituti'on (CDFI) status for the MRU Diaspora Communty. This development is especially important because it reflects CAD-HR'S ability not only to support community wellbeing, but to build the financAal infrastructure required for long-tem economic strength. The organisation is working on an FCA application to secure a license for a crowd investrnent platfom, through which Iow-net-worth individuals, communlty organisations. small businesses. and high-net-worth individuals will be able to pool sourCeS and invest in community businesses through the CDFI, drawing on the relevant tax InntIveS available. This is a bold and fonvard4hinking mc*Jel. one that has the potential to unlock o)mmunrty wealih in a way that is inclusive, structured, and replicable. Page11
The CDFI will also run at least two incubator and accelerator programmes each year. helping to nurture communty businesses and entetprises from the point of idea generation through to growth and sustainabilty. This is not mplY about finance" it is about building a pathway for economic agency. It offers the MRU Diaspora Communty a means of generating weaMh from within. while creating a model that can be studied and adapted by other communrties with similar social and economic characteristics. In this sense. CAD-HR'S work is not only innovative,. rt is strategic and sector-shaping. P&rhaps one of the clearest signs that CAD-HR'S resilience and credibility are now being recognised beyond its own networks is its invitation to join the Southwark Unified Black Network (SUBNet). a consortium of six Black-led organisab'ons in Southwark bidding togetherer to manage the newly commissioned Centr8 for BlaGk African and Caribbean Elders (C-BACE). The consortium's bid was successful, arKI CAD-HR, as Lead Consortium Member, is now negotiating the temis of the agreement with Southwarf( Council alongside its strategic partners. While at first glan this may seem like a departure from CAD-HR'S core mission, il is in fad a powerful opportunity to 8Xtend that mission in a new and practical way. The C-BACE opportunty matters because rt allrybvs CAD-HR to link its social programmes. some of which have struggled to gain trartion due to furKling and structural constraints. wrth a ntre that has strong community relevan and visibte public value It also opens the door to deeper cohesion b&een beneficiary cornmunitses and the wider communittie8 they live alongside. Most importantly, it represents a shfrft in power. Communits'es that have historically struggled to access mainstream services are now in a position not merely to receive seNices, but to deliver them. That transfomation is not symbolic., it is structural. It signals o)nfidence in the leadership, capacity, and vision of Black-led organisations, and it creates space for CAt>HR to demonstrate the full value of its communtty-based approa¢h in a visible, instrtutionally supported setting. Taken together. these achievements show an organisation that 18 not defined by limttations. but by its ability to convert challenge into progress. CAtYHR has shown that resilien is not passive endurance.. rt is the ¢apacty to build, adapt, arKJ lead under pressure. It has shown that innovation is most powerful when it is grounded in communrty trust. And rt has shovm that small organisations can make a very larg8 differen when they are cr in purpose, disciplined in exeCArtn, arKI deeply connected to the (x)mmunrties they ser48. In 2025. CAD-HR did more than grow. It strengthened the architecture of possibility. Page 12
¢4 Mliag•fr*rF.Ide Sectlon IV Levoraging the Successes and Challeng8• The story of CAD-HR in 2025 is not simply a story of sunrfival, growth, or even achievement. It is story of transformation of what becomes possible when a community-led organisats.on leams how to turn pressure into purpose, limitation into innovation, and SucsS into a plalfomi for deeper and wider change. What CAD-HR has built so far is already remarkable. It has shcmin that small organisations can generate large social value when they are rcrf)ted in trust, guided by lived experience, and commrtted to practical action. It has shown that oynmunty law can be delivered in ways that are free. culturally competent. and human. It has shown that community wealth can be built not only through grants, but through relationships. contribution, enterprise, and shared responsibility. And it has shown that when Gommunities are invited not only to re1ve ServIS but to design and lead them, they become the archrtects of their ¢Ybvn future. Page 13
