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2024-12-31-accounts

Trustees’ Annual Report for the period

1 January – 31 December 2024

Charity name: Kanaama Interactive Community Support (KICS)

Charity registration number: 1200172

Objectives and Activities

SORP
reference
Summary of the purposes of
the charity as set out in its
governing document		 Para 1.17 To promote the benefit of the public in Kashare Sub-County in Mbarara District, Southwest Uganda by:
1. The advancement of education and training.
2. The relief of poverty, sickness and distress.
3. The promotion of good health.
Summary of the main
activities in relation to those
purposes for the public
benefit, in particular, the
activities, projects or services
identified in the accounts.		 Para 1.17
and 1.19		 KICS funds its local partner KICS Uganda to carry out projects related to the above objectives, namely:
1. Microcredit service (small loans)
2. Education and welfare for orphans and vulnerable children
3. Women’s literacy
4. Training in English language teaching
5. Agricultural training
6. Building rain-fed domestic water tanks and toilets
7. Renovating school latrines
8. Menstrual hygiene education
9. Capacitybuildingof localpartner,KICS Uganda
Statement confirming whether
the trustees have had regard
to the guidance issued by the
Charity Commission on public
benefit		 Para 1.18 In planning our activities, KICS trustees have given careful consideration to the Charity Commission’s
general guidance on public benefit.

Additional information (optional)

You may choose to include further statements where relevant about:

SORP
reference
Policy on grant making Para
1.38		 The charity makes grants solely to KICS Uganda, which implements the projects. KICS is the main source of
income for KICS Uganda (98% excluding revenue from microcredit). An annual budget is agreed by KICS, and
transfers are made only on receipt of accounts. In 2024, KICS and KICS Uganda’s partnership was defined by
a Memorandum of Understanding signed in January 2023, which sets out the roles and responsibilities of each
organisation.
Policy on social investment
including program related
investment		 Para
1.38		 N/A
Contribution made by
volunteers		 Para
1.38		 KICS does not have paid staff. All functions of the charity in the UK are carried out by unpaid trustees or
volunteers. The secretary to the board prepares agendas, writes minutes and liaises with private donors. The
Trustee Director (unpaid) is the main point of contact with KICS Uganda, providing programme support to the
Uganda-based programme manager employed by KICS Uganda. She also manages the relationships with
charitable trusts including funding applications. She prepares financial reports for trustees and manages all
transactions with the bank. Another trustee works with the director and KICS Uganda’s programme manager on
projects and strategy. In addition to their statutory roles and responsibilities, Trustees are involved in
fundraising, project development, communications, and the comprehensive review of projects.
Other N/A

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Achievements and Performance

SORP
reference
Summary of
the main
achievements
of the charity,
identifying the
difference the
charity’s work
has made to
the
circumstances
of its
beneficiaries
and any wider
benefits to
society as a
whole.		 Para
1.20		 Introduction
In 2024, Kanaama Interactive Community Support (KICS) focused on its core mission of alleviating poverty and improving health
and education in Kashare Sub-County, SW Uganda through its local partner, KICS Uganda.
The Primary Education Project (PEP, formerly RONCO) was implemented for three terms. The In-service Teacher Training project
took over the work of the English Language Scheme, and the Menstrual Health Education project had its final activities in April. The
microcredit project continued to focus on measuring the impact of its loans on developing clients’ businesses and reducing loan
usage for other purposes. More village savings and loan groups were set up, contributing to improving wellbeing and livelihoods.
Cohort 6 of our literacy project completed their studies and new advanced learners started. We continued with livelihood training for
these groups. The agriculture project concluded with good results for the 84 farmers remaining in the project. Latrines were built in
six primary schools as part of the Menstrual Health Education project.
We estimate that 981 women and children benefited directly in KICS projects in 2024, plus the teachers who were trained.
This section outlines the projects undertaken by KICS in 2024 and their achievements. All transactions, loans etc in Uganda take
place in local currency (Ugandan Shillings or UGX). Approximate sterling equivalents are shown at an exchange rate of £1 =
UGX 4,400. KICS focuses its work in Kashare Sub-County in Mbarara district (SW Uganda). Our founders originally based their
activities around Kanaama, a village in Kashare.
The report generally refers to the work funded by the UK charity, KICS, and implemented by KICS Uganda as KICS’ work. In some
places in the text the UK charity is referred to as KICS UK, for clarity.
“KICS is the only organisation in Kashare Subcounty that is supporting rural women to realise their dreams through livelihood
training, agriculture, advanced classes and Village Savings and Loan Associations. It is giving them the confidence to achieve their
_dreams. We pledge to support KICS initiatives”._Chief of Kashare Subcounty Administration.

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1. Microcredit service (small loans)

Kanaama Interactive Microcredit Project (KIMC)

Now in its 15[th] year, the goal is to facilitate transformational development and alleviate poverty by providing financial services to promote micro-enterprise development for women. KICS Uganda runs a small microcredit enterprise providing 200+ loans a year between UGX 300,000 to UGX 800,000 (£70-£180) to low-income women in Kashare. The loan product is for 12 months, charged at a simple interest rate of 24 percent, with monthly repayments. There are new penalties for late payment apart including the non-issue of further loans. Loans are issued to groups of three (reduced from five) who are jointly responsible for repayments. In 2024, all loans were repaid (and for the first time, disbursed) by the mobile money method. KIMC is run on a cost recovery basis, with the interest and loan fees collected paying for the salaries of the staff working on the programme (the Portfolio Officer and the Projects Officer) and for the audit. KICS Uganda receives a grant from KICS UK to pay for supervisory staff costs, including the Programme Manager, the Finance and Administration Officer, and office costs. The KIMC project has registered a total number of 1,375 clients since 2010. By the end of December 2024, UGX 652M (£170,000) had been disbursed in 2,783 loans. KICS Uganda continues to work hard to show that this is an impactful project for the women of Kashare. It has established key indicators of performance and has robust processes in place to track the impact loans are having on women’s lives. Client selection, loan appraisal and disbursement In 2024, after an application process following established procedures, 213 clients (57 new and 156 repeat clients) received loans in 11 issues. This was slightly higher than the 210 loans in 2023. However, total capital disbursed amounting to UGX 107.7M was the highest amount to date, due to larger loans being disbursed. The average in 2024 was UGX 505,634 compared to UGX 435,700 in 2023. Each client’s household poverty level was assessed on application, using KICS’ wellbeing survey. Of the 213 clients who qualified for the KIMC loans for 2024, 45 were on level 2, 105 on level 3, 43 on level 4 and 20 on level 5. We did not accept clients on level 1 (the lowest) this year as in our experience they divert funds to non-business use and struggle to pay back loans. However, with KICS’ support, 32 of the women on level 1 set up a savings and loan group, and we hope to accept their loan applications in the future. All clients receiving a 2024 loan attended three-day business skills training sessions, which were held in various locations in Kashare Sub County. These were held monthly prior to disbursement. The training content focused on the identification of feasible business ideas in rural areas, resource mobilisation strategies, the formulation of marketing plans, business management, business planning, and record keeping.

