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2025-03-31-accounts

Compass-Ghana (Compassionate Palliative Services)

(A Charitable Incorporated Organisation)

Financial Statements Period

01 April 2024 to 31[st] March 2025 Charity number: 1199633

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Contents 1
Reference and Administratve Details 2
Report of Chair of Trustees 4
Report of our CEO 5
Statement of Trustees Responsibility in Relaton to the Financial Statement 8
Trustees 8
The Leadership Team 9
Fundraising Actvites 10
Policy on Reserves 11
Risk Review and Acton Log 11
Financial Review 11
Going Concern 12
Statement of Trustees Responsibilites 12
Statement of Financial Actvites (Including Income and Expenditure Account) 14
Balance Sheet 15
Notes to Financial Statements 16

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Reference and Administrative Details

The charity was registered with the Charity Commission as a Charitable Incorporated Organisation (CIO) on 12 July 2022

Charity Number : 1199633

Trustees: The following trustees served during the year:

s:The following trustees served during the year:
Appointed Reappointed
Dr Cecilia Akrise Anim CBE, FRSA, FRCN (Chair) 13 Oct 2021
Dr Ernest K Ahiaku MB, FRCS, FGCPS, DL (Vice Chair) 13 Oct 2021
Dr Godfred Fordjour Boahen 22 May 2024
Mr Peter M J Baxendell 13 Oct 2021 22 May 2024
Ms Ruth Elizabeth Flood 22 May 2024
Mr William Schiller 13 Oct 2021 22 May 2024
Dr Geoffrey Mark Sharp 22 May 2024

The following trustee left at the end of his term, not seeking reappointment:

Mr Ashley Andrew Paul Elliot 13 Oct 2024

Key Management Personnel:

Chief Executive Officer: Dr Yakubu Salifu Chief Operating Officer & Secretary: John Pryce Allanson Davies MBA Chief Nursing Officer: Katie Mary Eccles

Principal Place of Business:

Eastern House 15-16 Silver Street Bradford on Avon Wiltshire BA15 lJZ

Registered Office:

293 Bowerham Road Lancaster LAl 4AS

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Accountant:

Willow Accountancy Ltd Tortworth Lodge Tortworth Wotton under Edge S Glos GL12 8HG

Bankers:

Lloyds Bank Plc Lewisham, Branch, PO Box 1000, BX 1 1LT

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Report from our Chair of Trustees:

Dr Cecilia Akrise Anim CBE, FRSA, FRCN

It is with immense pride and gratitude that I present this year’s Chair’s Report on behalf of the Board of Trustees of COMPASS-Ghana. Over the past year, we have witnessed exceptional progress in the growth and impact of COMPASS-Ghana. Our integrated community-based palliative care model continues to break new ground. At COMPASS-Ghana, we are driven by a vision of accessible palliative care for all from establishing dedicated palliative care units and equipping frontline health professionals with essential training, to shaping national policy and elevating the voices of patients and families, our work is transforming how care is delivered—and whose needs are heard.

At COMPASS-Ghana, our business model is rooted in sustainable partnerships, evidence-based practice, and systems-level change. Our hard work reflects the strength of our approach and the expertise driving it. Together, we are building a scalable model that delivers compassionate, accessible palliative care for all. What is perhaps most remarkable is that this has been achieved with only three executive staff members all working on a pro-bono basis along with a small, dedicated volunteer base. I commend our efficient executive team: the Chief Executive Officer, the Chief Operating Officer, and the Chief Nursing Officer. Your commitment, skill, and compassion power this organisation.

The period 2024 to 2025 has seen significant development in terms of Governance and Board resilience. I am pleased to report that in my capacity as Joint Chair that both the UK Board and the Ghana NPOS Board over the reporting period have recruited new Trustees and Directors, with a number reengaging for a further term. Throughout the year we received regular updates from the joint leadership team and met as a Joint Board on two occasions and as an individual UK Board a further two, evidencing a strong commitment and a high regard for due diligence and governance. We have also witnessed strides in advocacy and international collaboration in areas of application and research. From invitations to speak at leading conferences in Sweden to recognition by the University of Nottingham. COMPASS-Ghana is now a recognised voice in the global palliative care conversation. We’ve also continued to deliver monthly newsletters, sharing stories, updates, and the humanity behind our mission—consistently and transparently.

