Childreach Annual Report 2015 - 2016

The
Childreach
Annual Report
2015—2016
Page 2 Childreach International 1132203
Contents
A Word from the Chairman and CEO 4

We Are Childreach 6
Our Work
Nepal 8
Tanzania 12
Brazil 14
India 16
Bangladesh 19
The Future 21
Governance 22
Board of Trustees 23
Recruitment and appointment of trustees 23
Induction and training with Trustees 23
Key personnel 23
Legal Structure 23
Trading subsidiaries 23
Risk Management 24
Corporate Governance 24
Operating Assurance 24
Public Benefit 24
Grant-making policies 25
ATOL licensed and FRSB compliant 25
How We Work
Operational Structure 26
Our Affiliates 26
What We Do 26
Our Programmes 27
Fundraising 27
Gifts In Kind 27
Financial Review 28
Trustees’ Responsibilities 30
Independent Auditor’s Report 32
Financial statements 34
* All names of Children showcased or mentioned have had their names changed to protect their identity.

A Word from our Chair
It is a great pleasure to be writing my first letter to you all as Chair of the Board of Trustees at
Childreach International. The increasingly difficult climate for charities in the UK has been well
publicised and Childreach has not been immune to some of the challenges which that has presented.
2015/16 therefore proved to be another mixed year, with the excitement of some significant successes
across our Global organisation somewhat tempered by another period of challenging financial results.
Internationally, our affiliated country offices continued to grow the strength, depth and reach of their
work with several new projects added to our existing portfolio of innovative and award winning
programmes across Tanzania, Nepal, Brazil, India and Bangladesh. In Nepal, our efforts continue to
focus on the earthquake response and thanks to an incredible response to our fundraising appeal and
with the help from other funders and donors, Childreach Nepal have opened 86 new, earthquake
resistant, classrooms in the remote communities of Sindhupalchowk, replacing the temporary
structures we put in place in the immediate aftermath of the quake. Thanks to these efforts, over 3,000
children are now completing their education in a safe, purpose built environment.
Our work in Tanzania continues to go from strength to strength. Alongside our affiliate offices existing
work, two significant new programmes launched this year. The success of the School Farming
programme attracted the attention of the World Food Programme, who have made Childreach Tanzania
their local partner to manage the nutritional component of the ‘Maisha Bora’ food programme in
Northern Tanzania. With the support of The Deutsche Gesellschaft fur Internationale Zusammenarbeit,
the Fit for School programme is working to improve the health of over 9,000 children with improved
sanitation facilities and awareness of the importance of hygiene.
2016 was an exciting year for Action for Brazil’s Children (ABC) our newly merged Brazilian entity, with
the Rio Olympics an obvious focus. Our breadth of programmes supporting children in some of Brazil’s
poorest slums continued and was given a significant publicity boost with the production of a film which
was screened on all British Airways flights for a year from February 2016, with around 1 million views
per month.
In the UK, we continued to build awareness of our work and the issues facing Children around the globe;
with a focus on child trafficking through the ‘Taught Not Trafficked’ campaign and our partnership with
the award-winning film ‘Sold’ which went on release in the US in 2016. In November Gillian Anderson
recorded an appeal for Childreach on Radio 4 which raised over £27k and she continues to be an
advocate and supporter of our work. In March, we hosted an event at the House of Commons, both to
thank our supporters who donated to our Earthquake appeal but also to raise awareness of the issue of
trafficking with the UK government. As a result, questions were tabled by Lord Alton and the Rt. Hon
David Burrows challenging the government on the impact and use of funds to combat child trafficking
and support Nepal in the period after the earthquake.
Our principle source of unrestricted funds continues to be student challenges and we had a successful
season with almost 600 students travelling overseas to undertake adventure challenges - a 20%
increase on 2014/15 - alongside the initiation of a promising new income stream from UK based
challenge events. However, the impact of a large number of deferrals from 2014/15 as a result of the
Nepal Earthquake added to our costs, resulting in a loss over the financial year leaving our unrestricted
reserves in a challenging position. The Trustees are focused on improving the financial resilience of the
charity and rebuilding our financial reserves in line with our policy.
Finally, it is as ever important to recognise that none of this would be possible without the unceasing
hard work of our staff and volunteers and the generosity of our many supporters and donors and who
selflessly offer up their time, talents and financial support. As we continue to work together to help
make the world a safer, brighter and more exciting place for children to grow and develop we are
grateful for your support.
Richard Bryars (Chair)

A Word from our CEO
In 2013 we set out a number of strategic initiatives and as we come to the end of 2016, I am pleased to
report that we have made good progress towards delivering against those. Our affiliate offices and
international development partners have delivered innovative and impactful projects and programs to
improve children’s access to healthcare, education and child protection; campaigned to restore
children’s rights using our collective global voice to influence decision makers to act; established a
global movement of child rights supporters and most importantly, empowered children, their families
and communities to create positive change in their own lives.
During the year, I had the privilege of visiting our projects in India, Nepal, Tanzania and Brazil to see first
-hand the important work being carried out there. I had thought-provoking interactions and meetings
with children, young people, parents and government officials as well as with the incredible people who
implement the projects and lead our partner organizations under extremely challenging circumstances.
I am constantly amazed by their resilience and passion which they bring to their work on a daily basis
and how they continually face their daily challenges with patience and find their own solutions to their
problems. The impact of our initiatives is visible in children, families and their wider communities where
we work.
On reflection, two notable highlights from the year are the independent evaluation of our work in
Tanzania over the last five years, and the independent evaluation of our work in India by faculty
members from the University of East London, the results of which we shared with our stakeholders.
Overall, the findings were very encouraging and lessons learnt have been disseminated. As we move
forward, we plan to commission more evaluations of our work over the coming year to ensure our
programs are having the maximum impact possible.
As we look to the future it is important to remember that the landscape for international NGOs has
been changing rapidly with record numbers of charities closing, entering coalitions, partnership
agreements and merging to continue their work to find greater economies of scale and impact.
Alongside this, the UN General Assembly launched their Sustainable Development Goals in September
2015. Facing into these new challenges has encouraged us to take a fresh look at the future shape of
the organisation, considering both the role of the UK office within the wider Childreach family and how
we can genuinely add value to our overseas affiliate offices and partner organisations. Looking forward,
our primary focus will be to continue to support our affiliate offices & partners . We will also continue to
encourage our affiliate offices to become increasingly self-sustaining; covering all their overheads from
their own income and hence building greater financial resilience within the organisation.
Our own performance in the year was disappointing and has called into question our own financial
resilience going forward. The management team and the board have worked very hard to identify a
workable financial model to take us to a brighter future. This model is not without risks and challenges
and these are articulated in the going concern noted.
Finally, I would like to say thank you to all our generous supporters, who despite difficult economic
times continue to support us and invest in future generations of children around the world. Our work is
possible because of you, so thank you.
Firoz Patel (CEO)

We Are Childreach
We love solving problems,

but we know we don’t have all the answers.
That’s why we listen to children and communities to help them

find practical solutions to their problems.
We give them the tools to change their lives.
We are their megaphone.
We give children the confidence to raise their voices

and demand their rights. By doing so, we prove that
young people can be active agents of change.
Together, we are the spark that starts the fire.

The seed that starts the farm.
The dreamers and the banner wavers
...and we’ll keep on challenging ourselves to change the world.
Every child has the right to live, learn and play.

To be safe, healthy and free.
So stand up and shout with certainty.

Children are relying on it

The Childreach Difference
We believe in practical, community-led solutions.
We develop programmes over time to break down barriers in a child’s path to

fulfilling their potential.
We don’t like short-term fixes. That’s why children, schools and communities
are at the heart of everything that we do. When this happens, children’s
needs are met, children understand their rights, and children have the
confidence to campaign for their rights to be realised.

OUR WORK
Nepal
Implemented by: Childreach Nepal
Providing access to education
Still recovering from the devastating earthquakes that shook Nepal in April 2015, our team
has continued to prioritise increasing children’s access to education, keeping them safe from
exploitation, child labour and human trafficking.
After forming a Memorandum of Understanding with the Nepali Department of Education, we
built new earthquake resistant classrooms at destroyed schools in the Sindhupalchowk
district. Over the last year we have succeeded in constructing and opening 86 classrooms .
Thanks to the support of our donors, and the relentless hard work of our Nepali team, 3,124
children now have safe, warm spaces in which to continue their education. Thus, we have seen
a 50% increase in enrolment at these partner schools since our initial surveys following the
earthquakes.
Engaging children in discussions on their rights
Only 3 in every 10 children in Nepal are given the opportunity to play sport. We understand

Nepal
the value that sport, particularly team sport, plays in providing a physical and social outlet for
young people, as well as a chance for personal development and the formation of new
friendships.
Our Sports Initiative (in partnership with Coaches Across Continents) uses sports and games
as tools for development, and aims to provide not just technical skills but to support the
holistic development of children through sport activities. We held workshops that addressed
social discrimination and injustices, as well as attitudes towards education and gender roles.
We also held our annual Childreach Fiesta, which brought together 24 children from 12
schools to present their views on why children drop out of school, including child labour, early
marriage, corporal punishment and human trafficking. The event resulted in an agreement
being signed by the Headmasters of the 12 schools to ban corporal punishment of their
students.
Improving children’s health
This year we have continued working at the Meera Centre, our model early childhood
development centre in Sankhu village, by providing regularly paediatric and gynaecological
health camps. Children from the centre, as well women and children in the surrounding
villages visit the centre for fortnightly check-ups with a doctor from Dhulikhel Hospital.

Through a partnership with SOLD The Movie, our UK-based ‘Taught, Not Trafficked’ campaign
helps to shine a light on the biggest human rights issue of our time – human trafficking. Our
extensive research project between 2010 and 2013 highlighted the primary causes of child
trafficking in Nuwakot and Sindhupalchowk districts. Our work aims to tackle these causes at
their sources.
During the 2015-2016 year, we have been fortunate to take the campaign beyond our usual
supporter base. A BBC Radio 4 appeal, given by actress Gillian Anderson, helped to raise over
£27,000 from supporters across the UK. We also held a special event at the House of
Commons to present our work in Nepal following the earthquakes in 2015.