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This year we again focused on reducing the number of clients who asked for loans for commercial use but diverted the funds to medical bills, school fees or paying off other debts. Only two clients came into this category. Twelve monitoring visits to clients were carried out by the Portfolio Officer and the Projects Officer through the year. Three monitoring visits were carried out each quarter. During these visits, several monitoring tools were used including the economic wellbeing survey tool, comparative income data, profits collections tool, stock level collections tool, and KAPs survey (post training). With this, progress and impact were tracked and are reported here. Impact of loans and livelihood improvement (effectiveness) Clients borrow from KIMC to invest in their businesses. In 2024, 105 clients invested in trade businesses such as retail shops while 106 clients invested in agriculture-related trade businesses such as market selling of groceries and produce. We are gathering data to see how long businesses last and whether they are making a profit. 71% of clients have businesses which are more than a year old, showing economic stability. Some 97% of clients registered some increase in their incomes as a result of using the loan to invest in their business activities, with 19% achieving a 50% increase. Portfolio Report (efficiency) There were no economic upsets this year. Capital available: At the start of the year, the capital was UGX 71.2 (£16,200). In October KICS Uganda made the decision to add UGX 3M (£680) from the surplus which it had built up over several years. Capital utilisation: The monthly average for capital out on loan was 86% in 2024, up from 79% in 2023. A high percentage is good, as it means the asset (the capital) is being well used. However, the quality of loans must be maintained, or else the capital is at risk from defaults. Repayments: Collections were even through the year. UGX 106M was collected: as this was all done by mobile money transfers, field staff were able to use their time to support clients (and chase up defaulters) rather than collecting cash. This method was also safer for staff as they no longer needed to transport cash. Arrears: On average each month, UGX 62M was out on loan which included an average of UGX 3M of arrears. On average 21% of clients had arrears, which was significantly lower than 2023. Although most clients eventually repay their loans, this year we introduced a penalty for late payments which has been effective at reducing late payments, meaning we can reach more clients. Portfolio at risk: If a client fails to make one payment, the rest of the outstanding loan is at risk. On average 13% of the capital out on loan was at risk in this way. Assurance An audit for the year 2023 was conducted by Julius K & Company, in accordance with international standards on auditing and guidelines issued by the Institute of Certified Public Accountants of Uganda. The main aim for this audit was to obtain reasonable assurance that the financial statements were free from material misstatements, to assess the effectiveness of the internal control

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environment at KICS, and to evaluate loan performance over the year. Recommendations from the audit were acted upon during 2024. Regulation

KIMC obtained a ‘comfort letter’ from Uganda Microfinance Regulatory Authority (UMRA), addressed to KICS Uganda’s bank, confirming that it had fulfilled all the requirements for a non-deposit-taking microfinance licence. Although there has been a delay in issuing licences, the letter indicates that one will be forthcoming. KICS Uganda is an independent organisation from KICS UK, but we wish the regulator and trustees to be aware of this important development resulting from our investment. Conclusion The loans carefully and responsibly provided to our clientele show that microcredit can contribute to alleviating poverty.

Village Savings and Loan Associations (VSLA)

Village saving and loan associations (VSLAs) are self-managed savings groups, that provide people with a safe place to save their money, access small loans, and obtain emergency grants. This enables communities to form their own sustainable saving circles built on mutual trust, and the members involved to focus on saving for projects such as acquiring assets, improving homes, paying school fees, and improving crop production. The members have the right to borrow loans and repay in the agreed period, with an interest rate agreed upon by the members. VSLA groups are simple to manage and can be seen as a first step for people to reach a more formal level of financial services. By December 2024, KICS had established 27 groups with over 700 members: two groups under PEP/RONCO (see below); two groups under the Covid relief project; and 17 groups under WELL (literacy), with eight in Rubindi and nine in Kashare. Groups, which have on average 30 members, undertake a four-day training course. The cost of setting up is included in the project budget (KIMC, WELL, PEP etc), but there are ongoing costs of supporting the groups even beyond the initial project lifecycle, which will need to be budgeted separately in due course. The results are impressive. Members undertake to save at least UGX 1,000 - UGX 3,000 per week which is collected at weekly meetings. After a period, members can apply for loans (usually for three months) at an interest rate which members set; 5% is common. There is a welfare fund which members can apply for (without interest) for emergencies. At the end of the year comes the ‘share out’ when members retrieve their savings plus any interest earned. In 2024, the 19 groups that completed their share-out received an average of £1,600 per group. In addition, an average of £350 per group was earned from interest on loans. The other groups were still in their first year. Members are enthusiastic about being part of the group, their ability to save, and having a source of small loans. In particular, they are encouraged when they receive back more than they saved.

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2. Education and welfare for orphans and vulnerable children: the Primary Education Project (PEP)

This project was started by KICS in 2013 in response to findings of an unserved population of orphans and vulnerable children in Kashare Sub-County. In 2024, the project changed its name to School Attendance Support (RONCO) and continues to enhance the lives of some of the poorest children in the area.

During this reporting year, 60 primary school children, four secondary and three students in technical schools were supported. 22 children were recruited using the criteria of the Ugandan Government’s Household Vulnerability Assessment Tool.

The goal of the project is to promote basic literacy and numeracy skills through access to primary school education. We have refocused this project on school attendance and have closed the Saturday Centre and some of the welfare activities. However, we continue to monitor the children’s progress and visit the households.

Regular attendance is the outcome we continue to monitor and to enable this we provide school fees, breakfast and lunch. We also provide uniforms, shoes, bags and scholastic materials.

Regular attendance of the children, good nutrition and health status throughout the year was recorded.

Outcomes

Since the beginning of the project in 2013, 183 primary-aged children have either participated or are participating and, of those who left (123), 69 (just over half) left primary school with a PLE certificate. Very few of these children would have completed primary school without KICS’ support.

