||**Roodel Trust Foundation**
|**Roodel Trust Foundation**
|**Roodel Trust Foundation**
|**Roodel Trust Foundation**
|**Roodel Trust Foundation**
|**1191309**
**No (if any)**|**1191309**
**No (if any)**|**CC16a**| |---|---|---|---|---|---|---|---|---| ||**For the period**
**from**||31/03/2021||**To**|01/04/2022||| |||||||||| |**Section A Receipts and payments**||||||||| |**A1 Receipts**|**Unrestricted**
**funds**
**to the nearest £**||**Restricted**
**funds**
**to the nearest £**||**Endowment**
**funds**
**to the nearest £**|**Total funds**
**to the nearest £**||**Last year**
**to the nearest £**| |Donors|**£0.00 **|**#**|**£0.00**||**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**|**£0.00**||**£0.00**| |Grants|**£0.00**||**£0.00**|||**£0.00**||**£0.00**| ||**£0.00**||**£0.00**|||**£0.00**||**£0.00**| ||**£0.00**||**£0.00**|||**£0.00**||**£0.00**| ||**£0.00**||**£0.00**|||**£0.00**||**£0.00**| ||**£0.00**||**£0.00**|||**£0.00**||**£0.00**| ||**£0.00**||**£0.00**|||**£0.00**||**£0.00**| ||**£0.00**||**£0.00**|||**£0.00**||**£0.00**| |**_Sub total_**_(Gross income for_
_AR)_|**£0.00**||**£0.00**||**£0.00**|**£0.00**||**£0.00**| |||||||||| |**A2 Asset and investment sales,**
**(see table).**||||||||| ||**£0.00**||||**£0.00**
**£0.00**
**£0.00**|**£0.00**||**£0.00**| ||**£0.00**|||||**£0.00**||**£0.00**| |**_Sub total_**|**£0.00**|||||**£0.00**||**£0.00**| |**_Total receipts_**
**A3 Payments**||||||||| ||**£0.00**|**#**|**£0.00**||**£0.00**|**£0.00**||**£0.00**| ||**£156.00**
**£250.00**
**£72.00**
**£240.00**
**£144.00**
**£320.00**
**£152.00**
**£336.00**
**£120.00**
**£1,790.00**
**£0.00**
**£0.00**
**£0.00**
**£1,790.00**
**-£1,790.00**
**£0.00**
**£0.00**
**-£1,790.00**||**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**|||**£156.00**
**£250.00**
**£72.00**
**£240.00**
**£144.00**
**£320.00**
**£152.00**
**£336.00**
**£120.00**
**£1,790.00**
**£0.00**
**£0.00**
**£0.00**
**£1,790.00**
**-£1,790.00**||| |Website|**£156.00**||||**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**|**£156.00**||**£0.00**| |Travelling|**£250.00**|||||**£250.00**||**£0.00**| |Gmail|**£72.00**|||||**£72.00**||**£0.00**| |Phone|**£240.00**|||||**£240.00**||**£0.00**| |Stationery|**£144.00**|||||**£144.00**||**£0.00**| |ConsultacyServices|**£320.00**|||||**£320.00**||**£0.00**| |Rent|**£152.00**|||||**£152.00**||**£0.00**| |Broadband|**£336.00**|||||**£336.00**||**£0.00**| |Printingservices|**£120.00**|||||**£120.00**||**£0.00**| |**_Sub total_**|**£1,790.00**|||||**£1,790.00**||**£0.00**| |||||||||| |**A4 Asset and investment**
**purchases, (see table)**||||||||| ||**£0.00**||||**£0.00**
**£0.00**
**£0.00**|**£0.00**||| ||**£0.00**|||||**£0.00**||| |**_Sub total_**|**£0.00**|||||**£0.00**||**£0.00**| |**_Total payments_**
**_Net of receipts/(payments)_**
**A5 Transfers between funds**
**A6 Cash funds last year end**
**_Cash funds this year end_**||||||||| ||||||**£0.00**|**£1,790.00**||**£0.00**| |||||||||| ||**-£1,790.00**||**£0.00**||**£0.00**|**-£1,790.00**||**£0.00**| ||**£0.00**||**£0.00**||**£0.00**
**£0.00**|**£0.00**||**£0.00**| ||**£0.00**||**£0.00**|||**£0.00**||**£0.00**| ||**-£1,790.00**||**£0.00**||**£0.00**|**-£1,790.00**||**£0.00**| CCXX R1 accounts (SS) 10/08/2023 1 ## **Section B Statement of assets and liabilities at the end of the period** |**Categories**
Signed by one or two trustees on
behalf of all the trustees
**B1 Cash funds**
**B2 Other monetary assets**
**B4 Assets retained for the**
**charity’s own use**
**B5 Liabilities**
**B3 Investment assets**|Signature
**Details**
**Details**
**Details**
**Details**
**_Total cash funds_**
(agree balances with receipts and payments
account(s))
**Details**|**Unrestricted**
**funds**
**Restricted**
**funds**
**to nearest £**
**to nearest £**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
Agreement Error
OK
**Unrestricted**
**funds**
**Restricted**
**funds**
**to nearest £**
**to nearest £**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**Fund to which**
**asset belongs**
**Cost (optional)**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**Fund to which**
**asset belongs**
**Cost (optional)**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**Fund to which**
**liability relates**
**Amount due**
**(optional)**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
**£0.00**
Print Name|**Endowment**