Rijan’s Story
The earthquake last year not only destroyed my village – but it also took my mother away. She
left the family not long after the earthquake, leaving me with my alcoholic father whom I have
never formed a strong bond with. Both my younger sister and brother had to drop out of Grade
8 in school to find work in Kathmandu five months ago.
We’ve never been financially well off, scraping by each year and facing the threat of poverty.
That is why my siblings left school to find work. I have been studying for the last eight years,
but I am constantly distracted by my family’s situation. These days, I rarely attend classes be-
cause I also need to work to help provide for my family. Mostly I fish and sell the catch to the
villagers. The money I make is split between school fees and money for home. It’s really hard to
manage both work and school, but I enjoy school and I know that if I get a better education I
can get a better job. I have always dreamed of becoming a maths teacher.
I’ve seen the work of Childreach Nepal at our school since I started. When I joined Class 7, I
started coming to their Sports Initiative workshops. Not only did I get to learn the actual rules
behind football (as opposed to just kicking the ball around like I used to), the workshops
helped me to understand bigger issues in our community – like gender discrimination and hu-
man trafficking. I stayed in the club for two years, but then had to drop out to work more. One
day, I hope to return the club.
Although I rarely have the time to attend school, I have been greatly enjoying studying in our
new classrooms from Childreach Nepal. They feel safer and warmer, and I can concentrate bet-
ter. In fact, this week I have been able to attend school all day, every day. I’m hoping to be able
to keep this up and pick back up where I left in the Sports Initiative.

Tanzania
Implemented by: Childreach Tanzania

Now expanding to two offices in Moshi and Arusha, the Childreach Tanzania team have gone
from strength to strength this year. Sheila Makindara, Country Director, received the honour of
being selected as one of five ‘Best Woman Achievers’ for the Mwalimu Nyerere Golden Awards
2015, an honour established to recognise the contributions of Tanzanians to science,
technology and the community. The entire team is leading the way for deaf rights, school
farming and in-school hygiene in Tanzania.
My School, My Voice: Empowering children to speak up
Through 112 child rights workshops in 14 schools, 420 children have learnt about their right to
participate in decisions that affect their lives, the right to education and the right to be heard.
They are also beginning to develop meaningful understanding of their responsibilities as young
Tanzanian civilians, who can engage and help to shape the future of their country.
To celebrate African Child Day, the children led a special event at Ghona Secondary School.
With over 500 local community members in attendance, children from across 11 schools
performed special plays, poems and songs about their rights.
School Farming: Breaking down barriers to education
It is noted that 85% of the Tanzanian population resides in rural areas where land is either un-
farmable or not fully utilised. In the Kilimanjaro region, government primary schools are not
always able to provide school lunches – leaving children hungry and more likely to skip school.
This year, 3,308 children benefitted from our ongoing School Farming programme. By enabling
schools to grow their own vegetables and provide lunches, school attendance in our partner
schools now averages at 98%.
As well as helping to create these farms, we have trained 1,547 community members on
modern farming skills and enabling them to take ownership of the farms in their community.
We have notice a decrease in the number maize sacks harvested this year, therefore we have
introduced new drip irrigation systems in 10 schools to prevent this problem in the future.
These systems allow water to drip slowly onto the roots, saving water during shortages and
increasing the quantity of maize harvested.
Deaf Education and Development: Fulfilling the potential of deaf youth
Working in partnership with Deaf Child Worldwide, we collaborate to improve the quality of
life of deaf children and young people in the Kilimanjaro region, as well as working with out-of-
school youths, teachers and parents to increase their understanding of deaf rights.
We have taught sign language to;
321 deaf children and youth
124 teachers, of which 19 teachers are now fluent
79 parents
105 hearing students
As well as
Supporting 16 deaf youth with securing internships
Providing supplementary learning materials and hygiene products to 14 students from
low income families

This year we have launched
new programmes in Tanzania.
2
Fit for School: Keeping children healthy

Our goal is to improve the health of 9,455 children in 16 primary schools by reducing the
frequency and spread of communicable diseases. We encourage daily hand washing with soap
as a routine group activity for the students twice a day.
However, these activities strongly depend upon access to reliable and clean water and
adequate sanitary facilities. Working with the support of The Deutsche Gesellschaft fur
Internationale Zusammenarbeit (GIZ), we have installed 149 handwashing facilities across all
the schools for the children to use. As well as this we have provided storage tanks, repaired
toilet facilities, connected water outlets, repaired water basins, door locks and more. We have
also provided sanitary bins to ensure that females can dispose of their sanitary towels.
Maisha Bora: Improving the nutrition of pastoralist communities
New this year, the Maisha Bora programme improves the food security of children and mothers
in Simanjiro and Longido.
The vast plains in these remote areas are home to pastoral and agro-pastoral communities,
which mainly depend on livestock for their livelihoods. Pressure on land and available natural
resources, climate change and lack of alternatives for generating income, have severely
worsened the food insecurity of these communities over the past few decades.
Financed through the Belgian Fund for Food Security, the Maisha Bora programme brings
together five international and ten local organisations to work on higher and more secured
income used for nutrition and improved local availability of food for the most vulnerable and
most impoverished households in the area. The components of the programme are livestock,
water, business and nutrition.
Because of the huge success of our School Farming programme, Childreach Tanzania were sub
granted by the United Nations World Food Programme to manage the nutritional component
of the programme, which aims to increase the number of households (and pregnant and
lactating women) and children below the age of five consuming more diversified foods, using
cleaner water, preventing and treating diarrhoea effectively and having increased awareness
of HIV prevention.

Brazil
Football and Citizenship

Implemented by: ACER
Implementing partner: Coaches Across Continents
Working in the Eldorado community of Sao Paulo, our Football and Citizenship project utilises
the Sport for Social Impact approach by Coaches Across Continents to empower children,
work for gender equality and encourages them to engage further with education.
Family Guardian
Implemented by: ACER
When removed from their parent’s custody, a child has the right to remain with members of
their family. We work to guarantee this right for a child to be raised by their extended family
and to strengthen essential family and community bonds in Santo Anre and Diadema. Many of
the children we work with go on to live with their grandmothers. Through regular home visits,
we ensure that families can access the governments services, apply for school places and
claim their legal rights as guardians. We also offered financial support to 86 lower income
families to help them make the transition to becoming guardians.
Animation Project
Implemented by: Cinema Nosso
We use animation and audio-visual media as a way for children and young people to discuss
their lives in the vulnerable communities of Rio de Janeiro. Through playful learning
experiences, we broaden their critical skills and understanding of the social climate in Brazil.
This year, the children have benefitted from cine-clubs and an extended audio-visual course to
improve the quality of their animation work.
Social Circus
Implemented by: Crescer e Viver
Our goal is to boost the social and individual development of children, teenagers and young
people through circus skills and art. Our Social Circus project instils in young people the will to
transform society and the conditions in which they live, whilst also educating them on their
rights as citizens. The children engage in talent shows, circus presentations and guided
reading to develop their creativity. We enable them to explore new communities and social
settings, and strengthen the bonds with their families by engaging parents in the project.
Our Group
Implemented by Fazendo Historia
Our Group supports young people leaving the care system, helping them to find jobs and their
own homes. We create a peer support group, which forms before they leave the shelters and
works closely with them for three years. By giving young people emotional, financial and
vocational support, we help to build practical skills and prepare them for the challenges they
will face.

Brazil Brazil
Creating My Story
Implemented by Fazendo Historia
We use art and storytelling to help children living across eight shelters to overcome trauma,
improve their literacy levels, understand their history and goals for the future. This year we
have helped to strengthen the shelters’ ability to provide tailored care for the children,
supporting their emotional and cognitive development. We empowered the children and
young people to build positive relationships and take ownerships for their life decisions.
Healthy Choices
Implemented by Viva A Vida
Healthy Choices transforms the lives of young people and children at risk of drug abuse and
violence, empowering them to
make healthier choices in their lives.
Through education and arts,
teenagers learn to make positive
decisions, to avoid drug use and
gangs, and to become agents of
change in their own communities.
We helped 112 students to develop
their own life plans, and
empowered 24 young people to
form a leadership group that raises
important issues such as bullying,
racism, violence, drugs and
homophobia. Our theatre classes
not only teach drama skills, but they
also reduce the risk of drug abuse
by creating strong bonds between the students, allowing them to freely express themselves
and share their concerns.
Children’s Cultural Centre
Implemented by INATOS
This project provides children aged 4-10 years with the opportunities to further engage with
the arts, cultural activities, IT, and music, as well as classes in English and Portuguese. We
focus on their freedom of choice and ability to express themselves. They are taught their
rights and duties as citizens, invoking an interest in learning.
Strikers for Peace
Implemented by: Terra Dos Homens
Implementing partner: Coaches Across Continents
In March 2016, we launched a new 3-year project in the Mangueirinha community in Rio de
Janeiro. Strikers for Peace reduces violence between children and adolescents through a
Sport for Social Impact approach. Not only do we provide sport activities, we also take the
opportunity to address conflict resolution, human rights and social development. Between
March and August 2016, we held two football classes a week with 72 children.

Anderson’s Story
A story from the ‘Football and Citizenship’ programme :
One day, when the project's youth monitor, João, was walking towards the sports court with
the rugby teacher Lucy, they came across a young boy who was carrying a bag full of recycled
materials. Noticing that the child was curiously looking at the rugby ball he was holding, João
went to the boy and introduced himself and Lucy.
Anderson thought João was holding an American football, so they started talking about it and
Lucy answered all questions he had on rugby. Given his interest for this sport he had never
heard of, João and Lucy invited him to come with them to the rugby class, but Anderson
explained that he was helping his family to collect recycled bottles and other materials to be
sold. João gave him a timetable to the classes closest to his house and suggested he tried
coming another day.
A few days later, he showed up to one of the classes and ended up registering on the project
and attended regularly. At first, he used to be quite shy and suspicious of others, but he was
interested in the activities. The coach gave him time to adapt to the new sport whilst engaging
with the other group exercises included in each class.
Now, Anderson interacts with others, takes part in the rugby games, and he also started
attending the football classes. Due to his passion for rugby, he was chosen to be one of the 15
teenagers who participated in the II Try Rugby Festival in the state of Santa Catarina,
competing with other rugby players from all over the country.
By participating regularly in the project, Anderson could convey the importance of playing
sports to his family, who noted his personal growth throughout the year. João was also able to
have a conversation with Anderson’s mother regarding Anderson working at gathering
recycled materials; she said it was Anderson’s father who asked him to help, but she promised
that Anderson would not have to do this chore anymore. Since this conversation, the project’s
staff were happy to realise that the conversation and the project’s methodology had been
fruitful and they never saw Anderson collecting recycled materials anymore.
India
Endangered Gender
Implemented by: Childreach India
Girls and women are discriminated against around the world; they are forced into early
marriages, denied their right to an education and sexually assault daily. In India, this
discrimination is particularly reflected in discrepancies in the sex ratio of the country. Despite
its illegality, it is estimated that up to 100,000 babies a year are aborted because of their
gender. Due to this problem, the world is currently deprived of over 100 million women and
India is now moving towards a gender-imbalanced society.
The practice has many social implications; women are bought, sold and resold, abducted and
sexually exploited. It also leads to people marrying at a younger age and the implementation
of harsh control measures on women. The emotional impact on women is also huge, as they
end up feeling like outsiders.
Endangered Gender consists of a group of local mothers and grandmothers who act as social
activists within their communities. They build up lasting relationships that allow them to keep
track of the number of pregnancies and new mothers in their areas. Their role is to encourage
new mothers to access pre-natal care that would improve both their health and that of their
child. The social activists also tackle the issues of gender, helping to demonstrate the
positivity of having a daughter, and realising the value of being a girl. This year, the activists
visited around 1,000 households each month, and helped to ensure that 656 babies were
safely born in hospitals and 1,885 children received vital vaccinations.
We also formed a Girl's Action Group, consisting of teenage girls who are taught about issues
relating to girls, women's rights, education, adolescent health, personal development and
career opportunities. These girls were then empowered to take on responsibility for
spreading their knowledge to the wider community. They also took on the role of keeping an
eye on the children around them, ensuring that they were being sent to school and being
treated properly. In addition to this they provided tutoring for younger children who were
struggling at school.
India
Children in Charge of Change

Implemented by: Shaishav
We entered the final year of our Comic Relief funded programme implemented by local
Gujarati organisation Shaishav. Together, we have been working to reduce child labour and
get more children back in school, whilst creating a platform to empower them to be
protagonists for their own rights, lobbying the government and making change happen.
At the heart of this project is the creation of a feeling of unity between children, who despite
their different backgrounds support each other and in turn grow their own confidence and
self-esteem. Additionally, these children are given leadership and decision making skills that
will allow them to prosper in the future.