But we are honest about the challenges. Like many charities, especially new ones, we face financial constraints. Operational funding remains our greatest hurdle. Yet despite this, we have never missed a report, never delayed a project unnecessarily, and never compromised our vision. Our commitment to accountability is reflected in three years of on-time, detailed annual reports. To our donors, volunteers, partners, and well-wishers—thank you. Your trust has made all of this possible. To those considering joining our mission: now is the time. We are not only building services; we are delivering care where and when it matters most. Let us grow this together. The work is far from over, but with your support, our next chapter will be even more impactful.

Warm regards,

Dr Cecilia Akrise Anim CBE, FRSA, FRCN Joint Chair of Trustees, COMPASS-Ghana 25 June 2025

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Report from our Chief Executive Officer

Dr. Yakubu Salifu SFHEA, RN

I am honoured to present the CEO Report for COMPASS-Ghana for the financial year 1 April 2024 to 31 March 2025. In a time of both global and local uncertainty, COMPASS-Ghana has remained focused, resilient, and purpose-driven. Our mission “ to reduce suffering and hardship in resourcepoor communities by embedding end-of-life care excellence into Ghana’s healthcare systems ”, continues to guide every aspect of our work.

Operational Progress and Strategic Delivery:

Building on the foundations laid in 2023, we operationalised the palliative care unit at Asamang SDA Hospital in the Ashanti Region. The clinical team is now active, offering regular clinics, home visits, pain management, and psychosocial support. During this reporting period, we delivered end-of-life care to 32 patients—22 women (average age 34) and 10 men (average age 39)—while providing bereavement and emotional support to 39 family members. We remain on track to reach our target of supporting 315 patients by year-end.

A key strategic milestone was the co-development of our Theory of Change. This framework provides clarity on how our interventions create measurable clinical, social, and economic outcomes. It now underpins our service delivery, advocacy, research, and data collection.

Financial Performance and Overview:

Like many early-stage charities, we face the challenge of securing sustainable funding in a volatile economic climate. Despite this, we are proud of the progress made. We have laid strong foundations, delivered on our core mission, and maximised our impact within the financial resources available. Our approach has been pragmatic and prudent. We have developed a pipeline of grant and philanthropic opportunities and continue to engage funders in a highly competitive environment. While long lead times mean we have not yet achieved the financial breakthrough we seek, our determination remains strong. We continue to focus on expanding income streams, knowing that the need for our work is urgent and growing.

Stakeholder Engagement and Strategic Recognition:

One of our proudest achievements this year was hosting a landmark stakeholder evening on 27 February 2025 in Accra. Organised in collaboration with Asamang SDA Hospital, the event convened regional leaders from health, education, faith, and enterprise to share experiences and forge future collaboration. It reinforced our growing presence as a practitioner-led, values-based organisation grounded in community delivery and practical partnership.

We warmly welcomed the Government of Ghana’s announcement of the Ghana Medical Trust Fund —Mahama Cares. This important national initiative affirms the rising importance of noncommunicable disease management, including palliative and end-of-life care. As an NGO rooted in community-based practice, we stand ready to contribute where appropriate through dialogue and local innovation.

Recognition of our contribution continues to grow. In July 2025, the University of Nottingham will present COMPASS-Ghana with an award for our efforts in advancing regional palliative care delivery and international collaboration. This honour reflects the commitment of our volunteers, our growing partner network, and the impact of grassroots innovation led from within the Ashanti Region.

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Education, Regional Expansion, and Research:

We remain committed to capacity-building through high-quality training. Our ongoing partnership with Hospice Africa Uganda supports the delivery of palliative care education in Ghana. We are exploring accreditation pathways to formalise this offering. We are proud of the Train the Trainer programme designed and delivered by the new palliative team, which is building resilience and capacity across the Sekyere South District, Ashanti Region. The district served by Asamang SDA Hospital, a population of 150,000. To date some 80 Health Care professionals have been trained.

Plans to establish a second hub in Tamale, Northern Region, remain a strategic priority. We welcome collaboration from hospitals, clinicians, and funders aligned with this goal.

Our partnership with Lancaster University continues to yield impactful research, particularly in exploring scalable, community-led models of palliative care. This work informs policy and builds the evidence base to attract future funding.