**funds**
**to nearest £**| |---|---|---|---| ||||**£0.00**| ||||**£0.00**| ||||**£0.00**| ||||**£0.00**| ||||OK| ||||**Endowment**
**funds**
**to nearest £**| ||||**£0.00**| ||||**£0.00**| ||||**£0.00**| ||||**£0.00**| ||||**£0.00**| ||||**£0.00**| ||||**Current value**
**(optional)**| ||||**£0.00**| ||||**£0.00**| ||||**£0.00**| ||||**£0.00**| ||||**£0.00**| ||||**Current value**
**(optional)**| ||||**£0.00**| ||||**£0.00**| ||||**£0.00**| ||||**£0.00**| ||||**£0.00**| ||||**£0.00**| ||||**£0.00**| ||||**£0.00**| ||||**£0.00**| ||||**When due**
**(optional)**| ||||| ||||| ||||| ||||| ||||| ||||| ||||Date of
approval| ||||| ||||| CCXX R2 accounts (SS) 10/08/2023 2 35 Shakespeare Avenue Peterborough PE1 3JT Charity Commission PO Box 211 Bootle L20 7YX Dear Sir/Madam We are pleased to present the **Trustees’ Annual Report for the period 1 April 2021 to 31 March 2022.** Due to some unforeseeable circumstance this report is being submitted late, the last Trustees’ Annual Report was delayed and so there is some overlap with the reporting for this period. This report reflects work planned within the strategy and operational plan and also highlights how staff and volunteers have worked together even with unprecedented situations confronting our overall work, and responding to new challenges that have arisen over the past year. The impact of Covid 19, two years on cast continued to cast a shadow over our operation and ability to meet with our objectives. This is so due to the financial impact our prospective donors faced as well. The Charity had to recalibrate the ways of seeking funding to meet the needs of those we support and incorporate strategic methods to tackle challenges that Covid 19 aftermath had presented, and to redeploy the profession where urgently required. It was by listening to members on the ground that we were able to prioritize these needs and work in partnership to deliver urgent guidance on our beneficiaries. As the year went on, we continued to engage with the professional and other stakeholders – through working groups, surveys, and social media – to identify the impact of the pandemic on our beneficiaries and volunteers. This allowed us to come up with working with local communities extensively in seeking simple though not broad based solutions to mitigate the lack of funds. These challenges meant that the Charity was not able to stretch its hands long enough to support every girl that needed help. Though challenges continue, the charity has shown that it is innovative, solution-focused, and flexible enough to rise to them. In June 2021, The Charity appealed to USAID United States of America office about the funding which was rejected by Nigerian USAID local office sighting lack of funds. We appealed that if possible, the project which could have helped thousands of girls to continue access education through the HUB. However, as at the writing of this report, the USAID has not responded to our appeal. The work on anti-racism and equality, diversity, and inclusion requires action at a governance level, is going on well. Due to lack of finances, most of the planned work progress especially administrative, has been hampered a lot. We have continued to engage in improving our presence on Social Media platforms. Throughout the 2021/2022 we have strengthened alliances that have continued to support us to think differently and create a louder voice for the charity and our beneficiaries. We have seen new ways of working with new roles emerging and an increase in the sharing of experiences and expertise. Alongside this, our campaign against discrimination, abuse, and exploitation of people with disability in Anambra State, Nigeria is no going. We continue to expand our service and the scope of our outreaches in Anambra State. It is undeniable that this year has brought profound lows, with many beneficiaries, staff, and Volunteers, suffering the impact of COVID-19, and the long-term effects of this is yet to be quantified. We are and will continue to act where we can address these issues and support our staff, volunteers, and beneficiaries’ wellbeing. We are proud of all that we have achieved together with our colleagues and other stakeholders as a charity. The challenges and opportunities will continue to emerge and pushing us to innovate and re imagine our way forward. We would like to pay tribute to the staff, and volunteers who have actively engaged to support the wider operations of the charity in so many ways through the most challenging times ## **The Strategic Plan 2022** |**Focus area**|**Strategic topic**|**Strategic objectives**| |---|---|---| |INNOVATIVE ORGANISATION|Leadership within|Ensure that the governance and of
the ROODEL TRUST FOUNDATION are
sound and by the law and best
practice. Create new ways of
financing our projects locally and
internationally.| |||The ROODEL TRUST FOUNDATION is a
diverse andprogressive charity| ||Community-led|Enhance our communication,
engagement, and support to
members,includingresilience| |ACTIVE INFLUENCING|Creating profile and
opportunity|Be proactive in raising our profile
across all media| |||Influence at regional, national, and
international levels| |---|---|---| ||developing evidence-based
policy and resources|Gather evidence, beneficiaries and
develop resources to underpin our
influencing| ||Developing evidence-based
policy and resources|Respond effectively to policy
