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 Y￿erROad
r)ocklands
tA)ndon
E14 8PX

Centre for the Advancement ofDevelopment and Human Right
Report of the Tn￿let$
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 R￿UbliC 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￿.d￿91s for appoirntmeat as Ch￿1￿ 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 aV￿lI61t 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$ure 2ppropri#te
controls are in place to PrO￿de rea50n2ble assurnnce against fraud and (rn)r. 'Ihe trustr¢5 confim) that thcy
rcgularly rcvlew the 8i8nificant iisks facing the Ch￿lty and have SySf(ans And proccdure8 in placc to mitsgate th05C
riskb. The tharitrfs Secrthry is responsible fr)¢ the day4ts&y rnonirormg of and wortsng to the TDJStees.
Induction and training of new tm8tee8
All tru%tees are expcctcd rn attend..
. Volunteer itiductyon train￿8
. Trustee induthon session
. Any uther update trall)￿ of tdewdnce to iK)ard mcmEK
As part of the induction Pro￿S$ 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 #greern￿r 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
immi￿￿tion 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.11￿OuS 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
transforn￿llve impict that our work is having on t1￿]L We aim to continue billldtng on our success as
we gtow 2nd scale a￿osS 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 S￿neS. 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 aC￿sS 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 ne￿SSary 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 ref￿cted a practical understanding that community vftalth, when properly
organised. can be￿me a Sour￿ of o)Ilective strength. By building strong*r relatK)nships with
MRU businesses and introducing a clearer ￿ltUre of contr￿utIon,
CAD-HR opened up new and more sustainable pathways for financing community ac-th)n.
One of the most significant developments vas th8 Suc￿SsfiJl 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
organiSat￿nS can be sustained through trusted, cutturally grOUnd￿d. 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 d￿nifIed 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 con￿rtS 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 pro￿sS.
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

reSoUr￿s, build partnerships. and deliver meaningful impact even in constraned arcuMstsn￿8. 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 practi￿1. 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 advan￿rnent mandat8, CAD-HR ￿x￿pleted 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 servi￿8 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 a￿sS free. language appropriate. and
culturally competent legal services in a way that is prattical. d￿nIfied, 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 In￿ntIveS 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 c￿r in purpose, disciplined in exeCArt￿n, 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 Suc￿sS 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 re￿1ve ServI￿S 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 ac￿88 to Justi￿ can be embedded across the Ulc The Community Law Hubs,
the communty lawyer m¢xlel, and the Young Com-munty La￿er 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 reSoUr￿S 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 adVan￿rnent, 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
ServI￿S 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 su￿sS stories are not eX￿ptIOnal 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 servI￿s. but ownership
of servi￿s.. not only beneficiaries re￿iving 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 ServI￿S 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 21￿5
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 theC2￿￿1 Js pry)te£te(L The objective of & lovestn￿l po]y is to tDaMmi* interest wljde ]irw'tsn8 [￿L
This rrf)hcy is adopted as & swplus tuxmb Ate exF*thd 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 i￿O￿t stttat
GOING CONCERN
. Aftet tyJakfft8 enqLune4 the Tntstee$ havt 3 Ewonabk ex&￿t￿)ll that the (knty hA6 ad4ua* te80Uttt8 to Co￿1￿ its
t)bjtctive$ acti￿￿¢5 for the pubhc Eenefit for the fo￿1£ ￿￿￿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 fJn*w4
STATEMENT OF TRUSTEES RESPONSIBILITIES
The (who are Alao dllectors of GNee to GrAce5 for purposes of company ]•w) are rtsponsibk fr)r prepxtts
the ReP￿t of the Trustees al￿ the finanaaj stsietnents itt acco￿ with applxabie IAW Uoited Kth8th)m ,.Icci)untin8
st*K￿d8 (United ltingdom ￿erallY AccepteA Acr￿￿￿8 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 c￿ll￿bIt company and of the inconmwg reS0￿[Cel and applÈcation uf Éhe
gnd expettditur4 of (hc cballraEle comwy for that ￿1¥)& In pre￿ti￿ 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 state￿￿ntS on the 8Oll]8 conccrn btsts uokssit 15 irrappttjptiztr to presume thai the cb￿ltable
comp2ny will contit)uc in businey
finAntiA] po8itiOrt of the th￿1t￿bi£ company and to enab]e thcm to ensute that tl* fin2ncd ¥tatemu)t$ coftllply with the
Cumpatiie5 Act 2(KK? a￿1 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 reSponsi￿le fot thc I￿7￿1e￿ance I￿1 intwtty of coryM)tste and fin*ncul infotujgtion induded oll the
chaAt¥ble cotllp*nl$ web&"te. 14is]atioD in the Unired Kitig(k*nb￿￿ the PLrp*ration di8setwtion of fu]*n(i
statenjents differ ftom l¥'sbtioD Jn other puis&ts(
Apptoved by order of the IM)¥rd of I￿￿￿e$ ots 10th Jthy ￿26 attd ￿￿Kdo￿ its l￿￿1fbT.