We are especially grateful for the arrival of Christine Raoult, a retired Specialist Palliative Care Nurse (Consultant) from the UK, who has brought invaluable expertise to our clinical training efforts.

International Collaboration and Thought Leadership:

COMPASS-Ghana is increasingly recognised in global palliative care circles. We were honoured to publish a blog with the European Association for Palliative Care (EAPC), sharing insights from our work. At the end of May 2025, we will present at the EAPC Conference in Helsinki, showcasing our model and progress on an international stage.

These platforms not only build credibility but also deepens partnerships and supports our vision of shared learning.

Research Funding and Support:

Through the Friends of Lancaster University in America, we secured a £5,000 grant to support Ghana’s national palliative care strategy. While terms of engagement are still being finalised, this marks a key step forward.

Additionally, Lancaster University awarded a grant of £9,193 in recognition of my dual role as CEO and Early Career Researcher. Though not directly attributed to COMPASS-Ghana, this funding enabled vital Theory of Change workshops with our team and student healthcare professionals—helping to embed palliative care awareness from the earliest stages of training.

Our Focus for 2025–2026

Our business plan for the coming year focuses on delivering vision with accountability. Our strategic priorities include:

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Throughout we continue to define, deliver, and measure the social, clinical, and economic outcomes of our work. From regional expansion to government collaboration, our approach remains rooted in equity, compassion, and evidence.

A Call to Action

This mission is a shared one. I call upon Ghanaians everywhere-and friends of Ghana worldwide-to join us. Whether through time, skills, or resources, your contribution can help transform the way we care for people at the end of life.

To our co-founders, trustees in the UK, board of directors in Ghana, and our dedicated volunteers­ thank you. We may be small in number, but our resolve is strong, and our impact is growing.

��

Dr. Yakubu Salifu, SFHEA, RN Co-founder and CEO, COMPASS-Ghana

25 June 2025

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Statement of Trustees Responsibility in Relation to the Financial Statement - Structure, Governance and Management

Our Governing Document:

The charity was registered with The Charity Commission as a Charitable Incorporated Organisation (CIO) on 12 July 2022.

The Trustees

The Board of Trustees is regularly reviewing the appointment of trustees, given the specialist positioning of the charity and its focus on supporting the delivery of end-of-life care into Ghana. The UK Board is quorate with seven active members and continues looking to recruit further trustees with an intent to establish an active Board of Nine by the end of 2025.

The professional skill mix of the Board is as important as is the gravitas, experience and cultural awareness of its members. Currently the Board is as follows:

Chair: Dr Cecilia Akrise Anim CBE FRSA FRCN - former President RCN. Appointed: 13 October 2021 with a term of 4 years

Vice Chair : Dr Ernest Komla Ahiaku MB, FRCS, FGCPS, DL - Retired former Clinical Lead for Urological Cancer in North Wales. Appointed: 13 October 2021 with a term of 4 years

Trustee: Mr Peter Michael James Baxendell - International Marketing - FTSE 100. Appointed: 13 October 2021 with a term of 3 years. Reappointed: 22 May 2024 with a term of 2 years

Trustee: Mr William Francis Schiller - Partner with Forvis Mazars LLP - Chartered Accountant: Appointed: 13 October 2021 with a term of 3 years. Reappointed: 22 May 2024 with a term of 3 years

Trustee: Dr Geoffrey Mark Sharp – Retired Senior partner and NHS Commissioner: Appointed: 22 May 2024 term of 3 years.

Trustee: Dr Godfred Fordjour Boahen – Head of Learning, Disability and Autism Westminster City Council: Appointed: 22 May 2024 term of 3 years

Trustee: Ruth Elizabeth Flood – People and Cultural Advisor Hospice UK: Appointed: 22 May 2024 term of 3 years

One Trustee Mr Ashley Andrew Pakenham Elliot - resigned at the end of his term, due to work commitments.

Recruitment

Board members and the Executive team work actively together to identify potential candidates, either from their networks or because of direct applications. Individuals are then discussed amongst the Board/Executive team to consider fit and contribution. Applications are also balanced against the rest of the Board, regarding equal diversity, skills mix, professional experience and availability.