Amita and Geeti’s Story
According to the latest census in India, there are only 914 girls for every 1,000 boys. In Hisar,
this ratio is even worse, with just 837 girls to every 1,000 boys. Our ‘Endangered Gender’
programme works with local communities and families in Hisar to support the fulfillment of
girls’ rights and female empowerment. There are deeply embedded discriminatory attitudes
towards women in India, causing girls to be seen as a burden.
Whilst evaluating our work in Hisar, we met two little girls, Amita and Geeti, who were little
more than a year old, along with their mothers and grandmothers.
Geeti and her mother arrived, sat down without speaking to anyone. Geeti was wearing
tattered gray trousers and a second-hand jumper. She lay in her mother’s arms, and when she
grew fussy her mother tucked her in under her sari for a feed.
Amita is adopted. Her mother has been married for more than 15 years, during which she was
unable to conceive. She and her husband tried a variety of medical treatments but none
worked, so they decided to adopt a little girl. Amita’s grandmother told us that when her
daughter-in-law had the idea of adopting a baby girl, she was sceptical, but she went to visit
this baby, one-month old at the time, and the moment she laid eyes on her, she fell in love
and told her daughter-in-law to go ahead and bring Amita into the household.
In contrast, Geeti’s father has rejected his wife because Geeti is a girl. His mother took his wife
for a scan when she was six months pregnant. When they learned that she was expecting a girl,
the woman’s mother-in-law told her to abort. They began a series of medical procedures that
involved electroshock intended to force her to miscarry. She didn’t want to miscarry though,
and eventually returned to her mother’s house. When she gave birth to a girl, her husband
rejected her and her mother-in-law told her that if Geeti ever enters her home, she will be
killed.
However, her husband will not give her a divorce, either. He is living with another woman, but
refuses to allow his wife to move on, or access government benefits for a woman in her
situation.
Amita life is surrounded by an extended family who love her. Reasonably well-off in
their community, they enjoy the respect of their neighbours. Her mother, in her early thirties, is
thrilled to finally have a child on whom to pour out her love and affection. She dotes on Amita,
choosing her clothes carefully and proudly presenting her in social gatherings.
Geeti lives in a quiet, poor home, with only her mother and her mother’s mother. In her late
teens, Geeti’s mother left school before completing her basic education and, while experienced
in stitching, does not have any ideas about where or how she may find gainful employment.
Because of the shock therapy while in the womb, no-one is sure whether Geeti or her mother
have sustained permanent damage.
As our gathering ended, people - including her paternal grandmother - took turns giving Amita
a cuddle and cheering her on as she practiced walking. Geeti’s mother handed her to her
mother, and she lay listlessly in her maternal grandmother’s arms, barely responding to her
touch and without cracking a smile.
By meeting Amita and Geeti, we saw the significance of valuing girls. Geeti, whose father and
paternal grandmother rejected her now lives in a home where there is little happiness and a
great deal of fear. Amita, whose parents not only accept her but who also enthusiastically
embraced her, knows that she is loved. Not only that, but her mother and grandmother
themselves were confident and content women. Our objective of raising the value of girls
throughout the community is still an ongoing need, and we will keep working to make it a
reality.

Bangladesh
Implemented by: Phulki

With our local partner Phulki, we provide spaces for children aged 3-6 years old to access safe
and stimulating child-care centres whilst their mothers work.
These centres are a space where children can learn and develop through play. They also
support mothers by teaching them about their child’s development.
The growth of garment factories in Bangladesh offers more opportunities for women to find
work. Our child-care centres allow them to become active earners in their household whilst
ensuring that their children are safe.
Childreach International and Phulki provided day care for 98

children and support for 297 working mothers.

The Future
Childreach operates through a ‘federal’ structure with programmes being principally
delivered through our independent affiliate offices in Nepal, Tanzania and India as
well as partner organisations in other countries. Recognising that this approach
requires us to have a clearly aligned Global Strategy, our Chair and Country Directors
met in April 2016 to agree a strategy for the period to 2020. This led to the
development of a set of 5 ‘Aims’ which will help to direct how Childreach develops in
the coming years:
1. We will maximise the potential of our global programmes:
We will maximise the impact of our programmes by delivering our global theory
of change through fewer, larger programmes. We will continue to develop the
quality of our programmes whilst also improving our ability to record and
communicate our successes in order leverage them as best practice. We will
design rights based projects; holding decisions makers to account and
advocating for fulfilment of rights at a local, national and international level to
influence change beyond the boundaries of our organisation
2. We will invest in and develop our greatest strength; our people:
We will ensure that our colleagues are able to grow and develop through
clearer and broader roles. We will enable greater learning between countries
and offices by improving our internal communication systems to ensure
effective knowledge sharing across the organisation and greater collaboration
between our colleague regardless of location
3. We will grow and secure our unrestricted funding:
To fund our operations, development and growth, we will look to grow UK
events and community income, whilst also focusing on increasing our corporate
fundraising. We will support our affiliate offices in the development of social
enterprises to enable them to begin to build their own sources of unrestricted
funding.
4. We will build our global income from grants:
Through more clearly focused programmes and leveraging the skills and
knowledge we have globally, we will continue to build our restricted income
from grants to fund delivery of existing and future programmes and projects
through our affiliate offices
5. We will develop as a global team to become stronger than the sum of our
parts:
We will unlock the potential of our global leadership team, making collective
decisions about the future direction of Childreach globally and develop our
structure, roles and governance model to ensure they support our global
ambitions
Building on the excellent track record which we have developed of delivering

successful, impactful programmes and projects around the world, we are confident
that this will enable Childreach to continue to have a significant impact and deliver
our vision of a world where all children have the opportunity to fulfil their
potential in life.

Governance
Childreach International
Charity Number: 1132203
Board of Trustees: • Meera Tiwari

• Richard Bryars • David Gray (Resigned
(Appointed Chair on 24 as Treasurer on 24 May
May 2016) 2016)
• Alistair Gibbons • Anna Childs
(Appointed Treasurer (appointed 5 October
on 24 May 2016 ) 2016)
• David Durkee • Patrick Gill (appointed
• Ross Kemp (Resigned on 7 July 2017)
as Chair on 24 May Resignations:
2016) • Beth Courtier (23 May
• Angie Windle 2016)
• Annemarie Elsom • Florence Todd-
• Jimena Paratcha Fordham (6 May 2016)
Chief Executive Officer: Company registration number:

Firoz Patel 7005335
Executive Director: Auditor:

Tiffany Watts Crowe Clark Whitehill LLP
(Resigned as Executive Director St Bride’s House, 10 Salisbury Place,
on 31 January 2017) London, EC4Y 8EH
Company Secretary: Lawyers:

Robin Ramphal Cate Barnes NBCUniversal
Central St Giles
Registered office address: St Giles High Street
Unit E, London WC2H 8NU
Marine Wharf,
Plough Way, Bankers:
London, National Westminster Bank
SE16 7DR
The trustees present their report and
the audit financial statements for the
Key personnel
year ended 31 August 2016.
The Chief Executive Officer and senior
management team are responsible for
Board of Trustees the day-to-day management of the
organisation. The Chief Executive Officer
The governance of Childreach International
is accountable to the Board of Trustees
is the responsibility of the Board of
and oversees the daily activities of senior
Trustees. The Board of Trustees’ focus is
management, staff and volunteers in the
primarily on strategic planning and
implementation of the policies laid down
governance which includes: measuring
strategic results achieved by management, by the Board of Trustees.
satisfying the regulatory requirements of The key management of the Charity are
the charity and fulfilling the Board of deemed to be the Trustees and Senior
Trustees’ responsibilities to all interested Management Team. The Trustees
parties. received no remuneration for their role
and full details of emoluments to Senior
Management Team are set out in note 12
Recruitment and appointment of of the financial statements.
trustees
Members of the Board of Trustees devote
their time voluntarily. When appointing Legal Structure
Trustees, emphasis is placed on the The charity was incorporated as a
diversity of skills, knowledge and company limited by guarantee on 1st
experience that is required for the Board to September 2009, receiving the assets and
be effective given the current operating liabilities of an unincorporated trust,
climate. Nominations for potential Board Childreach International, on 1st
members come from various sources and November 2009. The charity is governed
the process may include personal by its Memorandum and Articles of
approaches to potential candidates. Association.
Childreach International has a formal
selection process, which is documented in
the Trustees’ Handbook. Trading subsidiaries
Childreach International (Trading) Limited
(formerly known as Charity Expeditions
Induction and training with Trustees Limited) is a wholly owned subsidiary
The induction process for new Trustees’ incorporated in August 2008; it was
includes an explanation of the functions of dormant during the year and at the time
the Board of Trustees’ and could include of signing these financial statements.
appointing a mentor from within the Board Climateplus Limited is a wholly owned
for the new member. subsidiary incorporated in February 2011;
A full overview of the organisation and its it was dormant during the year and at the
activities is provided and the contributions time of signing these financial
the new member will be able to make are statements.
explored. Trustees are given a welcome Action for Brazil’s Children Trust
pack which includes a copy of the (registered charity number 1069022)
Memorandum and Articles of Association, became a wholly owned subsidiary of
Financial Statements, copy of board Childreach International effective from
minutes and a copy of the Charity 31 August 2016 through a full merger.
Commission guidance, ‘The Essential Action for Brazil’s Children Trust operates
Trustee’, as well as recent publications.
charitable projects in Brazil.
Childreach International encourages
ongoing training to fulfil the development The charity and its subsidiaries are
needs of the Trustees. This is achieved by collectively known as ‘the Group’. The
encouraging Trustees to identify training assets, liabilities and trading results of
needs, and by providing training in new or the companies are incorporated in the
emerging areas of responsibility. Training is consolidated Financial Statements.
treated as an essential and regular Board
activity, ensuring it is professional,
appropriate and evaluated.