The OPF)Ortunity now is to take these successes and scale them with intention. CAD-HR'S achievements in 2025 have created more than momentum; they have created a frameworf( for replication, expansion, and influen. The Community Law Inrtiative can be developed further into a model that informs how legal education is taught, how legal services are structured. and how cornmunity-based ac88 to Justi can be embedded across the Ulc The Community Law Hubs, the communty lawyer m¢xlel, and the Young Com-munty Laer pathway together offer a vision of al support that is locally grounded, professionalty robusL and nationally relevant. In the same way, the Community Development Finan Institution and the emerging crowd invèstment platfomi point to a future in which communrties do not wart at the edge of the economy hoping to be included. but become active parbcipants in shaping. funding, and benefiting from Ft. This is not onty an economic strategy.. rt is a social one. It opens the door to enterprise, jobs. resilien. and dignity. It creates opportunities for low-nel-worth indivhluals, community groups, businesses, and high-net-worth supporters to contr&>ute to a shared model of wealth creation that remains anchored in communty benefft. The challenge8 CAD-HR has faced are part of vthal make this vision credible. Because the organisation has had lo work créatively through funding constraints, rt has leamed how to build with care, how to diversify. and how to remain effective even when reSoUrS are limited. BeGause Ét has had to earn twst one relationship at a time. it has become deeply connected to the communities rt serves. Because it has had to innovate under pressure, it has developed models that are practical, adaptable, and potsnb'ally replicable. These are not setbacks to be hidden,. they are assets to be feveraged. That is why the future for CAD-HR should be understood not as a conts'nuation of the past, bL¢t as the unfolding of a deeper possibility. The organisation now stands at a point where its successes can be multiplied, and its challenges converted into lessons that strengthen both its own work and the wider 8COSyStem around rt. The South London Communty Law Network, the CDFI, the Young Communty Lawyers Network, and the Centre for Black African and Caribbean Elders all reprèsent pathways through which CAD-HR can deepen its impact while expanding tts reach. Each of these opportunities can become a story of communty adVanrnent, instrtuts'onal innovation. and public good. For the MRU Diaspora Communty, this future holds particular promise. It means stronger institutions, wider acc8SS to justice, greater financial inclusion, and more pathways to leadership and enterprise. It means that community members will continue to seé CAD-HR not just as a service provider, but as a builder of possibilities. It means that the lessons learned in one community can be translated into practical benefrt for others, creats.ng a ripple effect that reaches beyond the immediate beneficiary base. For the wider UK communty, CAD-HR offers something equally valuable: a tested model of how community-led organisations can solve real problerns in ways that are more humane, more efficient, and often more effective than top-down approaches. It demonstrates that when ServIS are buiEt around the needs. language, and culture of the people they serve, they become MO acc8ssible and more trusted. It also demonstrates that financial resi1[en, community participation, and social justice are not separate ambi-tions. trtey reinforce one another vth8n designed well. Th6 future, then, is full of possibility. It is a future in whith CAD-HR ¢ontinues to grow in confidence and reach. while remaining true to its founding ethos. It is a future in which Ghallenges are not feared but studied and converted into strategy. It is a future in which Page 14