Identified candidates will be invited to informally meet the Chair and another trustee. If the candidate proves to be appropriate and registers interest in pursuing their interest to become a

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Trustee. Then the candidate will be provided comprehensive information on the charity, its future intent and operations. In this process transparency is key.

If the candidate chooses to formally apply, then the candidate will be invited to a formal interview by a joint Board of the Trustees and Leadership Team, who will have an equal say in the formal appointment.

The Leadership Team

There have been no changes to the leadership team over the reporting period. All members currently work pro bono. The Chief Executive and the Chief Nursing Officer work .25 and the Chief Operating Officer full time.

The team regularly seek advice from trustees and professional colleagues and seek out pro bono support to enable additional capability across governance, financial reporting, social media and Information Technology.

It remains the intent as the financial landscape changes to invest in small management teams both in the UK and Ghana.

• UK Future FTE Structure

The Board is quorate and met formally on four occasions over the reporting period:

Directors (Trustees) from our Ghana NGO were invited and were effectively represented at all meetings other than 1 April 2025.

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Full minutes were maintained along with core documents such as the Quarterly Financials, Risk Register, Action Log and Core Polices and shared with both boards.

All core polices have been reviewed on the 1 April 2025 and are published on the charity website. All partners working with COMPASS-Ghana are expected not only to understand, but also to comply with both the content and spirit of these policies as they relate to their national legislation and the shared objectives and purpose of both charities. There are clear guidelines in place to review all donations in line with the UK charities Commission guidelines, including our own policy, to prevent money laundering and inappropriate transactions.

All transactions via the UK account (Lloyds) are subject to scrutiny and there are clear limits of devolved financial autonomy

Fundraising Activities

Over the reporting period, the charity has faced a challenging financial position. The number one priority of the leadership team over the forthcoming reporting period is the establishment of credible income streams. The charity has no short-term liabilities.

We continue to develop an income portfolio that includes:

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Effectiveness of Giving

The ratio of income raised versus expenditure on charitable activities provides an interesting perspective, despite a significant reduction of income we continue to channel money into patient care rather than central overhead.

FY 24/25: 55% (excluding research grants); 69% (including the impact of research grants, not directly attributable to COMPASS-Ghana as revenue).

Policy on Reserves

COMPASS-Ghana is still in its early stages. Most funding received to date is unrestricted and supports operational and patient centric costs. Restricted funding is managed appropriately, reviewed quarterly at Board meetings, and reported annually.

Reserves are monitored quarterly. Trustees aim to maintain a reserve sufficient to cover three months of operating costs. In this reporting period, average monthly expenditure was approximately £850.

Risk Review and Action Log

The charity maintains an up-to-date Risk Policy and Action Log, reviewed quarterly by the Board. A Risk Register is actively maintained by the COO.

This structured approach ensures that risk management is embedded in the operational and strategic oversight of COMPASS-Ghana.

Financial Review

Our financial challenges reflect those faced by many young charities, especially amid global economic volatility. Despite this, we have:

We continue to pursue sustainable funding through diverse streams and international partnerships. We have established a robust donation infrastructure enabling:

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In our first three years, we are proud to have laid a solid foundation for delivering on our charitable ambitions, achieving more than one might expect given our constrained finances.

We have been pragmatic and prudent in managing our costs in line with available funding, always seeking to maximise operational delivery. We continue to develop a pipeline of potential grants and alternative sources of funding, recognising the highly competitive environment and the often-lengthy lead times associated with such opportunities.

While we have not yet achieved the sustainable funding we seek, our commitment to building resilient financial foundations remains strong. We are focused on finding and nurturing new sources of finance and are striving for a breakthrough that will allow us to scale our impact further.

Creditors

As recorded in the accounts, the sum of £23,222 is listed under creditors falling due after more than one year. This amount represents funds advanced by the charity’s founders to support start-up activities from 2020 to the present. There is no formal agreement regarding a repayment timeline or interest payable. However, the founders expect these funds to be reimbursed once the charity becomes financially resilient and has a stable income stream.

In all funding applications, a contribution is requested to help cover ongoing central overhead costs necessary for delivering the charity’s objectives. These costs are reviewed quarterly by the Board of Trustees.