Risk management partners at regular intervals. Trustees are
also encouraged to visit programmes
In common with many charities, the current where appropriate. Finances are
difficult fundraising environment creates monitored by the management regularly
an uncertainty about meeting both using a system of monthly checks and
unrestricted and restricted targets. The reviews. Board meetings are held
nature and location of our work, combined quarterly and reports on programmes and
with our fundraising model (based largely finance progress are presented.
on challenge events income), means that at
any point in time the scale and allocation of Corporate governance
future funding is hard to project with
certainty. Internal control over all forms of
commitment and expenditure continue to
be refined to improve efficiency.
Processes are in place to ensure that
The Board has adopted a formal Risk performance is monitored and that
Register, and the Trustees and appropriate management information is
management have identified risks and reviewed.
ranked these by likelihood and impact.
Risks are categorised into 4 key areas; The systems of internal control are
Fundraising, Communications, Programmes designed to provide reasonable but not
and Operations. key risks are regularly absolute assurance against material
reviewed and monitored by senior mismanagement or loss. They include:
managers as part of ongoing risk
management throughout the year, while A strategic plan together with the annual
the trustees review the major risks that operating plan and budgets approved by
face the organisation on at least a quarterly the Board of Trustees
basis and more often if needed. Regular analysis by the Board of Trustees
The principle risks in fundraising for of the results and variances from budgets
Childreach International relate to our Segregation of duties
specialisation and focused on the student
challenge event market, which makes it The identification and management of
difficult to grow the database of contacts, risks as outlined above.
becoming reliant on the same audience. Operating assurance
Programmes key risk is in not securing the
required funding for restricted funds, Assurance is undertaken by in-country
including increasing unrestricted funding, external audits, field visits by Childreach
which could result in Childreach International staff and by the finance
International only being able to fund function of Childreach International,
operations which compromises our overall whose role it is to carry out a programme
strategy. We continue to work hard to of regular risk-based cyclical audits with
mitigate this risk by seeking to bring in Childreach International's partners and
grants, in particular, to support our affiliates.
overseas operations.
All reports are directly addressed to the
From an operational perspective, our Chief Executive Officer. These reports are
principle risk is in respect of staff not reviewed and then passed onto the board
operating in an ethical manner resulting in for inspection. The audit programme
reputational impact for Childreach includes risk-based audits of overseas
International. This threat continues to be projects and UK-based functions.
mitigated by having appropriate internal
controls in place. The Board has established Public benefit
systems and clear reporting mechanisms to Childreach’s charitable aims and objects
monitor, manage and mitigate the are enshrined within its memorandum and
exposure to all risks, including those articles and as such the trustees ensure
described above. that the charity’s activities are carried out
for the public benefit through its strategic
Senior staff based in London visit all priorities. This is done primarily through
affiliate offices and implementation the delivery of services aimed at children

and young people around the world. This
report allows us to show how our charitable
funds are spent and the impact and
benefits that has on children and young
people around the world.
Grant-making policies
Childreach International provides grants to
organisations which meet the charitable
objectives and criteria set by Childreach
International. After initial screening,
applications are reviewed by senior
management. All grants are made on a one-
year funding cycle with organisations being
invited to reapply. Recipients of funding
are subject to quarterly reviews before the
next instalment of funding is given. This is
to ensure that the agreed objectives have
been met and that the finances are being
adequately managed and controlled.
Childreach International ensures that all
grant applications are treated equally and
fairly.
ATOL licensed
The Civil Aviation Authority require flight
inclusive packages to be made under an Air
Tour Operators Licence. All applicable
Childreach International events are
covered by ATOL bonding.
Fundraising Regulator compliant
There are many laws and recommendations
relating to fundraising. We make sure we
adhere to the highest fundraising
standards.

How We Work
Organisational structure
Childreach International operates through a global network of implementing partners and
locally registered, independent, affiliate organisations. They liaise closely with Childreach
International in the UK within a formal reporting and monitoring framework that ensures all
offices work towards the same core strategic objectives.
Our working relationship with affiliates and implementing partners ensures the appropriate
utilisation of funds provided for our programmes.
As all affiliate offices are separate independent legal entities in their own jurisdictions, their
results are not included within these accounts.
Action for Brazil’s Children Trust became a wholly owned subsidiary of Childreach International
in 2015. Action for Brazil’s Children Trust works in partnership with local communities on
several projects aimed at improving the lives of children in four Brazilian cities.
Our affiliates
The inauguration of our international partner organisations has formed an integral part of our
strategy to improve the reach and capacity of our work. The global organisation is represented
by offices in India, Nepal and Tanzania that are run by local staff, overseen by Trustees from
the local communities and governed by local legislation, so are independent from Childreach
International.
Childreach International has been able to exercise more precise monitoring and evaluation
measures through its international affiliate organisations, ensuring the programmes and
projects we support can adapt and develop to better meet the requirements of the local
communities. We have been able to improve training and capacity building techniques within
each office, extensively developing the skills and technical abilities of the staff in areas
including finance, IT and programme management.
Co-operation between our UK and international affiliates utilises our collective strengths.
Local staff speak local languages and dialects, understand the most pressing local needs and
remain close to programme and project sites, enabling issues to be dealt with more quickly. UK
staff provide assistance and support to local staff, bringing a wealth of policy expertise and
international development project management.
What We Do
Our charitable aims are put into practice by ensuring that all children in the areas where we
work enjoy at least a minimum standard of nutrition, safe drinking water, sanitation,
healthcare and the opportunity to go to school and to acquire the life skills to earn a secure
livelihood.
Where we work is decided by taking into account the following factors:
• Data on relative levels of poverty for countries across the world
• Information from partners and affiliate organisations about areas not well served by
other NGOs and international support
• Where our input is most effective
• Availability of local partners and their willingness and capabilities to work with us
• The degree of stability, safety and security in operation
• We deliver our charitable aims in five ways:
• Through Childreach International affiliates in India, Nepal and Tanzania

How We Work
• Through grant making to partner organisations

• Using both partner and affiliate organisations helps us utilise local knowledge effectively
and assists in our educational work
Cooperation with existing local government agencies and other organisations is essential when
implementing effective development strategies. In India, Nepal and Tanzania, Childreach
International affiliates work with local governments in regions and communities which have
been overlooked by other organisations.
Our programmes
Our programmes help us achieve our vision. Each programme has its own overall objective,
realised through pioneering grassroots projects which focus on improving health, education,
child rights and child protection. Guided by our underlying principle of community-based
development, they operate using two highly effective approaches; either through
implementation by Childreach International, our affiliates, or through strategic partnerships
with locally established NGOs and community-based organisations.
Fundraising
We believe that our fundraising activities are about more than just financial resources. Our
revenue streams are designed to create active participation, not just donors. Our supporters
are part of the process; from their initial financial input, through to the implementation of our
programmes.
The methods we use are found throughout the charitable sector; however, what makes us
different is the way we deliver our fundraising models. With Childreach International,
fundraisers develop a sense of ownership of the work delivered on the ground.
Futurebuilding, Big Builds and Challenge Events provide an income that is almost entirely
comprised of unrestricted funding. Thousands of people participate and raise funds for us.
However, effective training, inspiring leaders and life-changing expeditions turn these
individuals into more than just fundraisers.
They also have an experience which will give them a wider knowledge of the world and
become advocates for children’s rights and global change.
Childreach International is dedicated to accountability, best practice and the belief that
fundraising is about engagement and awareness. Our success this year can be attributed not
only to those who have given money, but also to those who have given their time.
Gifts in Kind
A grant from Google for Adwords ($10,000 a month)
Account management of our Google Adwords from Periscopix (£14,400)
Support management of Search Enginge Optimisation for our website by Total SEO (£4,740)
With special thanks to Reading Nepalese Society, Steve Atack, Gerry Holingswroth, iProbono,
Fieldfisher, Total Insight Theatre and Erica Dezonne for their contributions through goods and
services this year.

Financial Review
Income and expenditure more robust model that can take the
Charity back to its reserves policy target
The prime source of income for the Charity within three years.
continues to be from Student Challenge
Events. We are continuing our efforts to Going concern
diversify the charity’s revenue streams as Childreach International, like many
demonstrated with the merger with ABC charities is dependent on voluntary
Trust. We have had some success with that income to meet its future commitments
in the year with an increase in income. with income generation targets which, by
Which has increased slightly in the year to their nature, are at risk of not being
£2,203k (2015: £2,191k). This is primarily delivered. Over the last few years, we
due to an increase in Challenge Event have not been as succ essful as hoped to
Programmes. However, this is an area that raise funds which has led to our reserves
we are tracking carefully, as it is an position deteriorating.
increasingly competitive market.
In 2017, the Board has reviewed the
Total expenditure increased slightly to business model and taken steps to ensure
£2,486k (2015: £2,285k). Within that, the that our management of income and
cost of raising funds increased to £967k costs is better aligned and hence to
(2015: £772k) and there was a small ensure that we will be able to contribute
increase in the expenditure on charitable positively to our unrestricted reserves in
activities to £1,519k (2015: £1,513k). the coming year. These steps include:
Reserves and financial position • A new governance approach to

At the year end, the balance sheet had a improve the management of our
small deficit of £29k (2015; surplus of core student fundraising function
£254k). This is due to a worsening position with a structure which combines the
of the unrestricted fund balance to a deficit expertise of both Rare adventures
of £167k (2015: £61k surplus). and Childreach staff to drive higher
sign ups and, critically, improve
Restricted funds are grants and donations retention
to be used in accordance with specific • Significant changes to our cost
restrictions imposed by the donor or those structures to lower our fixed cost
funds raised by the charity for a particular base and improve translation of
purpose; these may be project specific or income to reserves
more broadly restricted to a specific theme
or country. • An increased focus on full cost
recovery in grant applications
The Trustees have set a reserves policy
such that sufficient unrestricted reserves The risk remains that fewer sign ups or a
should be available to cover any committed greater drop out rates than anticipated
future project funding and meet three could drive a negative financial impact but
months of UK operating expenditure. The the Board and management team will
reserves position at the end of the year monitor this risk closely during the year to
does not meet that policy. ensure that timely action can be taken
namely reviewing the timing of all
The trustees agreed a 2016/17 budget and discretionary payments and, if
financial plan that was expected to return appropriate, extending the credit facility
Childreach to meeting the reserves policy with the bank.
within three years. However, the current
position in 2016/17 shows us currently The Trustees have considered the
failing to achieve the budgetary targets. charity's strategic plan, the current
As a result, the trustees and management income and expenditure forecasts for
team have invested a significant amount of 2016/17 and 2017/18, and the availability
time and effort into the identification of a of short-term financing, and have

reviewed the latest cash flow forecasts for
the same period and the assumptions
contained therein. As a result, the Board
has confidence that the organisation will be
able to meet its liabilities as they fall due
for the foreseeable future and have
therefore prepared the financial
statements on the going concern basis.
Our ability to meet our liabilities as they fall

due is in particular dependent on the
continuation of a credit facility from the
bank, and the financial support of Rare
Adventures Ltd, if required. Specifically,
regarding the loan facility from Rare
adventures Ltd, we are in the process of
agreeing the terms of a loan with a draft
contract recently issued. There is a risk that
the timing and amount of our cash inflows
and outflows do not happen as expected.
However, the cashflow forecast has some
headroom (of over £30k of the £250k
overdraft) before we reach the limit of the
credit facility. The Board has taken
independent expert advice on our financial
forecast . This, along with the financial
support from our outsourced finance
partner gives the board more confidence in
the accuracy of the forecast than in
previous years.
The uncertainties articulated above

indicate that a material uncertainty exists
that may cast doubt on our ability to
continue as a going concern. The financial
statements do not include the adjustments
that would result if the company was
unable to continue as a going concern.