success is not measured only by scale, but by depth, integrity, and lastirYJ change. It is a future in which the communities CAD-HR serves continue to rise, not because problems have disappeared, but becaus8 they now have strongèr institutions. better tools. and a trusted partner walking beside them. That is the kind of future CAD-HR is already building: bright, grounded, and full of hope. A future where remarkable susS stories are not eXptIOnal events, but the natural outcome of communities that are organised, supported, and empowered to thrive. Secllon V Impact of CAD41R's Wo The impact of CAD-HR'S work cannot be understood onty through numbers, although th8 numbers are important. Its deeper impact lies in the fract that people who were once excluded, unheard, or dependent on outSKle systems are now becoming trusted providers of support within their own communities. That is the real transformatbon: not only access to servIs. but ownership of servis.. not only beneficiaries reiving help, but communty members b8coming the people who help others. One of th8 Strongest examples of this is the Communty Law Inrtiakn've. In 2025, CAD-HR had established 21 Communty Law Hubs in churches, mosques, community ntre8, food bank8, and grassroots organisations. These hubs are not symbolic location$. They are living points of access where people already gather, already trust the space, and already feel safe enough to ask for help. Each hub operates independently while remaining connected to the wider initiative. and togèther they provid8 SUPPOrt to at least 40 to 50 individuals and families every week. This means légal help is no longer something distant. intimidating, or res8rv8d for those who know how to navigate the system. It is present in the everyday spaces where people live their lives. But the true impact of the Communty Law Initiative goes beyond access figures. The community lawyers themselves have been trained, accredited, and equipped in ways that have changed not just what they do, but who they are in the eyes of their communities and in theirown sense of possibility. They are no longer simply recipients of opportunrty. They are Ixusted professionals, community anchors. and problem-solvers who under-stand both the technical demands of law and the human realities behind legal need. The value of that transfomiation cannot be reduced to a spreadsheet. It shows up in confidence, credibilty. leadership, and th8 ability to serve with dignty and care. The same is true of the Young Communty Lawyers. Their impact is not only that they are now part of a pathway into the profession, but that they have moved from uncertainty into structure. here once there may have been confusion about what the future will hold, there is now clearer s8nse of direction, career securty, and purpose. That matters deeply. For young peopl8, certainty about the next step can be lrfe changing. It cmates stability, ambits"on, and hope. It also ensures that CAD-HR is not only building ServIS for today but building the next generation of ommunity lawyers who will carry the mission forward. The impact of the Communty Development Finan Institution and the wider community wealth- building agenda also reaches beyond measurable outputs. Its sIgnffiCan lies in what it makes possible forthe MRU Diaspora Communrty.. access to financial structures that are designed around community alitieS. not imposed from outsmje: opportuntties for community organisations and small businesses to grow in a way that keeps alth circulating localty. and the possibility of creating a long-term economic foundation for future generations. This kind of impact is slow to mature, but On it takes root. it can change the trajectory of entire communities. Page 15
Centre fot the Advancement of Development and Human Right Report of the Tntstees For the Yeat Ended 31 December 215 FtNANCIAL REVIEW ReseNes Itts the objcclive of the dtariry to resttthd fthds are kept at a level Twhich pEom&s to tove The Chatity has a pokcy of keeping w sutplts hguid fimds sknn.tem) dqjosits thjch Et teadily accessed 2nd wlwe theC21 Js pry)te£te(L The objective of & lovestnl po]y is to tDaMmi interest wljde ]irw'tsn8 [L This rrf)hcy is adopted as & swplus tuxmb Ate exFthd to bt used io the Dtst fthtte to fiuxt (otiYJllttsknt5. Trustees collsidet that & cuttent level of re5trtctcd rtxrves fot tbt Cl is below thit that d Chariry should aity