3. Women’s literacy: Women’s Empowerment through Learning Literacy and Livelihoods (WELL2)

This literacy and empowerment project for women in Kashare has been operating since 2015 with the aim of achieving basic literacy using REFLECT methodology to empower women to participate in all aspects of their lives in their local communities. In 2021 we

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included business training in the project, as the literacy training forms an excellent base from which women can improve their economic status through starting businesses. During 2024 there were two trainings operating for this project: Basic Literacy with Business Training, and Advanced Literacy with Business Training. By the end of 2024, 750 women had taken part in the basic training, and 216 had joined in the advanced training, of whom eight had not attended the basic training. In addition, 521 women completed business training alongside their literacy classes. Trainings Basic literacy with business training: Cohort 6, Rubindi This was the second basic literacy and livelihood training in Rubindi and was held for 120 women in four groups. It started May 2022 and finished in April 2024. The facilitators received two trainings, and the project provided instructional materials. The literacy training ran for 86 sessions. Discussion is an intrinsic part of the REFLECT methodology: the two topics were parenting and the role of formal education in their lives. At the beginning, 89% of the very poor women were illiterate (the rest had very limited reading skills), but by the end of the course, 63% of the trainees were at the top level (4) and 29% were on level 3 of KICS Uganda’s reading scale. Livelihood or business training was also provided by trained facilitators. Learners received 43 livelihood sessions. The training aimed to equip women to apply for the entrepreneurship loans offered by the Government of Uganda under the Parish Development Model (PDM) scheme. Nine business groups were formed, focused on selling coffee, beans, aubergines and pancakes, and on weaving baskets. Of these, many were successful in getting loans. The Village Savings and Loan Association (VSLA) groups were all still operating a year after setting up and had accumulated savings of average UGX 4.3M (UGX 6M is the target). Some groups saved more, others less. Moreover, they had made loans of over UGX 8M. A celebration event took place in May 2024. Advanced literacy with business training; Cohort 2, Kashare This was the second advanced literacy with business training to be held in Kashare and was described in last year’s TAR. It started in May 2023 and finished in May 2024. It was the first rollout after we had piloted an advanced group in 2020-21 and was a shorter course than the basic literacy course. 106 participants, mostly recruited from previous basic courses, completed the training, with no dropouts. As part of this training, 43 advanced literacy and numeracy sessions in Kashare were held from May 2023 to February 2024, and 30 livelihood sessions (on different days to literacy training) were held from late July 2023 to February 2024. The results were excellent. Four VSLA groups were set up, and nine livelihood groups’ business plans were assessed (for businesses such as selling beans, vegetables, firewood and pancakes, and setting up a street-side grocery stall), of which six had grants awarded from KICS funds. Trainees could also apply for loans to the Parish Development Model (PDM) scheme (Government of Uganda). By September 2024, 76% of trainees had set up businesses, far exceeding expectations. The trainees demonstrated notably stronger outcomes compared to the Rubindi cohort which had started with illiterate women: analysing the monitoring data and field observations, KICS Uganda attributed this improved performance to the trainees’ stronger numeracy skills at intake, which had contributed to more effective business planning and operational decision-making. KICS trustee, Fiona Bristow, visited in August 2024 and was impressed by one group, Rugarura Omudara, which had quickly developed several going concerns, including a small restaurant.

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A celebration event took place in July 2024.

Advanced literacy with business training: Cohort 3, Kashare

This training started in August 2024 and will finish in May 2025. 104 learners were recruited; most had been in KICS’ basic literacy cohorts 3 and 4, which ran between 2017 and 2021. Half the women were microcredit clients (past or current). 12 clients were concurrently participating in the agriculture project. Four literacy facilitators were recruited and trained to run the literacy training, and four facilitators were recruited and trained to run the livelihood/business training. Facilitators received training in both literacy (two days) and business training (six days). Up to the end of 2024, 14 literacy sessions (out of 86) had been delivered and 9 business sessions (out of 43). In December one new VSLA group was set up. Most of the other learners were already members of a VSLA group formed when they were on the basic course.

Impact

Basic literacy with business training: Cohort 6, Rubindi

Our KICS Uganda colleagues told us, ‘During the discussions, there was a lot of excitement displayed by participants while telling the team how the REFLECT sessions had positively influenced them to be more responsible citizens in their communities. They were glad they had developed self-esteem and confidence, which had enabled them to participate actively in village meetings and other events, including funerals, political meetings, religious services, and school meetings. Notably, they shared that they now often help to organise these events as members of steering committees, and that their views are respected when shared’. ‘The older participants were happy to have learned to read and write, which was something they were not able to do before. They expressed happiness that they no longer use thumb prints, and that now the people in their villages call them literates. ‘Participants praised the VSLA initiative, saying the incentive of weekly VSLA savings had encouraged their focus and motivation. For many, VSLA has strengthened their livelihoods through the accumulation of annual savings and quick and easy access to loans. VSLA has provided a release from the overwhelming economic stress and burdens they had before. “ Participants expressed gratitude for livelihood training, which they said had opened their eyes to new opportunities. They had not known that through setting up micro-business ventures in their villages, they could earn incomes. They reported being amazed that with very small capital, they could earn significant profits and improve their livelihoods. They also shared that through joint ventures, they had managed to earn incomes which they had then used to acquire other productive items such as pigs, goats, and hens ”. In the words of the women themselves: “Before WELL REFLECT training, I did not know how to read, write or count. The middlemen who buy our produce would cheat me because I did not know how to read the weighing scale. But now I know how to read the scale and cannot be cheated. I can easily calculate the cost of a kilogram generated from my produce”.

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“I had never thought about saving, but the VSLA training really enlightened me. I realised the need to save money, and I started immediately. I can’t wait to receive my annual savings at the end of the cycle”. “Before attending REFLECT, I used to buy unnecessary items whenever I went shopping in the market. However, that habit stopped after learning about making budgets in our training”. Advanced literacy with business training (second course) Sidia studied in Basic Literacy Cohort 2 (2016-2018) and then joined the Advanced 2 Training. She has taken two KICS loans. She received a domestic tank and latrine from KICS. “Before I started attending livelihood training, I did not have a source of income for my family and never thought I could start a business with a small investment and make a profit. However, through group business training, I gained this knowledge and started my own firewood-selling business. I secured PDM funds (a government initiative to provide funds to local communities) to launch this business. Currently I earn profits of UGX 200,000 (£45) per month, which I use to boost my business, pay VSLA weekly savings and pay school fees for my grandchild in primary school. In addition, the livelihood training helped me to know how to save and use money effectively. I am very grateful for the training; it brought me into the community spotlight. I am now regularly consulted on how I started my business and accessed PDM funds, and I actively participate in community meetings. I now serve as a local council member, representing women’s affairs”. Nsimirwe Hope, a 38-year-old mother of six, had taken one loan in 2023 but was struggling to care for her children; as she had no land, they depended on casual labour to survive. Her economic turning point started when she joined the Advanced 2 Training, where she acquired business skills. She started a small business selling bananas (matooke), vegetables, yellow bananas, and fruits from the nearby trading centre. Using the skills she had acquired, she accessed a low-interest loan through her VSLA group which she invested in her business. She used the proceeds to repay the loan and continue to grow the business. She is now able to take good care of her children, send them to school, and meet their health needs. She sells the produce daily and in weekly markets. Tugabirwe Lilian, 40, struggled to provide for her family after the death of her husband. Her situation changed when she joined the Advanced 2 Training, where she gained business skills that enabled her to start a poultry business. She took out a VSLA loan of UGX 250,000 (£56) to buy 10 chicks each at UGX 25,000; after two months she sold each one for UGX 35000. Since then she has successfully repaid back the VSLA loan; her poultry business has grown to over 30 chickens; and she earns about UGX 100,000 to UGX 150,000 (£20-£34) monthly from chicken sales. From this income, Lilian has been able to increase her family’s living standards, improve the nutrition and health of her children, and cover school fees. She reported, “I was struggling to feed my children but now I am becoming a successful businesswoman”. Finally, we showcase the Rugarura Omudara group mentioned earlier.