Trustees’ Responsibilities
The Trustees (who are also directors of Childreach International for the purposes of company
law) are responsible for preparing the Trustees’ Annual Report and the Financial Statements in
accordance with applicable laws and United Kingdom Accounting Standards (United Kingdom
Generally Accepted Accounting Practice).
Company law requires the Trustees to prepare Financial Statements for each financial year
which give a true and fair view of the charitable company and the group. These statements
include the incoming resources and application of resources, including the income and
expenditure of the charitable group for that period. In preparing these Financial Statements
the Trustees are required to:
• Select suitable accounting policies and then apply them consistently
• Observe the methods and principles in the Charities Statement of Recommended Practise
(SORP)
• Make judgments and estimates that are reasonable and prudent
• State whether applicable UK Accounting Standards have been followed, subject to any
material departures disclosed and explained in the financial statements
• Prepare the financial statements on a going concern basis unless it is inappropriate to
presume that the charitable company will continue in business
The Trustees are responsible for keeping proper accounting records that disclose with
reasonable accuracy at any time the financial position of the charitable company and enable
them to ensure that the Financial Statements comply with the Companies Act 2006.
They are also responsible for safeguarding the assets of the charitable company and the group
and hence for taking reasonable steps for the prevention and detection of fraud and other
irregularities.
Statement of disclosure to auditors
So far as the Trustees are aware there is no relevant audit information of which the Group’s
auditors are unaware.
Additionally, the Trustees have taken all the necessary steps that they ought to have taken as
directors in order to make themselves aware of all relevant audit information and to establish
that the company’s auditors are aware of that information.
The Trustees declare that they have approved the report and accounts.
Signed on behalf of the Charity’s Trustees

Richard Bryars Alistair Gibbons
Chair Treasurer
Date: 31 August 2017

www.childreach.org.uk

Independent Auditor’s Report
Independent Auditor’s Report to the Members and Trustees of Childreach International
We have audited the financial statements of Childreach International for the year ended 31 August
2016 which comprise the Group Statement of Financial Activities, the Group and Company Balance
Sheets, the Group Cash Flow Statement and the related notes numbered 1 to 23.
The financial reporting framework that has been applied in their preparation is applicable law and Unit-
ed Kingdom Accounting Standards, including Financial Reporting Standard 102 The Financial Reporting
Standard applicable in the UK and Republic of Ireland (United Kingdom Generally Accepted Accounting
Practice)
This report is made solely to the charitable company’s members, as a body, in accordance with Chapter
3 of Part 16 of the Companies Act 2006 and the charitable company’s trustees as a body in accordance
with section 154 of the Charities Act 2011. Our audit work has been undertaken so that we might state
to the charitable company’s members and trustees those matters we are required to state to them in an
auditor’s report and for no other purpose. To the fullest extent permitted by law, we do not accept or
assume responsibility to anyone other than the charitable company, the charitable company’s members
as a body and the charitable company’s trustees as a body for our audit work, for this report, or for the
opinions we have formed.
Respective responsibilities of trustees and auditor
As explained more fully in the Statement of Trustees' Responsibilities, the trustees (who are also the
directors of the charitable company for the purpose of company law) are responsible for the prepara-
tion of the financial statements and for being satisfied that they give a true and fair view.
We have been appointed as auditor under section 151 of the Charities Act 2011 and under the Compa-
nies Act 2006 and report in accordance with regulations made under those Acts.
Our responsibility is to audit and express an opinion on the financial statements in accordance with ap-
plicable law and International Standards on Auditing (UK and Ireland). Those standards require us to
comply with the Auditing Practices Board's Ethical Standards for Auditors.
Scope of the audit of the financial statements
An audit involves obtaining evidence about the amounts and disclosures in the financial statements
sufficient to give reasonable assurance that the financial statements are free from material misstate-
ment, whether caused by fraud or error. This includes an assessment of: whether the accounting poli-
cies are appropriate to the charitable company's circumstances and have been consistently applied and
adequately disclosed; the reasonableness of significant accounting estimates made by the trustees; and
the overall presentation of the financial statements.
In addition, we read all the financial and non-financial information in the Trustees’ Annual Report to
identify material inconsistencies with the audited financial statements and to identify any information
that is apparently materially incorrect based on, or materially inconsistent with, the knowledge ac-
quired by us in the course of performing the audit. If we become aware of any apparent material mis-
statements or inconsistencies we consider the implications for our report.

Opinion on financial statements
In our opinion the financial statements:
• give a true and fair view of the state of the group’s and the charitable company’s affairs as at 31
August 2016 and of the group’s incoming resources and application of resources, including its
income and expenditure, for the year then ended;
• have been properly prepared in accordance with United Kingdom Generally Accepted Account-
ing Practice; and
• have been prepared in accordance with the requirements of the Companies Act 2006 and the
Charities Act 2011.
Emphasis of matter – Going concern
In forming our opinion, which is not qualified, we draw attention to Note 1.4 in the financial state-
ments, which indicates that the charitable company is dependent on the continuation of a credit facili-
ty from the bank, and financial support from Rare Adventures Ltd. As stated in Note 1.4, these events
or conditions, indicate that a material uncertainty exists that may cast significant doubt on the com-
pany’s ability to continue as a going concern. Our opinion is not modified in respect of this matter.
Opinion on other matter prescribed by the Companies Act 2006
In our opinion based on the work undertaken in the course of our audit
• the information given in the Trustees' Annual Report for the financial year for which the finan-
cial statements are prepared is consistent with the financial statements; and
• the Trustees’ Annual Report have been prepared in accordance with applicable legal require-
ments.
Matters on which we are required to report by exception

In light of the knowledge and understanding of the group and parent company and its envi-
ronment obtained in the course of the audit, we have not identified material misstatements in the
trustees’ annual report.
We have nothing to report in respect of the following matters where the Companies Act 2006 re-
quires us to report to you if, in our opinion:
• the parent charitable company has not kept adequate accounting records; or
• the parent charitable company financial statements are not in agreement with the accounting
records and returns; or
• certain disclosures of trustees' remuneration specified by law are not made; or
• we have not received all the information and explanations we require for our audit; or
• the trustees were not entitled to prepare the financial statements in accordance with the small
companies regime and take advantage of the small companies exemption in preparing the Trus-
tees Annual Report.
Naziar Hashemi
Senior Statutory Auditor
For and on behalf of

Crowe Clark Whitehill LLP
Statutory Auditor
London
31 August 2017

CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES (INCORPORATING INCOME AND
EXPENDITURE ACCOUNT)
FOR THE YEAR ENDED 31 AUGUST 2016
Unrestricted Restricted Total Total

funds funds funds funds
2016 2016 2016 2015
Note £ £ £ £
INCOME FROM:
Donations 2 165,808 334,877 500,685 468,037

Charitable activities 3 229,979 2,193 232,172 165,867
Other trading activities 4 1,425,983 40,347 1,466,330 1,296,771
Investments and other income 5 4,018 - 4,018 1,101
Income from merger with ABC Trust - - - 259,262
TOTAL INCOME 1,825,788 377,417 2,203,205 2,191,038
EXPENDITURE ON:
Raising funds 6 967,438 - 967,438 771,736

Charitable activities 7 1,084,275 434,724 1,518,999 1,513,388
TOTAL EXPENDITURE 2,051,713 434,724 2,486,437 2,285,124
NET EXPENDITURE 225,952 57,307 (282,322) (94,086)
Transfers between Funds 16 (2,688) 2,688 - -
NET MOVEMENT IN FUNDS (228,613) (54,619) (283,232) (94,086)
RECONCILIATION OF FUNDS:
Total funds brought forward 61,312 192,483 253,795 347,881
TOTAL FUNDS CARRIED FORWARD (167,301) 137,864 (29,437) 253,795
All income and expenditure derive from continuing operations.
The notes on pages 38 to 56 form part of these financial statements.
The full comparative Consolidated Statement of Financial Activities is presented in note 23 to these accounts.
Page 34
CONSOLIDATED BALANCE SHEET
AS AT 31 AUGUST 2016
REGISTERED NUMBER: 7005335
2016 2015
Note £ £ £ £
FIXED ASSETS
Tangible assets 12 16,678 28,194
CURRENT ASSETS
Debtors 14 83,268 110,996
Cash at bank and in hand 3,842 218,099
87,110 329,095
CREDITORS: amounts falling due within

one year 15 (133,225) (103,494)
NET CURRENT (LIABILITIES)/ASSETS (46,115) 225,601
NET (LIABILITIES)/ASSETS (29,437) 253,795
CHARITY FUNDS
Restricted funds 16 137,864 192,483
Unrestricted funds 16 (167,301) 61,312
TOTAL (DEFICIT)/FUNDS (29,437) 253,795
The financial statements were approved and authorised for issue by the Trustees on 31 August 2017 and signed
on their behalf, by:
Richard Bryars, Chair Alistair Gibbons, Treasurer

Trustee Trustee
Page 35
COMPANY BALANCE SHEET
AS AT 31 AUGUST 2016
REGISTERED NUMBER: 7005335
2016 2015
Note £ £ £ £
FIXED ASSETS
Tangible assets 12 16,678 28,194
Investments 200 200
16,878 28,394
CURRENT ASSETS
Debtors 14 83,268 135,679
Cash at bank and in hand 801 127,025
84,069 262,704
CREDITORS: amounts falling due within

one year 15 (162,223) (102,677)
NET CURRENT (LIABILITIES)/ASSETS (78,154) 160,027
NET (LIABILITIES)/ASSETS (61,276) 188,421
CHARITY FUNDS
Restricted funds 16 81,521 176,661
Unrestricted funds 16 (142,797) 11,760
TOTAL (DEFICIT)/FUNDS (61,276) 188,421
The financial statements were approved and authorised for issue by the Trustees on 31 August 2017 and signed
on their behalf, by:
Alistair Gibbons, Treasurer