developments across governments.| ## **Focus area: Active Influencing** ## **Strategic topic: Creating profile and opportunity** _Strategic objectives:_ _Be proactive in raising our profile across all mediums; influence at regional, national, and international levels._ ## **Future Plans** The Board of Trustees has agreed to extend the current Strategic Plan period by one year to 2022. A new Strategic Plan is being developed for the period 2022-2025. Engagement with beneficiaries, volunteers, and staff is currently underway. ## **Risk Statement** The ROODEL TRUST FOUNDATION has a robust risk management framework. Major risks to which the charity is exposed are contained in our business plan, which is informed by the Strategic Plan. The current highest-level risks are shown in the table below: Table two: Higher-level risks to the ROODEL TRUST FOUNDATION (those risks with a mitigated risk score of 8 or above by the risk management framework, which are borderline risk appetite or greater, and which require reporting to committees and Board) The ROODEL TRUST FOUNDATION senior management team reviews the risk register monthly; all project working groups and steering committees maintain their risk registers and the highest-level risks from those registers are included in the main risk register. The Finance and Resources Committee and the Professional Practice and Policy Committee further review their risk registers at their regular meetings. The Board reviews all risks that are owned by the Board quarterly and signs the whole risk register annually. In response to COVID-19, a separate section in the risk register has been established, which addresses the identified main risks of impact on finances and investments, member numbers, reputation (in terms of the ROODEL TRUST FOUNDATION’s response to members during the crisis), IT, and security issues, and staff health and welfare, particularly regarding longterm working from home. The Board is satisfied that appropriate controls are in place to manage risks. ## **Financial Review** The overall aim of ROODEL TRUST FOUNDATION’s financial strategy is to maintain a sound financial base to support the resourcing of the organization and deliver its mission. Specifically, the aim is to maintain long-term financial viability to achieve the objectives in the Strategic Plan. The overarching financial objectives were approved by the Board in May 2020. |**Risk**|**Mitigation**| |---|---| |Lack of cooperation from some religious
leaders in addressingthegirls’ school dropout|Continued emphasis on success stories of girls’
role models and| |Corruption and bribes|The charity has a commitment to ensure
transparency and accountability with its clients,
partners, and donors through processes,
reports, and activities that ensure such
accountability.| ||Ongoingmonitoringofperformance| |Susceptible to a volatile political landscape.|As Nigeria is going through uncertainty in
political landscape, it create an anxiety for our
operations. It is feared that this period may be
long which is not a good climate for our
projects| ## **CHALLENGES FACED IN 2020/2023** ## _**1. Finances**_ The arrival of Covid 19 in 2020 impacts every aspect of our lives. Charities were not spared. We experienced situations that were never anticipated at the inception of our charity. We saw our applications for financial grants and funding continue to be rejected citing the financial constraints faced by many funders. Many funding organizations had to redirect their funding priorities from other projects to deal with the impact of Covid 19. Economic instabilities of many western nations are not helping our causes. This crippled most of our innovative projects like the HUB, The Energy Women, Hands for purpose, and many more. ## _**2. Threats to our core mission**_ Supporting girls to remain in school avoiding school dropout has been very challenging. School closures due to Covid 19 were the single most crippling threat to our mission. Girls were more vulnerable to stay at home than boys. Sexual exploitation was rampant, sexual abuse and forced marriage were on the rise. This was possible due to lack of interaction with our beneficiaries due to stay at home and social distancing. Many girls in developing nations were extremely exposed to factors that we exist to fight against and yet we could not do much due to Covid 19. ## _3._ _**Volunteers**_ We have succeeded in recruiting many volunteers even though it is not easy to deploy them into rural areas where our operations are based due to the nature of funds the charity has. Lack of finances meant many volunteers could not travel to work for the charity due to financial constraints of the charity. I hope the Trustees Annual Report is in order. Please if there is need for more clarification, contact. The Chief Executive Roodel Trust Foundation Your Sincerely Ifeoma Faith Meniru Chief Executive