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After the training, the group decided to start a grocery business in their area. They submitted a business plan and received a grant of UGX 705,000 (£160). With this, they launched a business selling yellow bananas, carrots, onions, cabbages, avocados, tomatoes, matooke (bananas), sugar cane, jackfruit, and more. As their business grew, they used the proceeds to diversify into selling ghee. To date they have earned profits of UGX 1,426,800 (£324) which they have reinvested in both businesses. Most recently, they have expanded further by starting a small restaurant. Through the acquisition of livelihood skills, group members have been able to generate more stable incomes and better support their families. They have expressed deep gratitude to KICS for the grant and the livelihood training provided and shared their hope that the programme might be expanded to reach more women in the community. Conclusion

This project is delivering a transformative impact for women historically marginalised by educational and social inequalities. Improved literacy and business skills are direct outcomes, but in focus group discussions the participants reported that it had also empowered them in many other aspects of their lives. Beyond quantifiable outcomes reported such as improved income and access to services, the project has also led to notable gains in self-esteem, confidence, and participation in community decision-making, which have been consistently observed and reported by participants.

4. Training in English language teaching: the English Language Scheme (ELS) This nine- year scheme was launched in 2016 to raise attainment and teaching quality in four primary schools in Kashare Subcounty. 2016- 2024 Between 2016 and 2018 a weekly English class for P5 and P6 was delivered to about 80 children from Rweibaare and Rwobugoigo, villages where KICS was already supporting pupils in school attendance and menstrual health education. Initial attendance was inconsistent because of competing home and school duties. Teachers also received introductory training in interactive teaching methodologies, including training in how to make classroom learning aids with the low-cost materials provided. By 2018 attendance at the weekly English class had improved; teachers were more enthusiastic about changing their teaching techniques; and self-report surveys showed much higher levels of English use at school. Primary Leaving Examination (PLE) results in the two schools were improving, strengthening support from headteachers. The project hosted its first inter-school competition, which proved popular and motivational. In 2019, Saturday classes were phased out to free the expert trainer’s time for intensive teacher mentoring. An evaluation confirmed strong adoption of interactive methods, though a minority of teachers expressed reluctance, partly because the programme discouraged corporal punishment and offered no financial incentives (for instance, although the training itself was free, teachers

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were not paid to attend). However, many were motivated by an exchange visit to a similar project in Kabale, funded by a partner UK NGO. A one-day holiday camp was held, giving pupils practical opportunities to speak English with support from student volunteers from the Mbarara University of Science and Technology (MUST). The numbers of P7 children sitting the PLE (conducted entirely in English and including an English language paper) reached its highest level to that date in both schools. In 2020, to provide a clearer, measurable indicator of progress, the project’s overarching goal was refined from the broader ambition of “raising attainment and teaching quality” to the specific, outcome-based target of “increasing primary school completion rates”, which remains a direct reflection of improved teaching and learning. There were three objectives: to strengthen the interactive teaching and learning of English in two schools; to support the implementation of contemporary English language learning activities within the school setting; and to increase pupils’ exposure to English-speaking opportunities, in order to build proficiency for sustainable learning. In 2021 and 2021, despite the challenges posed by the pandemic, one term of training and activities was delivered each year, and instructional materials were distributed and mounted in classrooms. When the project fully resumed in 2022, the ELS trainer observed a sharp decline in pupils’ comprehension, speech and fluency, clear evidence of the pandemic’s impact. It was also apparent that the prolonged school closures had negatively affected the children’s motivation and interest in learning. Between 2022 and 2024, the ELS scheme was rolled out to two additional schools, Rwamukondo and St. Mary’s Rweibaare. 27 teachers attended the initial three-day training course in 2022, followed by a study visit to the leading primary school in Mbarara in 2023 (which motivated participating teachers to adopt best practice and achieve similar results) and refresher sessions delivered at the end of 2023 and at the beginning of 2024.The programme also arranged a holiday camp for 129 children in 2022. Impact 2016-2024 Data collected in 2022 showed clear progress. Teachers in Primary 5 and 6 reported more consistent and better-spoken English used during lessons and throughout the school compound; increasingly familiarity with interactive teaching methods; that interactive teaching had led to livelier classroom engagement; and that the bright displays in their classrooms had increased incidental learning. Head teachers confirmed their broader adoption of interactive approaches, and a monitoring visit. by KICS Uganda staff in 2024 reiterated these findings.

2024-2025: the Inservice Teacher Training Project (ITT) By 2024, KICS Uganda had built good relationships with the participating schools and local education department but recognised the need to reach all the primary schools in Kashare. To achieve this, the organisation launched the In-service Teacher Training project, retaining the same goal and objectives, but aiming to reach all 16 schools over two years. The project directly trains “champion” teachers (two from each school) in interactive methods. Each champion mentors at least two colleagues, thus extending coverage to most Primary 5 and 6 classes, and leads supplementary activities within their schools. In 2024 the 32 champion teachers attended two three-day training courses in February and April; a baseline survey recorded initial

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knowledge and attitudes, and pre- and post-training evaluations confirmed strong learning. Field visits to a nearby model school further motivated the trainees by illustrating the benefits of interactive teaching.

A meeting with 29 mentee teachers held at the end of April confirmed that the training was being effectively cascaded. Throughout the year the 16 schools undertook 35 extra English-focused activities, and each was encouraged to set up English-speaking clubs for debating, story writing, and poetry. An interschool debate, quiz and spelling bee competition attended by 14 schools, held in August, was an excellent opportunity to showcase the progress which had already been made and inspire those students whose English was not so well developed. During her August Trustee visit, Fiona Bristow observed the use of interactive techniques, where children were learning from each other at group tables, rather than reciting in rows. The teachers were confident, well-prepared and evidently proud of the transformed learning environments. She also visited several English-speaking clubs and was impressed by pupils’ skills and enthusiasm.

By the year end, 90% of the Primary 5 and 6 teachers were regularly using interactive techniques, and 84% of the pupils reported greater confidence in speaking English in school; roughly half had improved their English subject grades. KICS Uganda anticipates higher numbers of pupils sitting the PLE as this cohort moves into its final year of primary school and looks forward to supporting the transition to secondary education.

5. Agricultural training: the Agriculture Project

Overview

2024 saw the successful conclusion of the two-year Agriculture Project, which ran from January 2023 to December 2024. Pre-2023 farmer training courses had involved the delivery of seeds, but many participants had viewed the seed itself as the primary benefit and had not engaged in follow-up or further training. Moreover, the issue of market access remained; the continued distribution of seed was not sustainable; and there was ongoing resistance to adopting the techniques being promoted. The new project successfully addressed these barriers.