Richard Bryars, Chair Trustee
Trustee
Page 36
CONSOLIDATED STATEMENT OF CASH FLOWS
2016 2015
Note £ £
Cash flows from operating activities
Net cash flow from operating activities 18 (209,925) (126,203)
Cash flows from investing activities:

Purchase of tangible fixed assets 12 (4,332) (2,969)
Net cash flow from investing activities (4,332) (2,969)
Change in cash and cash equivalents in the year (214,257) (129,172)
Cash and cash equivalents brought forward 218,099 347,271
Cash and cash equivalents carried forward 19 3,842 218,099
Page 37
NOTES TO THE FINANCIAL STATEMENTS
1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
1.1 Basis of preparation of financial statements
Childreach International is a Registered Charity (number 1132203) with the Charity Commission in
England and Wales, and a Registered Company (number 7005335) with the Registrar of Companies.
The financial statements have been prepared in accordance with Accounting and Reporting by
Charities: Statement of Recommended Practice applicable to charities preparing their accounts in
accordance with the Financial Reporting Standard applicable in the UK and Republic of Ireland (FRS
102) issued on 16 July 2014, the Financial Reporting Standard applicable in the UK and Republic of
Ireland (FRS 102), the Charities Act 2011 and the Companies Act 2006 and UK Generally Accepted
Practise as it applies from 1 January 2015. The Charity has a registered address of Unit E, Sirius
House Seafarer Way, Surrey Quays, London, England, SE16 7DR.
Childreach International meets the definition of a public benefit entity under FRS 102. Assets and
liabilities are initially recognised at historical cost or transaction value unless otherwise stated in the
relevant accounting policy.
The financial statements are prepared in sterling which is the functional currency of the Charity and
rounded to the nearest pound.
The Statement of Financial Activities (SOFA) and Balance Sheet consolidate the financial statements
of the company and its subsidiary undertaking. The results of the subsidiary are consolidated on a
line by line basis.
No separate SOFA has been presented for the company alone as permitted by section 408 of the
Companies Act 2006. The Charity adopted SORP (FRS 102) with effect from the 1 September 2014
and an explanation of how transition to SORP (FRS 102) has affected the reported financial position
is given in Note 1.2.
1.2 Reconciliation with previous Generally Accepted Accounting Practice
In preparing these accounts, the Trustees have considered whether in applying the accounting
policies required by SORP (FRS 102) the restatement of comparative items was required.
They concluded that no material transitional adjustments or restatements of comparative items was
required.
1.3 Company status
The company is a company limited by guarantee. In the event of the company being wound up, the
liability in respect of the guarantee is limited to £10 per member of the company.
1.4 Going concern
Childreach International, like many charities, is dependent on unrestricted income to meet its future
commitments. Our ability to generate voluntary income going forward is significantly dependent on the
charity's strategy and planned income generation from Challenge Events, Trusts and Institutions. If
income generation targets are not met, then the charity would be unable to continue as a going
concern.
Our ability to meet our liabilities as they fall due is in particular dependent on the continuation of a
credit facility from the bank, and the financial support of Rare Adventures Ltd, if required. Specifically,
regarding the loan facility from Rare Adventures Ltd, we are in the process of agreeing the terms of a
loan with a draft contract recently issued. There is a risk that the timing and amount of our cash inflows
and outflows do not happen as expected. However, the cash flow forecast has some headroom (of
over £30k of the £250k overdraft) before we reach the limit of the credit facility. The Board has taken
independent expert advice on our financial forecast.
Page 38
1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (continued)
This, along with the financial support from our outsourced finance partner gives the board more
confidence in the accuracy of the forecast than in previous years.
The uncertainties articulated above indicate that a material uncertainty exists that may cast doubt on
our ability to continue as a going concern. The financial statements do not include the adjustments
that would result if the company was unable to continue as a going concern.
1.5 Funds
General funds are unrestricted funds which are available for use at the discretion of the Trustees in
furtherance of the general objectives of the Charity and which have not been designated for other
purposes.
Restricted funds are funds which are to be used in accordance with specific restrictions imposed by
donors or which have been raised by the Charity for particular purposes, these may be project specific
or more broadly restricted to a specific theme or country. The costs of raising and administering such
funds are charged against the specific fund. The aim and use of each restricted fund is set out in the
notes to the financial statements.
1.6 Income recognition
All incoming resources are recognised in the Statement of Financial Activities when the Charity is
legally entitled to the income after performance related conditions, it is probable that the income will
be received and the amount of income receivable can be measured reliably.
Grants Receivable
Grant income is recognised in accordance with the terms of the grant and is included in the accounts
when there is demonstrable evidence that Childreach International is entitled to it. In the case of
conditional grants, the income is recognised when meeting the conditions is within the control of
Childreach International, and there is evidence that the conditions will be met.
Voluntary Donations
All incoming resources are included in the Consolidated Statement of Financial Activities when the
charity is legally entitled to the income and the amount can be quantified with virtual certainty.
Event registration fees, challenge event income and FutureBuild income is recognised when the
money is received.
Gift aid income is apportioned based on the proportion of total income in each income category eligible
for gift aid.
Gifts in Kind
Gifts in kind and donated services are included in the Statement of Financial Activities at the value at
which the charity would be prepared to pay in the open market for services or facility of equivalent
value to the charity. Where such services would normally have been used by the charity, these gifts
and services have not been included in the Statement of Financial Activities.
Interest receivable
Interest on funds held on deposit is included when receivable and the amount can be measured
reliably by the Charity. This is normally upon notification of the interest paid or payable by the bank.
Page 39
1.7 Expenditure recognition
Expenditure is accounted for on an accruals basis. Irrecoverable VAT is allocated based on

expenditure. The majority of costs are directly attributable to specific activities; where costs cannot
be directly attributed to specific headings they have been allocated to activities on a basis consistent
with the use of resources.
Allocation of support salary costs between Governance, Costs of Raising Funds, and Charitable
Expenditure is on the basis of time spent by individuals in the relevant departments.
Cost of Raising Funds

These costs include the salaries, direct expenditure and overhead costs of the staff in UK offices who
promote fundraising, including events and provision of some support services to the Challenge Event
programme.
Charitable Expenditure
These costs include the programmatic costs of all international development work, including grants
made to overseas partners and affiliates and the development experience programme.
The cost of project management staff in the UK who assess applications for funding and monitor and
evaluate charitable spending is also included, as well as a portion of overheads.
Governance
Governance costs are those associated with the governance arrangements of the Charity. These
costs are associated with constitutional and statutory requirements. A proportion of overhead costs
are also included.
Grants Payable
Direct expenditure in each country is made by way of grants payable to associated overseas
operations run by the charity’s independent partners and affiliates.
Grants are made on the basis of a project proposal’s adherence to our rigorous selection process.
This includes measuring suitability against criteria including, but not limited to, alignment to the key
themes of the charity’s work, working within target countries, their predicted success, the number of
beneficiaries that will be reached and innovative means of assisting children in developing
communities.
Grants are only made to recognised institutions within target countries. The progress and success of
individual projects is assessed regularly and continued funding is reviewed on a quarterly basis.
Page 40
1.8 Basis of consolidation
The financial statements consolidate the accounts of Childreach International and all of its subsidiary
undertakings ('subsidiaries').
The Charity has taken advantage of the exemption contained within 408 of the Companies Act 2006
not to present its own Income and Expenditure Account.
The income and expenditure account for the year dealt with in the accounts of the Charity was
£245,446 (2015 - £159,460).
Group accounts have been prepared for Childreach International, and its wholly owned subsidiary
companies, Childreach International (Trading) Limited (Company Registration number 06679264),
Climateplus Limited (Company Registration number 07519573) and Action for Brazil’s Children
Trust (Company Registration number 03489665, Charity Registration number 1069022), in
accordance with the requirements of SORP (FRS 102).
With effect from the 8th May 2015, the Charity acquired Action for Brazil’s Children Trust by becoming
sole member of the company limited by guarantee.
Climateplus Limited and Childreach International (Trading) Limited were dormant in the year.
1.9 Affiliates
At the end of the financial year, Childreach International had associations with the following overseas
charitable operations. The Trustees consider that Childreach International does not exercise sufficient
influence or control over any of these operations to require their consolidation into these accounts:
• Childreach Tanzania, registered (charitable) number 00NGO/00003319

• Childreach India, registered (charitable) number U93000DL2010NPL203352
• Childreach Nepal, registered (charitable) NGO number 3059/346
1.10 Tangible fixed assets and depreciation
All assets costing more than £400 are capitalised.
A review for impairment of a fixed asset is carried out if events or changes in circumstances indicate
that the carrying value of any fixed asset may not be recoverable. Shortfalls between the carrying
value of fixed assets and their recoverable amounts are recognised as impairments. Impairment
losses are recognised in the Statement of Financial Activities.
Tangible fixed assets are carried at cost, net of depreciation and any provision for impairment.
Depreciation is provided at rates calculated to write off the cost of fixed assets, less their estimated
residual value, over their expected useful lives on the following bases:
Fixtures, fittings and equipment - 25% straight line
Page 41
1.11 Investments
Investments in subsidiaries are valued at cost less provision for impairment.
1.12 Debtors and Creditors receivable / payable within one year
Debtors are recognised when the society is legally entitled to the income after any performance
conditions have been met the amount can be measured reliably and it is probable that the income will
be received.
Creditors are recognised when the society has a present legal or constructive obligation resulting
from a past event and the settlement is expected to result in an outflow of economic benefits.
1.13 Financial instruments
The Company only holds basic Financial Instruments. The financial assets and financial liabilities of
the Company are as follows:
Debtors - trade and other debtors (including accrued income) are financial instruments and are debt
instruments measured at amortised cost as detailed in Note 14. Prepayments are not financial
instruments.
Cash at bank and short term deposits - are classified as financial instruments and are measured at
face value.
Liabilities - trade creditors, accruals and other creditors are classified as financial instruments, and
are measured at amortised cost as detailed in Note 15. Taxation and social security are not included
in the financial instruments disclosure. Deferred income is not deemed to be a financial liability, as
the cash settlement has already taken place and there is simply an obligation to deliver services rather
than cash or another financial instrument.
1.14 Employee Benefits
The company operates a defined contribution pension scheme and the pension charge represents
the amounts payable by the company to the fund in respect of the year.
1.15 Operating leases
Rentals under operating leases are charged to the Statement of Financial Activities on a straight line
basis over the lease term.
Page 42
1.16 Foreign currencies
Monetary assets and liabilities denominated in foreign currencies are translated into sterling at rates
of exchange ruling at the balance sheet date.
Transactions in foreign currencies are translated into sterling at the rate ruling on the date of the
transaction.
Exchange gains and losses are recognised in the Statement of Financial Activities.
1.17 Taxation
The Charity is an exempt Charity within the meaning of schedule 3 of the Charities Act 2011 and is
considered to pass the tests set out in Paragraph 1 Schedule 6 finance Act 2010 and therefore it meets
the definition of a charitable company for UK corporation tax purposes.
1.18 Critical accounting estimates and areas of judgement
The following judgements (apart from those involving estimates) have been made in the process of
applying the above accounting policies that have had the most significant effect on amounts
recognised in the financial statements:
• Depreciation rates for tangible fixed assets.
The key assumptions concerning the future and other key sources of estimation uncertainty at the
reporting date that have a significant risk of causing a material adjustment to the carrying amounts of
assets and liabilities within the next financial year include:
• Useful economic lives of assets.
2. INCOME FROM DONATIONS