Trustees.
Name 2025
£		 2024
£		 2023
£		 Explanaton
Mr John Davies 18,641 17,088 15,774 Increase includes unclaimed expenses.
Balance from inital startup untl the year end
of FY 2022
Ms Kate Eccles 1,043 1,043 733
Dr Yakubu Salifu 3,180 3,006 3,016
Mr Ernest A Ahiaku 340 340 340
Mr William Schiller 18 18 18

Going Concern

The trustees have considered going concern and have strong expectations that the charity has adequate resources to continue operations for the foreseeable future.

At the time of writing May 2025, the charity holds £4,070 in the bank. This is sufficient to cover at least four months running costs at current levels.

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Statement of Trustees' Responsibilities

The charity trustees are responsible for preparing a trustee's annual report and financial statements in accordance with applicable law and United Kingdom Accounting Standards {United Kingdom Generally Accepted Accounting Practice).

The law applicable to charities in England and Wales requires the trustees to prepare financial statements for each financial year which give a true and fair view of the state of affairs of the charity and of the incoming resources and application of resources of the charity for that period.

In preparing these financial statements, the trustees are required to:

The trustees are responsible for keeping proper accounting records that disclose with reasonable accuracy at any time the financial position of the charity and to enable them to ensure that the financial statements comply with the Charities Act 2011, the applicable Charities {Accounts and Reports) Regulations, and the provisions of the Trust deed. The Trustees are also responsible for safeguarding the assets of the charity and hence taking reasonable steps for the prevention and detection of fraud and other irregularities.

Signed on behalf of the charity's trustees

Dr Cecilia Akrise Anim CBE FRSA FRCN Joint Chair of Trustees

25 June 2025

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COMPASS-GHANA (Compassionate Palliative Services) Statement of Financial Activities

for the year ended 31 March 2025

Notes
Income and endowments
from:
Donations and legacies
2
Other
3
Total
Expenditure on:
Raising funds
4
Charitable activities
5
Other
6
Total
Net gains on investments
Net expenditure
7
Transfers between funds
Net expenditure before other
gains/(losses)
Other gains and losses
Net movement in funds
Reconciliation of funds:
Total funds brought forward
Total funds carried forward		 Unrestricted
funds		 Restricted
funds		 Total funds Total funds
2025 2025 2025 2024
£ £ £ £
8,857 - 8,857 37,247
2,787 10,000 12,787 -
11,644 10,000 21,644 37,247
1,044 - 1,044 866
8,780 3,100 11,880 28,198
10,239 - 10,239 8,369
20,063 3,100 23,163 37,433
- - - -
(8,419) 6,900 (1,519) (186)
- - - -
(8,419) 6,900 (1,519) (186)
(8,419) 6,900 (1,519) (186)
(13,955) - (13,955) (13,769)
(22,374) 6,900 (15,474) (13,955)

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COMPASS-GHANA (Compassionate Palliative Services) Balance Sheet

at 31 March 2025

Charity No. 1199633
Fixed assets
Tangible assets
10
Current assets
Debtors
11
Cash at bank and in hand
Creditors:Amount falling due within one year
12
Net current assets
Total assets less current liabilities
Creditors:Amounts falling due after more than one year
13
Net liabilities excluding pension asset or liability
Total net liabilities
The funds of the charity
Restricted funds
14
Restricted income funds
Unrestricted funds
14
General funds
Designated funds
Total funds		 2025
£
2,410
2,410
708
4,630
5,338
-
5,338
7,748
(23,222)
(15,474)
(15,474)
6,900
6,900
(26,827)
4,453
(22,374)
(15,474)		 2024
£
3,334
3,334
1,781
5,729
7,510
(3,304)
4,206
7,540
(21,495)
(13,955)
(13,955)
-
-
(13,955)
-
(13,955)
(13,955)

Approved by the trustees on 25 June 2025

And signed on their behalf by:

W. Schiller Trustee 25 June 2025

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COMPASS-GHANA (Compassionate Palliative Services) Notes to the Accounts

for the year ended 31 March 2025

Basis of preparation

The financial statements have been prepared in accordance with Statement of Recommended Practice: Accounting and Reporting by Charities preparing their accounts in accordance with the Financial Reporting Standard applicable in the UK and Republic if Ireland (FRS 102) issued on 16 July 2014 and the Financial Reporting Standard applicable in the United Kingdom and Republic of Ireland (FRS 102) and the Charities Act 2011.