Methodology

For the two-year programme KICS adopted a new approach to improve engagement and sustainability, centred on intensive training using demonstration plots to promote the adoption of improved techniques through ‘seeing is believing’, and delivering integrated climate resilience techniques throughout. An Agricultural Extension Officer (AEO) was recruited to lead the programme in July 2023, replacing the previous use of external trainers. The AEO selected and trained four Parish Agricultural Trainers (PATs), with follow-up instruction in the second year. After initial training the PATs supported the AEO in delivering the main programme of intensive training to 100 smallholder farmers. In parallel, the farmer established groups using the Farmer-led Agribusiness Platform (FLAP) model to improve marketing.

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The overarching goal was to increase productivity/production, and income for 100 smallholder farmers through improved farming and business practices. The three objectives were to increase productivity, production and incomes of smallholder farmers through improved farming practices; establish FLAPs for marketing crops; and to increase crop diversity and awareness of climate change.

Activities

Outcomes

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watering, and mulching. While some farmers adopted these methods immediately, others needed more time; but by the end of the programme most participants were applying good practices, having witnessed the benefits firsthand. • Climate resilience practices such as intercropping were taken up by a few participants. Inorganic fertilizers remained unaffordable for most, but homemade organic alternatives were successfully adopted. A few were unable to implement soil contouring because of landlord restrictions. • The farmer groups remained strong throughout, supported by the popularity of the savings and loan activities. The FLAP structure proved effective in facilitating crop aggregation, joint sales, and collective input purchases. Impact Production Production of carrots and onions either remained stable or increased up to 11% for carrots and 32% for onions, when comparing the same growing seasons in 2024 with those in 2023. Millet production also increased across the two years, although the exact area planted was not recorded. Income Income for carrots and onions remained stable or increased modestly in three out of the four seasons, with a significant spike in onion income during the two February-June seasons. For millet, improved sorting, aggregation, and strategic selling when market prices were high led to a six-fold increase in income, despite only a 25% increase in production. Savings and loans These schemes proved highly beneficial, providing group members with reliable access to small loans and instilling the discipline of weekly saving. Participant feedback Annet, reflecting on the impact of the programme, said, ‘“ Before we were trained to understand farming as a business, we produced less because we focused on feeding our families and set aside only a small amount to sell. Our families were food-insecure because by the middle of the season we had very little produce left and had no cash to buy food. Now I know that I am a well-trained farmer who understands farming as a money-making enterprise. In the last season I managed to produce 200 kg more than I had ever done before and set up a big storage facility that could accommodate my harvest. Using the post-harvesting skills we learned, I sold part of my harvest which was clean and sorted at the higher price of UGX 424,000 (£96), my highest selling price to date. We are now food-secure, and I also support my family by running a business selling the extra produce I grow”.

Conclusion The independent consultant concluded that the project shows very good results, with the targets set largely met; that the adoption of the Good Agricultural Practices (GAP) promoted by the project is high; and that there has been an especially strong uptake of lowcost practices. Weather and market conditions strongly affect the incomes of small-scale farmers in Kashare, but the project has demonstrated that good farming practices minimise these risks. As with other KICS initiatives, members have benefited from peer support, shared learning, and the ability to enter markets collectively.

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6 & 7. Building rain-fed domestic water tanks and toilets, and renovating school latrines: the Water for Sanitation and Health (WASH) programme

This year the WASH activities focused on girls’ latrines in six primary schools participating in the KICS Menstrual Hygiene Management Project. This work continued from 2023 and aimed to improve sanitation, and thus school attendance, for girls. Three-stance improved pit latrine blocks were constructed in each of the following schools: Rugarura, Nombe, Nchune, Kyenshama, Rweibaare II and Mirongo. Each block has curtain walls and lockable doors to ensure privacy and dignity for users. In total, the new facilities serve 933 girls. Three schools (Nchune, Kyenshama and Mirongo) chose to upgrade to four stances. They paid for this themselves by procuring additional materials valued at UGX 500,000 (£114) from the same suppliers. All the constructed latrines bear a painted inscription that reads, “Funded by MEAL A DAY FUND UK through KICS” to acknowledge funding from the Christadelphian Meal a Day Fund UK. KICS trustee Fiona Bristow visited several of these facilities during her 2024 field visit. She observed first-hand the positive impact of the new latrines on girls’ school attendance and well-being; however, she also observed that there are significant remaining needs across Kashare schools to meet national standards, especially the need for improved sanitation infrastructure and large-capacity, rain-fed tanks (20,000 litres) for water supply.

8. Menstrual hygiene education: the Menstrual Health Management (MHM) project

2024 marked the culmination of a six-year project to improve menstrual health education for adolescent girls in Kashare primary schools. The project aimed to improve the attendance of those who regularly missed school during their periods. An experienced external trainer delivered a four-session course in 14 schools, reaching 540 girls and achieving a comprehensive shift in knowledge, attitude and practices. Despite the severe disruption in 2020-2021 from the Covid pandemic, almost 100% of the girls now attend school throughout their periods.

During 2024 a teacher from each participating school attended a workshop designed to address remaining barriers to attitudinal change in the schools. Teachers welcomed the focus on menstrual health and expressed support for it to become part of the curriculum. Schools have since started Menstruation Clubs for girls to learn through peer-to-peer education, and boys are being reached through topics presented in school assemblies.

An external evaluation in July 2024 commended KICS Uganda’s leadership on this important issue, describing the curriculum as satisfactory and the training as highly impactful. The evaluation found that although the original reusable pads (supplied with a oneyear lifespan) are now beyond their intended use, attendance is still high, stigma has fallen, and both school staff and parents increasingly accept girls participating in school during their periods. The consultant was appreciative of the efforts made to improve

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sanitation (in 2022 and 2024 twelve schools received new sanitation facilities including latrine blocks and changing blocks), while noting that there was much still to be done. The evaluation identified three main areas of concern and recommendations:

Conclusion

This important initiative started on a modest scale, yet the direct approach to educating the girls through a charismatic local trainer has influenced school leaders to integrate menstrual health into their curricula and to encourage open discussion. Girls have taken further ownership through Menstruation Clubs, where older pupils educate and support younger peers. Nevertheless, the stigma of periods in the wider community, and affordable access to period products, remain major challenges; therefore addressing period poverty, and embedding menstrual health educators into the community as a whole through school and community engagement, must be a priority.

9. Capacity building of KICS Uganda Partnership and KICS office

The office continues to be fit for purpose (despite being outside Kashare Subcounty) and runs well. As well as being an office for the mainly field-based staff, it acts as a training centre and is accessible to clients. It also houses the operations for the KIMC microcredit programme.

KICS Uganda finalised its strategic plan in 2024, reaffirming its commitment to its two core pillars of education (particularly through schools) and livelihoods, in line with the projects described above. The plan also highlighted the need for accessible and affordable local vocational education, with an ambition to establish a dedicated training centre in the future. KICS UK are exploring support for a senior role within KICS Uganda to strengthen programme development and enhance the quality of fundraising materials. This investment is also intended to support the long-term objective of capacity building by increasing local ownership and operational self-reliance

Trustee visit

Fiona Bristow, Trustee and Director, made a 14-day visit to Uganda, spending the majority of her time in Mbarara and Kashare Subcounty. During the visit she met with project participants and reviewed ongoing initiatives, as well as engaging with key stakeholders including representatives from the Mbarara District Administration and Kashare Subcounty Administration. In Kampala

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she held meetings with the KICS Uganda Auditor and the former Microcredit Adviser. Upon her return she submitted a detailed report with observations and recommendations to the Board of Trustees. KICS UK covered approximately £2,000 of her trip expenses.