,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£1￿S 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 C￿￿lty
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 reqU￿ents
to keep gccountsng recotds in accordance with Section 386 and 387 of the c￿￿panIeS 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 C￿rities
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 T￿L￿ 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 AdVan￿ent of DevdopxDent and Hutt￿1 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
tequittrn￿ts and thtcshoHs th.ffer by UK w and ￿￿Ened tt) the (Iwi"ry bORP frtlrement of
Thc wstee$ acknowledF thejr re8poJJ*bilitie4 for
l4)Eh$￿irtg th2t the Ch￿lty keeps accountiog Ltcods that canply with a￿lty c(xnmi's￿tt SORP
?t2temLYLt of Rec(x￿ded PA¢liCC)
{b￿P￿]I)g fJDADcthI StA*m￿ts WI￿ Ind fair view of the st&t of *ffait5 of tht
at the crxl of each ftswi<xg1 year *nd of kn Su￿1￿$ or defioi for eAch financd year iti Xcotdaoce with
Ch8ory Comnll$5xm S(IRP (Ststement ofRtcOm￿ded PThttiee)
This FinAncd stattment har lknj prq)grcd' under a StsEemeni rjf ReCO￿ded Praciice (SORPI
ensiitrs sectot.5pccific accountsng Comph￿cL It inirgratts cote FLS 102 statthr&4 sp￿￿9]￿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 DeCern￿r 2AYIS
Accounting Pohcie8
Accoutsting Convetttion
The accoun(s h*ve L*en 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 $tt*ment
Exemption has bttn tsken from ptepanog a ￿$b tkny 5tster*ot on & grounds that the ch￿l￿ble company
quaitfies as a sm*U 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 tTr*se ue receiv*ble.
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. ch￿lty. At5 lisk management poh.aes #nd pmcedure$, its ob￿CtIveS and activitiry the acTru'evements.
perEom)ance and fitw)C￿ p)5ition ol the Chan'ry. afTrd 118 p]an$ for the future. Ilfter making enqU￿leY, 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 head￿g$ that 2Fsregate all
cost telatcd ro the category. cosis cannoi be dtrtct]y attributed to PAnAcui#r he￿4S 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 Inc1￿c$ cost relatcd to the
manaKcm¢nt of the ch2n'¢ie8 acuvities.
AJioc*tion and appotts0tsn￿0t ol c08ts
Support cost are those c(knt related to sbared activittes of the (xFJnisatson and gre apprtiotied on
a basis cOnStd￿Cd appropnate to y￿le[￿￿ activllics.
GovenMrtKe co8ts
C7nvcmance costs the costs a88OCiated TrFith stratew dtreet1￿ of the clwiry and with rneetsng
regu]aiory responsibÈ]iiies.
Fund acCou￿ing
Unrestticted fi]nd$ can be used tsy accokno with the cknitable obiecuves at the discreti'on of the trnstee.
Restucied fi￿dS catt only used for partiadar restricted Pur￿Se5 withjn the obj'ects tsf thc cb2tt.ty
Rc5tsiCtions Irise wben stwfrd by the doAX)r or fiuKls gre ratscd for particul*r 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 DePr￿jatiOn has been
ptovi&d at the £olloTrll4 rates to wtite off the assets ovet their &stimated usefijl lives:
Fixt￿e$ & fitW/o on c05t
Computer eqLUPMen￿3￿/o on cost
2 Voluntary Income
31.1121)1fj
31.122024
General donations
3 Grant
31.122025
31.112024
Akdius Found*tion
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 Adyattcets￿t 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 Cha￿4/<(￿￿.￿￿lj:
Depreci•t¥)n. owoed a55ets
IndeFaent eramiti*tioJ)
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 DeVelOpn￿lt 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 BookV￿ue
At 31st Decernber X)24
6,129
7.639
13,768
3L112025 3L11￿24
12 Debto
31112025 3L1121
13 Creditoty. Axn4)uats f￿itsg 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
394￿72
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
H￿dSkn'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 EXpendi￿re
61748
48.610
P•Ac25