Change in basis of accounting or to previous accounts

There has been no change to the accounting policies (valuation rules and method of accounting) since last year and no changes have been made to accounts for previous years.

Fund accounting

Income

Volunteer help The value of any volunteer help received is not included in the accounts. Investment income This is included in the accounts when receivable. Gains/(losses) on This includes any gain or loss resulting from revaluing investments to market value revaluation of fixed at the end of the year. assets Gains/(losses) on This includes any gain or loss on the sale of investments. investment assets

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COMPASS-GHANA (Compassionate Palliative Services) Notes to the Accounts

Expenditure

Recognition of Expenditure is recognised on an accruals basis. Expenditure includes any VAT expenditure which cannot be fully recovered, and is reported as part of the expenditure to which it relates. Expenditure on These comprise the costs associated with attracting voluntary income, fundraising raising funds trading costs and investment management costs. Expenditure on These comprise the costs incurred by the Charity in the delivery of its activities and charitable activities services in the furtherance of its objects, including the making of grants and governance costs. Grants payable All grant expenditure is accounted for on an actual paid basis plus an accrual for grants that have been approved by the trustees at the end of the year but not yet paid.

Governance costs These include those costs associated with meeting the constitutional and statutory requirements of the Charity, including any audit/independent examination fees, costs linked to the strategic management of the Charity, together with a share of other administration costs.

Taxation

The charity is exempt from tax on its charitable activities.

Tangible fixed assets and depreciation

Depreciation is provided at the following annual rates in order to write off each asset over its estimated useful life:

Office Equipment 20% Straight line

Trade and other debtors

Trade and other debtors are recognised at the settlement amount due after any trade discount offered. Prepayments are valued at the amount prepaid net of any trade discounts due.

Cash and cash equivalents

Cash and cash equivalents comprise cash at bank and on hand, demand deposits with banks and other short-term highly liquid investments with original maturities of three months or less and bank overdrafts. In the statement of financial position, bank overdrafts are shown within borrowings or current liabilities. In the Statement of Cash Flows, cash and cash equivalents are shown net of bank overdrafts that are repayable on demand and form an integral part of the company's cash management.

Trade and other creditors

Short term creditors are measured at the transaction price. Other creditors and provisions are recognised where the charity has a present obligation resulting from a past event that will probably result in the transfer of funds to a third party and the amount due to settle the obligation can be measured or estimated reliably. Creditors and provisions are normally recognised at their settlement amount after allowing for any trade discounts due.

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COMPASS-GHANA (Compassionate Palliative Services) Notes to the Accounts

Foreign currencies

Monetary assets and liabilities denominated in currencies other than the functional currency of the charity are translated at the rates of exchange prevailing at the end of the reporting period.

Transactions in currencies other than the functional currency of the charity are recorded at the rate of exchange on the date that the transaction occurred.

All exchange differences are are taken into account in arriving at net income/expenditure.

2 Income from donations and legacies

2
Income from donations and legacies		 2
Income from donations and legacies
Donations
Gift Aid		 Unrestricted
£
8,516
341
8,857		 Total
2025
£
8,516
341
8,857		 Total
2024
£
34,722
2,525
37,247
Donated goods, facilities and services received
Events
Campaigns
Donations
Trusts & Funds
3
Other income
Misc Income
Grant Income		 Unrestricted
£
787
2,000
2,787		 Restricted
£
-
10,000
10,000		 Total
2025
£
-
4,813
2,453
1,250
8,516
Total
2025
£
787
12,000
12,787		 Total
2024
£
8,147
23,625
1,450
1,500
34,722
Total
2024
£
-
-
-

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COMPASS-GHANA (Compassionate Palliative Services) Notes to the Accounts