Financial Review

Review of the charity’s
financial position at the end
of the period		 Para 1.21 Introduction
After incorporation in 2022, the merging of the association (no.1132288) and the new CIO (1200172) in
2023, 2024 has been a straightforward financial year.
Brought forward from 2023 and reserves
The opening balance on 1 January 2024 was £54,132, with £32,578 unrestricted funds and £21,554
restricted or project funding.
Income
Total income during 2024 was £62,733, £16,248 less than in the previous year (£78,981). This
comprised £56,115 restricted (project) funds and £6,618 unrestricted funds. Of the total, £33,308 was
from charitable trusts, £3,508 from government, £26,902 from private donors, £15 from non-contributory
retail schemes and £0 from bank interest.
Charitable Trusts
Grants were gratefully received from the following trusts and foundations (with the project they supported
in brackets):
Alan & Nesta Ferguson Trust (ITT)
£9,970
The Lef-Pillon Trust (WELL)
£12,838
Angela Gallagher Memorial Trust (PEP)
£500
The Cumber Family Charitable Trust (Agri)
£1,500
Brian Murtagh Charitable Trust (PEP)
£2,500
E F Rathbone Charitable Trust (PEP)
£1,000
Other (PEP)
£5,000
Total
£33,308

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Government

For the first time, KICS secured funding from Guernsey Overseas Aid. In 2024, it received the first instalment (£3,508) of a £7,795 grant for agriculture.

Individual donors including campaigns and fundraisers

Most of our individual or private donors are the friends and family of our founders, or of our past and current trustees. They support us through regular donations or answer our requests when we launch a campaign or ask for support for a specific activity. Their support allows us to show charitable trusts and companies that we have a broad base of public support.

In 2024 individual (sometimes called private) donors donated a total of £26,902, of which £6,602 was unrestricted funding and £20,300 restricted or project funding. We received four donations of over £1,000. We launched two public appeals this year on the Just Giving platform: Support Education for all Children and the 2024 Breakfast Club. There were also some donations from the 2023 Christmas Appeal for RONCO (now PEP). The Chair, Bani Norouzian, held a housewarming barbecue and raised funds for the education appeal via a fundraiser page attached to the main education campaign. The Director, Fiona Bristow, walked 60km over two days which also raised funds for our education projects. The 2024 Breakfast Club formed the basis of our Christmas appeal but also attracted funds from donors during the year. Together these campaigns raised £5,606 (a little less than 2023).

Expenditure

Total expenditure in 2024 was £57,746, including £53,909 which was transferred (granted) to Uganda (93%). This was £6,338 less than the previous year, reflecting the slightly different mix of projects budgeted, projects implemented, and donors’ funding cycles. Transfers were made quarterly. Expenditure included staff salaries and office costs which were allocated to the various projects in proportion to the manpower required. Salaries paid by KICS totalled £17,600, and the KICS Uganda Office cost £3,237 in 2024. These are the amounts transferred to Uganda for the following projects.

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Microcredit - operations £4,441
PEP (RONCO) £12,988
Agriculture training £10,890
Other activities (student sponsorships) £1,696
WELL (adult literacy & business training) £9,465
English language scheme £1,647
In-service teacher training £8,051
Water projects £3,119
Menstrual hygiene £1,650
Partnership £402
Strategic review £137
Administration £1,243
Kashare visit by trustee £1,937
Bank charges £80
Total £57,746

Note: in 2024, the English Language Scheme finished, and the In-service Teacher Training Project took its place (see text).

In 2024, 93% of expenditure was on projects in Uganda. UK costs were very similar to 2023, except that legal costs were ‘replaced’ by the Trustee’s visit to Kashare. As before, expenses included membership of Network Bond and NCVO; insurance (public liability etc); fundraising platform membership; IT costs; money transfer charges; and three places in the 2025 Big Half marathon, at £169.50 each. See our 2024 Summary of Financial Activity for comparisons with previous years.

Closing balances

KICS ended 2024 with £59,697 carried forward, made up of £30,663 in unrestricted funds and £29,034 in restricted or project funding, most having been donated for 2025 activities. Restricted funds included a balance for education projects, agriculture, ELS, WASH, and menstrual health education. Other funds ended the year at zero, as per our policy to use unrestricted funds to fund any deficits in restricted funding at the end of the year. Some unrestricted funds carried forward are essential to the smooth funding of projects as funds are spent in the same year that they are raised, which is described more fully in our reserves policy.

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A huge thank you to all our donors for their support.
Financial plan for 2025
Central to our plans for 2025 are to start a new two-year agricultural training project; the continuation of
the two elements of the Education Project (School Attendance Support and the expanded Breakfast
Club); the conclusion of our third Advanced Literacy and Business Course; and the In-Service Teacher
Training Project. We are also searching for funds for a new basic literacy course, microcredit capital and
a big push on WASH in schools (WCs and tanks).
Once the change in objects is agreed by the Charity Commission, we will look to replicating some of our
very successful and much-asked-for projects in neighbouring subcounties.
We have plans to send one of our trustees, Fiona Bristow, to Uganda in 2025 to provide governance and
grant compliance oversight and technical help.
New trustees are skilled in communications, so we plan to upgrade the website, and be more active on
social media, in order to recruit more supporters.
Our fundraising plan continues to be a mix of applications to charitable trusts and private donations
either through regular donations or through campaigns and personal fundraisers. Our target to fund the
projects above and to maintain our unrestricted reserve is £68,700. Additional funds would allow us to
reach more people in need.
Para 1.22 We annually approve a reserves policy which emphasises not only the need for unrestricted reserves for
use in emergencies but also our use and reliance on the unrestricted funds which we use to underwrite
some projects until restricted funds are raised.
At present we do not hold a separate unrestricted reserve.
Amount of reserve held Para 1.22 On 31 December 2024, we held £30,663 of unrestricted funds, after project funds in deficit (those which
had not attracted sufficient restricted funding) had been zeroed.
Reasons for holding zero
reserves		 Para 1.22 N/A
Details of fund materially in
deficit		 Para 1.24 No funds were in deficit at the end of the year. Unrestricted funds are allocated so that all funds end the
year on zero or above.
Explanation of any
uncertainties about the		 Para 1.23 N/A

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charity continuing as a going concern

Additional information (optional) You may choose to include further statements where relevant about:

The charity’s principal
sources of funds (including
any fundraising)		 Para 1.47 Sources of income in 2024 were as follows:
Individuals incl. Gift Aid
£25,902
Trusts
£33,308
Other
£3,508
Non-contributory
£15
Interest
£0
Total
£62,733
Includes fundraising events run by individuals to raise money for KICS
Investment policy and
objectives including any
social investment policy
adopted		 Para 1.46 N/A
A description of the principal
risks facing the charity		 Para 1.46 The charity depends on volunteers to carry out the administrative, fundraising and technical support
functions, which can be time-consuming. Trustees are looking to fund a senior role in KICS Uganda to
provide them with a more developed programme and fundraising material. This will also accelerate local
ownership and self-reliance.
Other

Structure, Governance and Management

Description of charity’s N/A trusts:

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Type of governing document
(trust deed, royal charter)
Para 1.25		 Charitable Incorporated Organisation
How is the charity
constituted?
(e.g. unincorporated
association, CIO)		 Para 1.25 Charitable Incorporated Organisation KICS registered a CIO in August 2022. In November 2023, this
CIO merged with an association of the same name which was incorporated in September 2009.
Trustee selection methods
including details of any
constitutional provisions
e.g., election to post or
name of any person or body
entitled to appoint one or
more trustees		 Para 1.25 KICS advertises for new trustees among its networks and on volunteer websites. Potential new trustees
are interviewed and invited to attend a meeting. All trustees are consulted before an offer is made.
After serving a three-month probationary period, new trustees are entered on the Charity Commission’s
website.

Additional information (optional) You may choose to include further statements where relevant about:

Policies and procedures
adopted for the induction
and training of trustees		 Para 1.51
The charity’s organisational
structure and any wider
network with which the
charity works		 Para 1.51 KICS is a member of Bond (the network of international development organisations in the UK) and is
active in the Small International Development Charities Network.
Relationship with any
related parties		 Para 1.51 KICS signed a Memorandum of Understanding with KICS Uganda in 2023, specifying more clearly the
areas of cooperation.
Other

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Reference and Administrative details

Charity name Kanaama Interactive Community Support
Other name the charity uses KICS
Registered charity number 1200172
Charity’s principal address 17 Victoria Mews, London SW18 3PY

Names of the charity trustees who manage the charity (CIO)

1
3
4
5
6
7
8
9
10
11
12
13
14
15
16		 Trustee name Office (if any) Dates acted if not for whole
year		 Name of person (or body) entitled
to appoint trustee(if any)
Bani Norouzian Chair From March 2024
Anna McKane Secretary To January 2024
John Watson Treasurer
Fiona Bristow Director
Laura Milillo
Carol Sherman
Jenny Easton
Sara Hossain From March 2024

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17 18 19 – Corporate trustees names of the directors at the date the report was approved Director name

Name of trustees holding title to property belonging to the charity

Trustee name Dates acted if not for whole year

Funds held as custodian trustees on behalf of others

Description of the assets held N/A in this capacity

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Name and objects of the
charity on whose behalf the
assets are held and how
these fall within the custodian
charity’s objects		 N/A
Details of arrangements for
safe custody and segregation
of such assets from the
charity’s own assets		 N/A

Additional information (optional)

Names and addresses of advisers (Optional information)

mes and addresses of advisers (Optional information) mes and addresses of advisers (Optional information) mes and addresses of advisers (Optional information)
Type of
adviser
Name
Address
Name of chief executive or names of senior staff members (Optional information)
Fiona Bristow

Exemptions from disclosure

Reason for non-disclosure of key personnel details

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Other o tional information 2024 Kanaama Interactive Community Support (reg charity no. 1200172) TAR Page 27

Declarations

The trustees declare that they have approved the trustees’ report above.

Signed on behalf of the charity’s trustees

Signature(s)
Full name(s)
Position (e.g. Secretary,
Chair, etc)
Date
John Watson Fiona Bristow
Treasurer Trustee
5 July 2025
5 July 2025

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KANAAMA INTERACTIVE COMMUNITY SUPPORT (Charity no. 1200172) SUMMARY OF FINANCIAL ACTIVITY

31-Dec-24

31-Dec-24 31-Dec-24
Unrestricted funds **Restricted funds ** **Total funds 2024 ** Total funds 2023
£ £ £ £
Balance Brought Forward 32,578.18 21,554.11 54,132.29 39,235.99
Income
Microcredit - operations 4,059.98 381.25 4,441.23 2,951.09
PEP (RONCO) 15,355.97 15,355.97 8,129.52
Agriculture training 14,507.75 14,507.75 4,759.04
Other activities (Student Sponsorship) 1,875.00 1,875.00 2,024.21
WELL (Adult literacy & business training) 578.35 12,838.00 13,416.35 15,863.00
English Language Scheme 468.75 468.75 4,073.55
In-service Teacher Training 10,638.75 10,638.75 10,000.00
Water and snaitation projects - - 17,894.85
Menstrual Hygiene Education 146.17 - 146.17 4,383.43
Partnership 402.16 - 402.16 651.49
Strategic Review 136.61 - 136.61 2,337.87
UK Administration 1,242.85 - 1,242.85 1,055.01
Kashare visit by trustee 1,886.49 50.00 1,936.49 -
Legal costs - - 1,968.00
Bank transfer charges 80.00 - 80.00 135.80
Unrestricted (incl. interest) - 1,915.07
 - - 1,915.07
 2,753.87
Total incoming resources 6,617.54 56,115.47 62,733.01 78,980.73
Expenditure
Microcredit - operations 4,059.98 381.25 4,441.23 2,951.09
PEP (RONCO) 12,987.50 12,987.50 9,620.58
Agriculture training 10,890.27 10,890.27 10,660.09
Other Activities (Student Sponsorship) 1,696.05 1,696.05 2,189.26
WELL (Adult literacy & business training) 578.35 8,887.00 9,465.35 12,405.61
English Language Scheme 1,647.35 1,647.35 1,567.88
In-service Teacher Training 8,051.25 8,051.25 665.90
Water and sanitation projects 3,119.35 3,119.35 14,821.87
Menstrual Hygiene Education 146.17 1,503.71 1,649.88 3,053.98
Partnership 402.16 - 402.16 651.49
Strategic Review 136.61 - 136.61 2,337.87
UK Administration 1,242.85 1,242.85 1,055.01
Kashare visit by trustee 1,886.49 50.00 1,936.49 -
Legal costs - - 1,968.00
Bank Charges 80.00 80.00 135.80
Unrestricted - -
Total resources expended 8,532.61 49,213.73 57,746.34 64,084.43
Net incoming/(outgoing) - 1,915.07
 6,901.74 4,986.67 14,896.30
Balance Carried Forward 30,663.11 28,455.85 59,118.96 54,132.29
BALANCE SHEET Unrestricted Restricted Balance 31 Dec Balance 31 Dec
2024 2023
Bank balances:
Current 30,663.11 29,034.20 59,697.31 47,043.23
Savings - - - 7,089.06
Total 30,663.11 29,034.20 59,697.31 54,132.29
Funds summary YTD Unrestricted Restricted Balance 31 Dec
2024		 Balance 31 Dec
2023
Microcredit - operations - - -
PEP (RONCO) 3,306.21 3,306.21 937.74
Agriculture training 4,313.63 4,313.63 696.15
Other Activities (Student Sponsorship) 178.95 178.95 -
WELL (Adult literacy & business training) 7,986.74 7,986.74 3,457.39
English Language Scheme - - 2,505.67
In-service Teacher Training 13,248.67 13,248.67 9,334.10
Staff Training Fund - - -
Water and sanitation Projects - - 3,119.35
Menstrual Hygiene Education - - 1,503.71
Partnership - - -
Strategic Review - - -
UK Administration - - -
Kashare visit by trustee - - -
Legal costs - - -
Bank Charges - - -
Unrestricted(incl. reserve) 30,663.11 - 30,663.11 32,578.18
Total 30,663.11 29,034.20 59,697.31 54,132.29