to explot¢ vpays Ofejpg its iOt stttat GOING CONCERN . Aftet tyJakfft8 enqLune4 the Tntstee$ havt 3 Ewonabk ex&t)ll that the (knty hA6 ad4ua te80Uttt8 to Co1 its t)bjtctive$ acti¢5 for the pubhc Eenefit for the fo1£ e..4Ccotdts. thq contin to adopt the gotsig oncem bas in prepAllng tbe gnnual repon arwl &ianctsl stsiet)nt& Further detsi15 regarthg the oPtiOn of the g)m8 coocern ort iti notr I 'Attow Pohoes, iti the fJnw4 STATEMENT OF TRUSTEES RESPONSIBILITIES The (who are Alao dllectors of GNee to GrAce5 for purposes of company ]•w) are rtsponsibk fr)r prepxtts the RePt of the Trustees al the finanaaj stsietnents itt acco with applxabie IAW Uoited Kth8th)m ,.Icci)untin8 stKd8 (United ltingdom erallY AccepteA Acr8 Ptxtsce} FRS102 the Fu)and Rcportiffjg Staxmlard Apphcable in the UK #nd Republic of Itel ConJpAny law zeqwes the tDJstet8 to pr¢p•re Fjoancial $t#tements for tsdx fin•nC4 ye%T give a tNc 2ry1 f¥Jr view of d]e slate oE#ff8trs of tbe cllbIt company and of the inconmwg reS0[Cel and applÈcation uf Éhe gnd expettditur4 of (hc cballraEle comwy for that 1¥)& In preti tho¥c fioan(41 $tatarent4 the ttufjtte5 are tequired to . observe the Tnethods and ptin¢Jpk$ in the C.h%riry SORP. . make jtyents and esiirnaru that are reasonable prud. . prL'pAre the financial statentS on the 8Oll]8 conccrn btsts uokssit 15 irrappttjptiztr to presume thai the cbltable comp2ny will contit)uc in businey finAntiA] po8itiOrt of the th1tbi£ company and to enab]e thcm to ensute that tl fin2ncd ¥tatemu)t$ coftllply with the Cumpatiie5 Act 2(KK? a1 charities act 201 l. The! ate xlsv re5poL¥ble for s8feguar&% thc assets of the ebatt'tAbk company ntl hence (or takjng reawnable $teps for the ptevention and detrclion of fraud tsl othcr tste8ukn'tie& The tLU$tee5 ¥LEe reSponsile fot thc I71eance I1 intwtty of coryM)tste and finncul infotujgtion induded oll the chaAt¥ble cotllpnl$ web&"te. 14is]atioD in the Unired Kitig(knb the PLrpration di8setwtion of fu]*n(i statenjents differ ftom l¥'sbtioD Jn other puis&ts( Apptoved by order of the IM)¥rd of Ie$ ots 10th Jthy 26 attd Kdo its l1fbT. ,15kia Warne Ch, TDJstees Pw16
Centte for the Advancement of Devclopment and Human Right Independent Examiners Report to the Tnjstees For the year ended 31st December 2025 I report on thc accounts for the ycar ended 31 Decetnber 2025 set out on pages six to thirttt Respective responsibilities of trustees and examiner The charAty'S trustees are responsible for the prepwtion of the accounts. The cha£1S trustecs consider that an audit is rtot required for this year (undet Secti(m 144(2) of the Cl)attties Act 2011 (the 2011 Act)) at that an independent ezan)iiution is required. Having satisfied mysdf that the chariry is not subject to under comydny law and ts ely'ble for independent exainiIution. it is my responsibih.ty to: examine the accounts under Section 145 of the 2011 Act . to follow the ptocedures down in the Gener81 Dittctions gwen by the Chatity Comtillssion (uftdet Section 145(5)(b) of the 2011 Act). a . to state whether parnculat mitters have come to my atteDtirnL Ba818 of the indepthdcnt exami$ report My exan)ination was cartied out in accordance with the General t)irections given by the Clty Commission. Ao arn]naU0Th indude$ a rewv4V of the accounttng records kcpt l)y the charity and A compAnson of the accounts presented with thosc records. It also indudes consideraui)n of Zny unusual items or disdosures in the accounts, and seeking explanatioos from you as trustLes ci>nceming such matttts. The ptocedures undcrraken do not provide alI the evidence that would be tcquircd in an audi¢ and consequently no opiftinn is givcn as to whether the accounts present a 'true and fait View ' 9nd the Iwrt is limitcd ro those marters set out m the statunents Edow. Independent examinees Statement In connection with my examination. no mattet has come to my attention: (l) wlllch gves me teasanable cause to be]kve that, in any matetiai respect. the reqUents to keep gccountsng recotds in accordance with Section 386 and 387 of the cpanIeS Act 2(M)(); and to prepare accounts which accord with the accounring records, cotDply with the accounttng requircments of Scctions 394 and .395 01 the C.0Mparri Act 21X)6 and with the methods and ptinciplcs of the btat(ancnt of ReconimetKlcd Pr4Ctice: Acwuntts]g and Rcporting by Crities have not becn me¢ or (2) to whicty in my Opini attentirm shoukl be dtawn in otdet to enable i propet understxndjng of the accounts to be reache& Patrick Jusu FCCA PAJ Accountants 10- 16 TL Road Dockknds. London E14 8PX Date. 10th July 2026 Py17