2016 2016 2016 2015
£ £ £ £
Donations 149,411 44,828 194,239 364,525

Grants 16,397 290,049 306,446 103,512
Total donations and legacies 165,808 334,877 500,685 468,037
In 2015, of the total income from donations and legacies, £199,980 was to unrestricted funds and £268,057
was to restricted funds.
Page 43
3. INCOME FROM CHARITABLE ACTIVITIES

2016 2016 2016 2015
£ £ £ £
International 229,979 2,193 232,172 165,867
In 2015, all income from charitable activities was to unrestricted funds.
4. INCOME FROM FUNDRAISING ACTIVITIES - RAISING FUNDS

2016 2016 2016 2015
£ £ £ £
Challenge Event Programmes 1,425,983 40,347 1,466,330 1,296,771
In 2015, of the total income from other trading activities, £1,296,319 was to unrestricted funds and £452
was to restricted funds.
5. INCOME FROM INVESTMENTS

2016 2016 2016 2015
£ £ £ £
Other income 3,764 - 3,764 377

Investment income 254 - 254 724
4,018 - 4,018 1,101
In 2015, all income from investments was to unrestricted funds.
Page 44
6. ANALYSIS OF EXPENDITURE ON RAISING FUNDS
Activities Support 2016 2015

undertaken costs £ £
directly (note 9)
£ £
Raising funds 489,148 478,290 967,438 771,736
In 2016, of the total expenditure from raising funds, £967,438 (2015 - £8,24,196) was from unrestricted
funds and £Nil (2015 - £7,175) was from restricted funds.
7. ANALYSIS OF EXPENDITURE BY CHARITABLE ACTIVITIES
Activities Grant 2016 2015

undertaken funding of £ £
directly activities
£ (note 8)
£
International - 603,242 603,242 605,989

Futurebuilding 172,208 - 172,208 59,920
Challenge Events 366,638 - 366,638 300,402
Wages and salaries 252,872 - 252,872 337,618
Other expenditure 124,039 - 124,039 209,459
915,757 603,242 1,518,999 1,513,388
In 2016, of the total expenditure from charitable activities, £1,084,275 (2015 - £1,031,575) was from
unrestricted funds and £434,724 (2015 - £446,283) was from restricted funds.
The Development Experience Programme is an integral part of our fundraising model. As well as
development awareness training, this programme involves taking young people to the developing world to
see and understand the projects and programmes that their fundraising efforts contribute towards and give
them a wider knowledge of the world and become advocates for children’s rights and global change.
Page 45
8. ANALYSIS OF GRANTS
Grants to Grants to
Institutions Institutions
2016 2015
£ £
Analysis of grants by country:
Bangladesh 6,931 8,223

Brazil 185,602 166,386
India 185,608 152,115
Nepal 98,314 129,649
Tanzania 112,531 149,616
Sub total 588,986 605,989
Overheads 14,256 -
Total 603,242 605,989
9. SUPPORT COSTS
2016 2015
£ £
Wages and salaries 387,571 321,409

Other support costs 90,719 16,365
Total 478,290 337,774
10. NET INCOME/(EXPENDITURE) FOR THE YEAR
This is stated after charging:
2016 2015
£ £
Depreciation of tangible fixed assets:

- owned by the charitable group 15,848 16,129
Auditors' remuneration 15,000 15,000
During the year, no Trustees received any remuneration (2015 - £NIL).

During the year, no Trustees received any benefits in kind (2015 - £NIL).
During the year, no Trustees received any reimbursement of expenses (2015 - £1,940).
11. STAFF COSTS
Staff costs were as follows:
2016 2015
£ £
Wages and salaries 582,590 532,912
Page 46
Social security costs 51,955 49,812

Other pension costs 2,540 -
637,085 582,724
The average number of persons employed by the company during the year was as follows:
2016 2015
No. No.
Charitable Activities - Group 12 12

Fundraising - Group 9 9
Governance - Group 1 1
22 22
Average headcount expressed as a full time equivalent:
2016 2015
No. No.
Charitable Activities 12 12
Fundraising 9 9
Governance 1 1
22 22
The number of higher paid employees was:

2016 2015
No. No.
In the band £70,001 - £80,000 1 1
The total amount of employee benefits received by Key Management Personnel is £225,156 (2015 -
£216,875). The Charity considers its Key Management Personnel comprise the Trustees as named on
page 22, and the senior management team.
The Trustees did not have any expenses reimbursed (2015 - £1,940) and did not received any
remuneration (2015 - £Nil) during the year.
Page 47
12. TANGIBLE FIXED ASSETS
Fixtures,
fittings and
equipment
Group £
Cost
At 1 September 2015 61,443

Additions 4,332
At 31 August 2016 65,775
Depreciation

Charge for the year 15,848
At 31 August 2016 49,097
Net book value
At 31 August 2016 16,678
At 31 August 2015 28,194
Page 48
Fixtures,
fittings and
equipment
Company £
Cost

Additions 4,332
At 31 August 2016 65,775
Depreciation

Charge for the year 15,848
At 31 August 2016 49,097
Net book value
At 31 August 2016 16,678
At 31 August 2015 28,194
13. INVESTMENT IN SUBSIDIARY
The Charity owns and controls 100% of the issued ordinary share capital of two private companies limited
by share capital, registered in England and Wales: Childreach International (Trading) Limited (company
number 06679264) and Climateplus Limited (company number 07519573).
With effect from the 8th May 2015, the Charity acquired Action for Brazil’s Children Trust, Company
Registration Number 03489665, Charity Registration Number 1069022 by becoming its sole member. ABC
Trust is a registered charity and company limited by guarantee with no share capital. The charitable objects
of ABC Trust is to improve the lives of children in four Brazilian cities by working in partnership with local
communities.
The results and capital of ABC Trust were as follows:
2016 2015
£ £
Income 270,468 673,333

Grants to Partners (183,566) (608,226)
Wages and Salaries (54,142) (155,196)
Administration costs (66,096) (87,739)
Net loss in the year (33,336) (176,828)
Page 49
2016 2015
£ £
Aggregate of reserves 32,039 67,374
The above results represent the full income and expenditure of ABC Trust. The following intercompany
transactions are eliminated to derive the results shown in the Consolidated Statement of Financial
Activities.
2016 2015
£ £
Management charges 60,000 60,000
The amount due from the parent company to ABC Trust at the year end is disclosed under creditors, Note
15. In 2015, the amount due to the parent company from ABC Trust at the year end is disclosed under
debtors, Note 14.
14. DEBTORS
Group Company
2016 2015 2016 2015

£ £ £ £
Trade debtors 334 19,710 334 39,710
Amounts owed by group undertakings - - - 4,827
Taxes and social security 5,982 2,748 5,982 2,748
Other debtors 13,057 31,956 13,057 31,812
Prepayments and accrued income 63,895 56,582 63,895 56,582
83,268 110,996 83,268 135,679
15. CREDITORS:
Amounts falling due within one year
Group Company
2016 2015 2016 2015

£ £ £ £
Bank loans and overdrafts 14,934 - 14,934 -

Trade creditors 14,812 15,938 14,812 15,938
Amounts owed to group undertakings - - 44,060 -
Other taxation and social security 15,513 15,296 15,513 14,278
Other creditors 2,572 14,555 2,572 14,756
Accruals 85,394 57,705 70,332 57,705
133,225 103,494 162,223 102,677
Page 50
16. STATEMENT OF FUNDS
As at 1 As at 31
September Incoming Resources Transfers August
2015 resources Expended in/out 2016
£ £ £ £ £
Unrestricted funds
General Funds 61,312 1,825,788 (2,051,713) (2,688) (167,301)
Restricted funds
Tanzania - Ghona VTC (Signal) 10 2,031 (2,031) - 10
Tanzania - Education Projects 10,622 4,053 (10,000) - 4,675
My School My Voice Global (Allan
& Nesta Ferguson) 2,105 346 (123) - 2,328
Nepal - Education & Health 2,870 17,785 (20,655) - -
Bangladesh - Phulki 15,132 - (6,931) - 8,201
India - Shaishav (comic relief) 131,276 4,227 (132,617) - 2,886
Tanzania - Guernsey Overseas
Aid Grant 676 - (676) - -
Nepal Earthquake Appeal 13,969 - (1,695) - 12,274
ABC Trust - Brazil - 10,816 (6,506) - 4,310
Nepal School Health - 3,525 (353) - 3,172
Toilets & Biogas
GOACviaSignal- GhonaVTCD - 9,258 (9,258) - -
Majengo School - 86 - - 86
My School My voice UK - 4 (4) - -
Taught not trafficked - 18,903 (15,898) - 3,005
Hisar Project India - 20 (2,708) 2,688 -
Step Forward - The Challenge - 3,000 (3,000) - -
Nepal Earthquake Long term
response - 14,311 (2,122) - 12,189
Nepal Appeal - 15,391 (19) - 15,372
BFSS Chilaune School - 29,247 (16,235) - 13,012
ABC Trust
ACER (FC) ^ - 32,840 (30,652) - 2,188
Cinema Nosso Animated
School ^ - 29,987 (23,387) - 6,600
CEACA/INATOS ^ - 29,987 (29,987) - -
ACER (FG) ^ - 29,987 (29,987) - -
Fazendo Historia Group nos ^ - 17,987 (11,387) - 6,600
Crescer e viver ^ - 29,987 (19,850) - 10,137
Fazendo Historia FMH ^ - 12,000 (12,000) - -
ABTDH-Strikers for Peace ^ - 61,639 (30,820) - 30,819
Future for Kids ^ 7,500 - (7,500) - -
Comic Relief (Brazil) ^ 7,495 - (7,495) - -
Aberdeen ^ 828 - (828) - -
192,483 377,417 (434,724) 2,688 137,864
Total of funds 253,795 2,203,205 (2,486,437) - (29,437)
Page 51
16. STATEMENT OF FUNDS (continued)
As at 1 As at 30
September Incoming Resources August
2014 * resources Expended 2015
£ £ £ £
Unrestricted funds
General Funds 136,124 1,756,854 (1,831,666) 61,312
Restricted funds
Tanzania - Ghona VTC (Signal) 1,399 7,571 (8,960) 10
Tanzania - Education Projects 10,321 17,081 (16,780) 10,622
My School My Voice Global (Allan & Nesta
Ferguson) 1,043 1,893 (831) 2,105
Nepal - Education & Health 6,948 3,722 (7,800) 2,870
Bangladesh - Phulki 23,255 100 (8,223) 15,132
India - Shaishav (comic relief) 153,524 103,618 (125,866) 131,276
Tanzania - Guernsey Overseas Aid Grant - 36,073 (35,397) 676
Nepal Earthquake Appeal - 74,609 (60,640) 13,969
India - Education Projects 3,273 5,010 (8,283) -
Nepal - Science Project 11,994 800 (12,794) -
UK - Education Projects - 1,504 (1,504) -
ABC Trust
Future for Kids ^ - 7,500 - 7,500
St James’ Place Foundation ^ 24,801 - (24,801) -
Comic Relief (Brazil) ^ 127,495 - (120,000) 7,495
Aberdeen ^ 22,407 - (21,579) 828
386,460 259,481 (453,458) 192,483
Total of funds 522,584 2,016,355 (2,285,124) 253,795
^ Funds are in respect of ABC Trust