CHARITY COMMISSION FOR ENGLAND ANO WALES Independent examinerfs report on the accounts Section A Independent Examiner's Report Rgport to the trustaos KANMMA INTERACTIVE COMMUNITY SUPPORT On accounts for the year ended 2024 Charity no (If any) 1200172 Set out on pag 1-98 I report to the tr￿Stee$ on my eX￿InatiOn of the acuurrts of the above dMrity (Ihe TnJst-> for th8 year ended 3111212024. Responslbilitles and basis ol roport As the charitys trustees, you are responsible for the preparation ol the accounts in ac£LYdanix V￿1h the requirements of the CharrtEs Act 2011 ('ihe A¢r). I report in respect of my examination of the Trust's accounts Carr￿ out LWKler s￿l0n 145 of the 2011 Act in caryng out my examination, I have followed all the appllcable Dkectlons given by the Charty ConNnission U￿knr sectkjn 145(5Xb) of the AL#. Indep•nd•nt I have Com￿eted my exaTrNnation. I confim that material matters have examlnerfs 8tstement come to my attention in conneclion with the examination which gives me cause lo believe thal in, any material respect: the accounting records re not kèN in aCC￿d8n￿ with ¥e¢tion 130 ol Ihe Charitres Act: or the accounts did not accnrd with the a¢¢ounts'ng records.. or the a￿)Unts dKI not comply with the applkable requirements {￿cem1n9 the fomi and content of accounts set out In the Chartties (Accounts and Rep￿ts) RegUlatsc￿5 2008 other than ary requirement that the accounts give a 1rue and fair, view wthich 1$ not a matter CtJnsKlered as part of an irendent examination. I h4e no co￿Orn$ arKI have com8 acxo&8 no other matters in connection with the examination to wthich attention should te drawn in this report in order to enable a proper Underst￿￿￿ of the ￿Unts to be read￿d. . Please delele the wonys in the bwkets rf they do not 8ppIy. 22106125 Relevant professional qualif￿atIOn<S) or body (if any): Addre￿. 22 Addefty Gardens, Lor#Yon. SE9 3EZ IER Oct 2018

Section 8 Disclosure Only complele if the examinef needs to highlKJht malenal matters ￿ corwn (see CC32. Independent eLwnination of tharty accounts.. directions and guidan￿ for eX￿In￿s}. Glve here brfel detalls of any items that the examiner wishes to disclose. Pages 1-98 are those of ts incknjed in the followwvJ documents provided by KICS.. Ex￿1 KICS UK Accounts: 1- 84 PDF Acc£tunts.' 8&98 Fonnaly ch￿rtY nurnb￿ 1132288 after rnoving to a Charttable Incorporated Or9￿1$atiOn IER Oct 2018

J14)•t.24 3V35J9 In(JJ MKiouedtt.operat￿s PEP IFIONCOI tkukurÈ traInI￿ othera¢1￿￿tieSl5t￿ItTh1 wELL{Adu￿ ltstary& Lan8u4e 5¢hen In.5fftTearttFTralntr Waier aDd snakathin preLts Menstnl +tyiw Partnership sir•le￿ Revlew UK •thnlnlsifai K•sharewslt krytru>tee LeBalco%ts Bank transf¢rth4rrt¢s unresirttd Iincl. Inieresil T<¢•1 4JJ59 38125 J5.35&97 14507.75 1375.IX) 4.441.2> 15,35S.97 14,507.75 IA75.LWJ 13.416.35 468.75 Iq63&75 2.951.09 8.129.52 4.755.1)4 2,Q24.21 15,863.tXI 4,Q73.5S iO.LW£#) 17WY•.85 41.383.43 651.49 2,337I7 i.ossni S7&35 4fj8.75 10.638.75 146_J? •)2.16 136.61 1.2I2A5 14&17 102.16 I￿61 J24245 1,93&49 135AI 2,75317 1.915.07 6ffiX754 J.915.07 56.115A7 4￿55. 381JS 12.987.SJ IOJW.27 1.696.05 4A41.23 I2￿? 50 lo￿.27 1.696ll5 9A65J5 IN7.35 8JJ51.25 J.119.35 ?￿51.( 9.610.SB 10.6W.09 ?.iJg. 12,4as.61 1,5$7.88 665. 14MZI7 3,0SJ.98 651A9 2J3747 L055.07 PÈPIftONCOI iriiniP£ otherActM1515ttsdent Spmwthip) WFLI & buJln•Jstrthlr¥) L4n¥u4ykhthi In4•rt•Twch•rTrnW Water•￿￿3￿nbtl0n ehsifu•I HWr Partnershlp s¢r•t•8 Rknrf•w 578a5 1.647.35 8.05115 3,119.35 L,5D3.7A 4)2.16 136.61 1.24?45 II86A9 402.16 136fj1 1.34245 1.936.49 X•sh•re by iNrtte Leqalcosis Bathk Charg•s Unrestrltted x 1.968 135ffj0 NEt5rtom5￿OU1￿n lJ15JJ7 6,Wl.74 4316.67 14W6.30 YO.6￿.11 455JS s9,1￿96 5413219 IALANCE SHEEr 2WJ Blnk tsal4n(e5: Cwrert 53Wtl rot•l 37A63.11 29￿34.30 59W.31 47,043.23 7.W.( Y.112 J4JO FEPIHori(01 kwhLve Ir￿n1r8 (XhÈrpthI￿vtt(kndÈDl5pQn10￿kn1p1 WELLIAdth bv5iTresstraknwyl J.M21 4.JU_65 174.95 7.986.F a.aos.2L 4.313 17895 7.9R6.74 937.14 696.IS a.457.39 I.￿5.67 9.334.10 1114¢Thlce Teachw T¥th Staff Tr•hkni Fun wera4ryd santtalth)PfoSects I32￿7 1524&67 3.L19.35 L505.71 Fartner5hip StrJlEglr Rehtew UK Kashar@sntytrust LeÈ4lc¢tsts Unrestrkted lkncl. resMY T•ial 30,663.11 0ts6Jai 30.663.11 59M7JI 3L578.1 54JJU9