Centre for the Advancement of Development and Human Right Statement of Financial Activities For the Yeat Ended 31 December 2025 Toral Futsdé 21124 INCOMING RESOURCES Incoming Re80urce8 from generated fund8 Voluntw Income Donatsons GrantIncome General Grant 457Ja) 457J20 498.450 Total Incoming Re80urce8 457J20 457J20 498.450 RESOURCES EXPENDED Resoutce8 expended on Chatitable Activities: Charirable acrivitses costs 388,728 388,728 444.996 Cost of generating voluntary mcotne Re80urce8 Expended 388,728 OthLY Resources Expended Govemance costs Other support costs 4.844 4,844 Tot21 Re60Utce8 Expended 394A72 39V72 9,840 Net incoming resource8 for the yegr 61748 61748 48.610 RECONCILIATION OF FLfNDS Net movement in funds Fund balances btought forward Prior year adjustments 61748 6&748 67222 48.610 514213 {495.601) 672f2 Fund b212nces camcd fotward 61748 9,0 67.222 Page 18
Centre fot the AdVanent of DevdopxDent and Hutt1 Rigtit Balance Sheet At 31 December 2(125 Totst No• Fixed Assety T•wbie ffftd Se t1768 &924 Debtors 12 Cash at wod io hand 53.454 Cteditots: An)outtt$ f4thtig due wiihin otte yr N¢t Qg.970 672t2 Fyttdl Unt¢stticted Fund8 14 67222 The membets have not required the C.IMnry olnin an I¢ of tr5 ftnanual #txiements (or the penod tequittrnts and thtcshoHs th.ffer by UK w and Ened tt) the (Iwi"ry bORP frtlrement of Thc wstee$ acknowledF thejr re8poJJbilitie4 for l4)Eh$irtg th2t the Chlty keeps accountiog Ltcods that canply with alty c(xnmi'stt SORP ?t2temLYLt of Rec(xded PA¢liCC) {bP]I)g fJDADcthI StAmts WI Ind fair view of the st&t of ffait5 of tht at the crxl of each ftswi<xg1 year *nd of kn Su1$ or defioi for eAch financd year iti Xcotdaoce with Ch8ory Comnll$5xm S(IRP (Ststement ofRtcOmded PThttiee) This FinAncd stattment har lknj prq)grcd' under a StsEemeni rjf ReCOded Praciice (SORPI ensiitrs sectot.5pccific accountsng ComphcL It inirgratts cote FLS 102 statthr&4 sp9]ed rde Askna Wame Ch¥it olBogrd of Trnstce5 P4r 19
Centre for the Advancement ofDevelopment and Human Rtght Notes to the Financial Statenients For the Year Endcd 31 DeCernr 2AYIS Accounting Pohcie8 Accoutsting Convetttion The accoun(s hve Len prepared in accordaocc with all applicable accounting standards. FRS 101 the Statement oERecommen(kd Practise (SORt).-Accoulltillg and Reporting by Ch2tities- revised 2026 (FRS 102). except for the aIternative headw that luye Ixeo ta in the sts1¥llt of Flllancwl Activxtte4 as the Tmstees fed th2t the tevised headmgs make the accounts eASitt to read for * non-financ audien The ptincwl accountyng Pol adopted in the pwar#tM of accow)ts ate Set out below. "rhe charity constiwtes A bItC Etoefit entity As defintsl Ery FRS]L Exemptlots from preparing z cash Ih)w $ttment Exemption has bttn tsken from ptepanog a $b tkny 5tsterot on & grounds that the chlble company quaitfies as a smU charitable company. All incoming resoutces are tttluded on the Stxtement of Ftimtitial Acttvthe$ when the chanty is Icgatiy Grants and Donation8 Income fr(>m gE3nts donations i induded in incomti¥ resources whert tTrse ue receivble. Golng concern The CknriWs activities. t(gether wrth the fxctots ]knty to aEFert its trI[e perforn)aftce and position Set out in the Report of the Trusttts on EYAge$ 2 to 8 descri1$ the structure. govemancc and m•twment OF ¢hL. chlty. At5 lisk management poh.aes #nd pmcedure$, its obCtIveS and activitiry the acTru'evements. perEom)ance and fitw)C p)5ition ol the Chan'ry. afTrd 118 p]an$ for the future. Ilfter making enqUleY, the Tw5tees h¥Lve g reAsonable exFectatioti that the Charity has 2dequaie re50Utcc$ tf) continue its iibjectives artd activitie8 fot the pubhc benefit for the foresttabk fij¢U Accordiogty. they continue adopt the 8OJt¥ Re8OUt¢e8 Expttsded Expcnth"ture is accounted for nn an accnds ba$ and has Fxen dassifjed under headg$ that 2Fsregate all cost telatcd ro the category. cosis cannoi be dtrtct]y attributed to PAnAcui#r he4S they have been allocated io acuviiies on a conststent with