4 Expenditure on raising funds

Costs of generating voluntary
income
Promotion
Fundraising trading costs
Fund Raising Costs
Investment management
costs
Interest income
5
Expenditure on charitable activities
Expenditure on charitable
activities
Charity Partner Support
Ghana Operations - UK
support
Project Ashanti - set up and
delivery
Governance costs
Board meeting & expenses
Accounting & Administration
6
Other expenditure
Advertising & Promotion
Premises costs
Amortisation, depreciation,
impairment, profit/loss on
disposal of fixed assets
General administrative costs
Legal and professional costs		 Unrestricted
£
3,938
787
1,422
673
1,960
8,780		 Unrestricted
£
811
251
(18)
1,044
Restricted
£
3,100
-
-
-
-
3,100
Unrestricted
£
1,008
4,800
924
2,416
1,091
10,239		 Total
2025
£
811
251
(18)
1,044
Total
2025
£
7,038
787
1,422
673
1,960
11,880
Total
2025
£
1,008
4,800
924
2,416
1,091
10,239		 Total
2024
£
306
560
-
866
Total
2024
£
6,694
7,094
11,591
807
2,012
28,198
Total
2024
£
513
1,307
811
2,916
2,822
8,369

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COMPASS-GHANA (Compassionate Palliative Services) Notes to the Accounts

7 Net expenditure before transfers
2025 2024
This is stated after charging: £ £
Depreciation of owned fixed assets 924 811
8 Trustee remuneration and expenses
2025 2024
Number Number

The nature of the reimbursed expenses No trustees were paid expenses during this accounting period (2024, Nil)

9 Staff costs

The charity had no payrolled staff in the reporting period (2024, NIL). It was entirely supported by volunteers.

10 Tangible fixed assets

Cost or revaluation
At 1 April 2024
At 31 March 2025
Depreciation and
impairment
At 1 April 2024
Depreciation charge for the
year
At 31 March 2025
Net book values
At 31 March 2025
At 31 March 2024
11 Debtors
Other debtors
Prepayments and accrued income
12 Creditors:
amounts falling due within one year
Trade creditors
Accruals		 2025
£
460
248
708
2025
£
-		 Office
Equipment
£
4,403
4,403
1,069
924
1,993
2,410
3,334		 Total
£
4,403
4,403
1,069
924
1,993
2,410
3,334
2024
£
518
1,263
1,781
2024
£
2,324
- 980
- 3,304

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COMPASS-GHANA (Compassionate Palliative Services) Notes to the Accounts

13 Creditors:

13 Creditors:
amounts falling due after more than one
year
2025
2024
£
£
Other creditors
23,222
21,495
23,222
21,495
Liabilities repayable in more than five
years after the balance sheet date
Other creditors represents amounts the charity owed to its members for start up activities: Mr John
Davies £18,641; Ms Katie Eccles £1,043; Dr Yakubu Salifu £3,180; Dr Ernest Ahaiku £340 & Mr W Schiller
£18 (2024: Mr John Davies £17,088, Ms Katie Eccles £1,043, Dr Yakubu Salifu £3,006, Dr Ernest Ahaiku
£340 & Mr W Schiller £18).		 2025
£
23,222
23,222		 2024
£
21,495
21,495

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COMPASS-GHANA (Compassionate Palliative Services) Notes to the Accounts

14 Movement in funds

Restricted funds:
Restricted income funds:
Grant Income
Total
Unrestricted funds:
General funds
Designated funds:
Donations/Gift Aid
Unrestricted Grant income
Total
Total funds		 At 1 April
2024
-
-
(13,955)
-
-
-
(13,955)		 Incoming
resources
(including
other
gains/losses)
£
10,000
10,000
-
9,644
2,000
11,644
21,644		 Resources
expended
£
(3,100)
(3,100)
(12,872)
(5,191)
(2,000)
(7,191)
(23,163)		 At 31
March
2025
£
6,900
6,900
(26,827)
4,453
-
4,453
(15,474)

Purposes and restrictions in relation to the funds:

Restricted funds: Grant Income To fund three palliative care hubs in Ghana supporting 315 patients initially. Designated funds: Donations/Gift Aid To support general charitable purposes, operational costs and strategic initiatives in UK and Ghana allowing Compass-Ghana to respond to emerging needs, sustain core services and invest in organisational development. Unrestricted Grant income To support the holistic work of the Palliative Care team Asamang SDA Hospital

15 Analysis of net assets between funds

Fixed assets
Net current assets
Creditors due in more than one year and
provisions		 Unrestricted
funds
£
2,410
723
(25,507)
(22,374)		 Restricted
funds
£
-
4,615
2,285
6,900		 Total
£
2,410
5,338
(23,222)
(15,474)

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