* ABC Trust balances are as at 8 May 2015
Restricted funds with income of less than £50,000 in the year have come about from a combination of
donor request and funding applications by the charity aimed at securing funding for specific projects. A
selection of the largest grants made to partner and affiliate organisations, and the purpose of these is
outlined below.
Comic Relief (Brazil)
Comic Relief supported four programmes, which are:
1. Small grants programme
Comic Relief chose ABC Trust to manage a portfolio of small grants for Brazil. These are 3 year grants,
which started in November 2013, funding three project in Rio and two in Sao Paulo, as follows:
CEACA Vila - cultural activities, IT, English, percussion, dance, games, arts, English, Portuguese and a
library, working on overall social and educational development of 4- 10 year olds;
Page 52
16. STATEMENT OF FUNDS (continued)
Crescer e Viver - social circus programme for 6-24 year olds, supporting family reintegration and
developing life and employability skills; Animate my school project, Cinema Nosso - play and animation
used to improve children's learning abilities and promote parent's participation in child's education.
Grupo Nos project, Fazendo Historia - leaving care programme for 16-18 year olds from orphanages,
helping reintegrate into society and find employment; and ACER - Family Guardian project - pioneering
family fostering programme as positive alternative to shelters; pilot with aim of government replication
across Brazil.
2. Sport for change programme
Comic Relief's Sport for Change programme is supporting ACER's Football and Citizenship project in
Diadema community, Sao Paulo. Reaching out to over 600 children and young people at risk of becoming
involved in crime and with no access to sports and leisure, the project provides twice a week football
classes which build children's confidence and self-esteem, transmit ethical and moral values and
encourage them to avoid gangs and go to school.
Terra dos Homens is supported by Comic Relief to combine sport for social impact methodology (trained
by another partner ACER) and family support. The projects aims to reduce children's violent behaviour
and gender discrimination, improve their school attainment and develop a more supportive and protective
family environment.
3. BT Supporters Club
A BT Supporters Club grant, managed by Comic Relief, supported sport for development project Favela
Street, run by IBISS in Rio de Janeiro. The project works with children and young people at risk of, or who
have been involved in, trafficking gangs and teenage pregnancy.
4. Street and Working Children
Children in Charge of Change is a project supported by Comic Relief and implemented in collaboration
with grassroots organisation Shaishav in India. The project takes its name from the emphasis it puts on
giving children a platform to participate and advocate for their rights and be forces for change in their own
communities. 1,951 children, 1,022 boys and 929 girls, are now regularly attending the Balsena clubs
(children’s clubs) and we formed and introduced a child protection policy into 146 schools in the Bhavnagar
district.
St James Place Foundation supported
Fazendo Historia - Creating my own story (Brazil): The project uses art and storytelling to encourage and
inspire children and young people living in children’s homes/ shelters, helping them to process their past,
take control of their life and identity, and improve their learning and literacy levels.
Page 53
17. ANALYSIS OF NET ASSETS BETWEEN FUNDS
Unrestricted Restricted Total

Funds Funds £
£ £
As at 31 August 2016
Tangible fixed assets 16,678 - 16,678
Net current (liabilities)/assets (183,979) 137,864 (46,115)
Total (167,301) 137,864 (29,437)
As at 31 August 2015
Tangible fixed assets 28,194 - 28,194
Net current assets 33,118 192,483 225,601
Total 61,312 192,483 253,795
18. RECONCILIATION OF NET MOVEMENT IN FUNDS TO NET CASH FLOW

FROM OPERATING ACTIVITIES
2016 2015
£ £
Net expenditure for the year (as per Statement of financial

activities)
(283,232) (94,086)
Adjustment for:
Depreciation charges 15,848 16,129
Decrease/(increase) in debtors 27,727 (7,708)
Increase/(decrease) in creditors 29,732 (40,538)
Net cash used in operating activities (209,925) (126,203)
19. ANALYSIS OF CASH AND CASH EQUIVALENTS
2016 2015
£ £
Cash in hand 3,842 218,099
Page 54
20. PENSION COMMITMENTS
The Charity operates a defined contribution pension plan for its employees. The amount recognised as an
expense in the period was £2,540 (2015 - £Nil), and there was no amount outstanding at the year end.
21. OPERATING LEASE COMMITMENTS
At 31 August 2016 the total of the group’s future minimum lease payments under non-cancellable operating
leases was:
2016 2015
Group £ £
Amounts payable:
Within 1 year 9,420 9,420

Between 1 and 5 years 14,130 23,550
Total 23,550 32,970
At 31 August 2016 the company had annual commitments under non-cancellable operating leases as
follows:
Charity
Amounts payable:
Within 1 year 9,420 9,420

Between 1 and 5 years 14,130 23,550
Total 23,550 32,970
22. RELATED PARTY TRANSACTIONS
Firoz Patel (CEO of Childreach International) is a co-founder and non-executive Director of Rare
Adventures – the charity’s provider of challenge event and big build logistics.
Rare Adventures Ltd is a registered social enterprise set up to run events on behalf of charities that takes
no profit from publically raised funds. Mr Patel sits on the board to help ensure that Rare Adventures
operates in the best interests of its Charity clients. During the period, Mr Patel received no payments from
Rare Adventures or any other related parties.
Childreach received a loan from Rare Adventures after the balance sheet date in December 2016 of
£30,000. There is no interest charged and no fixed date for repayment.
During the year £877,089 (2015 - £721,242) was paid to Rare Adventures for the provision of Challenge
Event and Big Build logistics. At the balance sheet date, there was an outstanding amount owed by the
Charity of: £Nil (2015 – £Nil).
Transactions with Rare Adventures were undertaken on an arm’s length basis with all payments requiring
dual authorisation in line with the charities banking mandate.
There were no transactions with other related parties in the year.
Page 55
23. CONSOLIDATED STATEMENT OF FINANCIAL ACTIVITIES (INCORPORATING INCOME AND

EXPENDITURE ACCOUNT) FOR THE YEAR ENDED 31 AUGUST 2015
Unrestricted Restricted Total

funds funds funds
2015 2015 2015
Note £ £ £
INCOME FROM:
Donations 2 211,432 256,605 468,037

Charitable activities 3 163,443 2,424 165,867
Other trading activities 4 1,296,319 452 1,296,771
Investments and other income 5 1,101 - 1,101
Income from merger with ABC Trust 84,559 174,703 259,262
TOTAL INCOME 1,756,854 434,184 2,191,038
EXPENDITURE ON:
Raising funds 6 764,561 7,175 771,736

Charitable activities 7 1,067,105 446,283 1,513,388
TOTAL EXPENDITURE 1,831,666 453,458 2,285,124
NET MOVEMENT IN FUNDS (74,812) (19,274) (94,086)
RECONCILIATION OF FUNDS:
Total funds brought forward 136,123 211,759 347,881
TOTAL FUNDS CARRIED FORWARD 61,312 192,483 253,795
Page 56

Childreach Annual Report 2015 - 2016

Diunggah oleh

Informasi Dokumen

Hak Cipta

Format Tersedia

Bagikan dokumen Ini

Bagikan atau Tanam Dokumen

Opsi Berbagi

Apakah menurut Anda dokumen ini bermanfaat?

Apakah konten ini tidak pantas?

Hak Cipta:

Format Tersedia

Childreach Annual Report 2015 - 2016

Diunggah oleh

Hak Cipta:

Format Tersedia

The

A Word from the Chairman and CEO 4

Page 3 Childreach International 1132203

Richard Bryars (Chair)

Page 4 Childreach International 1132203

Firoz Patel (CEO)

Page 5 Childreach International 1132203

We love solving problems,

That’s why we listen to children and communities to help them

We give children the confidence to raise their voices

Together, we are the spark that starts the fire.

Every child has the right to live, learn and play.

So stand up and shout with certainty.

Page 6 Childreach International 1132203

We believe in practical, community-led solutions.

We develop programmes over time to break down barriers in a child’s path to

Page 7 Childreach International 1132203

Page 8 Childreach International 1132203

Page 9 Childreach International 1132203

Page 10 Childreach International 1132203

Page 11 Childreach International 1132203

Implemented by: Childreach Tanzania

Page 12 Childreach International 1132203

Fit for School: Keeping children healthy

Page 13 Childreach International 1132203

Football and Citizenship

Page 14 Childreach International 1132203

Page 15 Childreach International 1132203

A story from the ‘Football and Citizenship’ programme :

Children in Charge of Change

Page 18 Childreach International 1132203

Page 19 Childreach International 1132203

Implemented by: Phulki

Childreach International and Phulki provided day care for 98

Page 20 Childreach International 1132203

Building on the excellent track record which we have developed of delivering

Page 21 Childreach International 1132203

Board of Trustees: • Meera Tiwari

Chief Executive Officer: Company registration number:

Executive Director: Auditor:

Company Secretary: Lawyers:

Page 23 Childreach International 1132203

Page 24 Childreach International 1132203

Page 25 Childreach International 1132203

Page 26 Childreach International 1132203

• Through grant making to partner organisations

Page 27 Childreach International 1132203

Reserves and financial position • A new governance approach to

Page 28 Childreach International 1132203

Our ability to meet our liabilities as they fall

The uncertainties articulated above

Page 29 Childreach International 1132203

Signed on behalf of the Charity’s Trustees

Date: 31 August 2017

Page 30 Childreach International 1132203

Page 31 Childreach International 1132203

Respective responsibilities of trustees and auditor

Scope of the audit of the financial statements

Page 32 Childreach International 1132203

Emphasis of matter – Going concern

Opinion on other matter prescribed by the Companies Act 2006

Matters on which we are required to report by exception

For and on behalf of

Page 33 Childreach International 1132203