the use of resourc&s. Co•t of generating fuThlB c.ost of generatujg fund8 arc those costs tdatsng to the gtneration of I)Me arnl Inc1c$ cost relatcd to the manaKcm¢nt of the ch2n'¢ie8 acuvities. AJioction and appotts0tsn0t ol c08ts Support cost are those c(knt related to sbared activittes of the (xFJnisatson and gre apprtiotied on a basis cOnStdCd appropnate to yle[ activllics. GovenMrtKe co8ts C7nvcmance costs the costs a88OCiated TrFith stratew dtreet1 of the clwiry and with rneetsng regu]aiory responsibÈ]iiies. Fund acCouing Unrestticted fi]nd$ can be used tsy accokno with the cknitable obiecuves at the discreti'on of the trnstee. Restucied fidS catt only used for partiadar restricted PurSe5 withjn the obj'ects tsf thc cb2tt.ty Rc5tsiCtions Irise wben stwfrd by the doAX)r or fiuKls gre ratscd for particulr restricted puwses. Implemthtitig Partnets notcs to the accounts. P¥3)
Centre for the Advancement of Development and Human Itight Notes to the Financial Statements For the Year Ended 31 December 2025 IA TaDg&bk fixed assets and depreciation Tangible assets are induded at cost kss depteiiatson and iJnFaittnent DePrjatiOn has been ptovi&d at the £olloTrll4 rates to wtite off the assets ovet their &stimated usefijl lives: Fixte$ & fitW/o on c05t Computer eqLUPMen3/o on cost 2 Voluntary Income 31.1121)1fj 31.122024 General donations 3 Grant 31.122025 31.112024 Akdius Foundtion Famity Unlted Tribal 0rgantsati0 Zgkat Collective 15721) 127.8 118,8(K) 11821M) 1_1.1.65(> 498.450 457J Resoutce8 Expended Clwitablc acuvAtics cost 3L12.2O25 31.122024 Hardsbjp Fund Health and Wdlbeing Support J%#1 SLtvice Support leAchmg and LxArning Support t16.41K) 96J96 106.2 126.(KX) 444.996 74728 728 s Co8t of generating voluntary income 31.122Tr25 31.112024 Ttavel and 8ubsistencc Printing and &t2tionery Gover02nce costs 3L1221Y25 3L122IJ24 Accountancy services Independent examination Bank charges 1kn21
Centre for the Adyattcetst of Deveknpmettt and Hun)an Right Notes to the Financ1 Statements Fot the Year Eoded 31 Decembet 2025 7 Othet support ¢08ts Dcpreciat¥)n ljJsutattc¢ 8 NET INCOMENG/ioufGOING) RESOURCES 31.)Y25 3L1L))24 Net zcsouytts ¢ $t•tcd aftcr Cha4/<(.lj: Depreci•t¥)n. owoed a55ets IndeFaent eramititioJ) 9 TRUSTEES, REMUNERATION AND BENEFtTS There wue no twstees, tetllutU#Its)ti OT other benefits for the yewettded 31 December 2025 Njr for the year ettded 31 tkcember 24. December 2024. io STAFF COSTS 3L12J)25 3LWffj24 sccwity costs 31.2• No ettsployecs recuved ewoknnents in em¥8 Df £(A).(MJ).
Centte for the Advancement of DeVelOpnlt and Hunun Right Notes to the FitsanCA Statemthts For the Yeat Ended 31 DeceDth 21)25 11 Tatigible Fixed A¥scl¥ Office & Equipment equipmett Tot•1 At 1st January 1125 7211 11.401 18.612 At 315t Dcccmber %)25 11.401 18.612 Deprccia¢AOD At 1st January 2$ Cly for the year 3,762 3,762 AI 31M Decembtt XJ25 1163 7.525 9.688 Ntt Book V4lu¢ At 31st Deceth 2011 Net BookVue At 31st Decernber X)24 6,129 7.639 13,768 3L112025 3L1124 12 Debto 31112025 3L1121 13 Creditoty. Axn4)uats fitsg due Other etyh.[s
Centre for the Advancement of Devdopmenr and Human Right Notes to the Financial StAtements For the Year Ended 31 December 2025 14 MOVEMEfm IN FUNDS At 1st Jatt. Net Movthients in fimds 31st Dec. 2025 Unrestticted fimd 67222 62.748 129.970 Restsicted 67222 6£748 129,970 14 SUMMARY MOVEMENT IN FUNDS FOR THE YEAR Tncoming resources Movcment in tunds cxpLy)d(xl Unre$Cted funds 457Jll (394.57¥ 61748 Restricted fimds 457J 39472 62,748
Centre for the AdVan¢t ofDevelopment and Human Right Detailed Statement of Fioaocial Aciivities For the Yeat Ettded 31 December 3)25 3LII INCOMING RESOURCES Voluntary income Genetai Donations Total Voluntary Ineome Gcn¢tsl Grdnt 457JX) 49B,450 Total Gtant ReeeAved 457JJJ 49&450 TOTAL INCOMING RESOURCES 457Jal 49&450 RESOURCES EXPENDED Chatitable *rtivitie8 CO8t HdSkn'p Fund Health and Wellbong PpOrt LtgAI Service Support Teachjng al LeAming Suppon 96J96 io&( C08t of genetating voluntary ineomc Entertainmcnt expenses Travel 2nd subsistcncc Printing and stauoncry Governanee costs Accountancy services Independent examinatson Bank charge5 Support C08ts Depreciation Insurance Website m9intenance 4844 48M Totsl Re80urces Expended 394S72 449,840 Net EXpendire 61748 48.610 P•Ac25