«FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2010 TOGETHER WITH TRUSTEES’ AND AUDITORS’ REPORTS SENTEBALE Financial Statements for the year ...»
FINANCIAL STATEMENTS FOR THE YEAR ENDED 31 AUGUST 2010
TOGETHER WITH TRUSTEES’ AND AUDITORS’ REPORTS
Financial Statements for the year ended 31 August 2010
Chairman’s Statement 2
Legal and administrative information 3
Report of the Trustees 4
Background to Lesotho 4 Review of Activities 6 Charitable Sentebale Partners 6 Sentebale Programmes 8 Operational Development 11 Marketing/Communications 11 Other 12 Looking Ahead 14 Sentebale financial results 16 Independent auditors’ report 19 Statement of financial activities 21 Balance sheet 23 Notes to the financial statements 24 SENTEBALE CHAIRMAN’S STATEMENT Sentebale was founded in 2006 by Prince Harry, the younger son of the Prince of Wales, following his gap year visit to Lesotho, and Prince Seeiso, the younger brother of King Letsie III of Lesotho, who had hosted the young prince’s visit.
Overwhelmed by the plight of the children he met, Prince Harry felt he had to make a long-term commitment to the children of Lesotho. Sentebale means ‘forget me not’ in Sesotho and was established in memory of the princes’ late mothers, Diana Princess of Wales and Queen ’Mamohato Bereng Seeiso.
We are very proud that since beginning its operations in Lesotho in 2007, the charity has continued to grow from strength to strength, changing the lives of the most vulnerable and at-risk children. Like many start-up organisations, especially charities operating in a hostile and difficult environment, Sentebale has overcome a number of challenges in its first three years.
Sentebale has also achieved considerable successes in many areas, which are outlined in the report below. We are particularly delighted that our pioneering programme that works with HIV-positive children, the ’Mamohato Network and Camps (named after Queen ’Mamohato) was selected by the UN General Assembly (UNGASS) Special Session on HIV and AIDS as one of only two international best practices identified from Lesotho. The report described the ’Mamohato Network as being ‘effective, having ethical soundness, cost effectiveness, relevant, (and having) replicability, innovativeness and sustainability’.
Our philosophy is simple:
We have an unshakeable commitment to placing orphans and vulnerable children first, providing them with care, health and education, and always asking, ‘how will this benefit the children?’ We are committed to working in partnership with the local community, traditional networks and other NGOs, for the common aim of benefiting Lesotho’s children. We always ask, ‘is this work best done in partnership with others or alone?’ We work through incorporating, nurturing and developing local capacity to ensure long-term sustainability in our interventions We focus on the impact and outcomes of our programmes, ensuring that good practices can be applied more widely We have an entrepreneurial, innovative, opportunistic and flexible approach, whilst also ensuring we have effective planning systems, policies and procedures to manage our resources so as to realise their maximum potential and fulfil our objectives We deliver value for money and ensure we have full accountability and financial and operational transparency to our supporters Over the past twelve months, we have continued support to our existing partners, as well as expanding our own programmes, the ’Mamohato Networks and Camps and the Letsema Network. Under the leadership of our first full-time Chief Executive, Sentebale’s internal structures have been reviewed and developed to meet the growing needs of the organisation and to ensure the charity is fit to achieve its stated purpose. Despite the very challenging financial environment, we not only met, but exceeded, the year’s income target.
All of these significant achievements are down to our incredibly dedicated and committed staff, volunteers, trustees, and our two Patrons. Their enthusiasm and dedication to the children of Lesotho, together with tenacity and resistance to the many obstacles they have faced, is inspiring.
On a personal level, I would like to say how pleased and honoured I am to have been appointed to the position of Chairman of the Board of Trustees in January 2011. Having been Chief Executive of two large public companies, one in the UK and one in the Netherlands, I have gained extensive experience over many years at the highest levels of British industry. I now look forward to using this experience, together with my personal interest in southern Africa and my own active involvement within the voluntary sector over many years, to making a significant contribution to the development of the organisation at a critical stage in its evolution.
I also wish to record my sincere appreciation of the contribution made by Damian West during his tenure as Chairman. He has provided strong and clear leadership to the Board and has worked tirelessly to ensure the continued stability of the organisation prior to my appointment. I am extremely grateful to him for all his hard work and efforts on Sentebale’s behalf.
Looking ahead, I do not underestimate the many challenges Sentebale continues to face: Lesotho is one of the hardest countries to work in, the exponentially growing needs of the orphans and vulnerable children are often overwhelming; and generating long-term sustainable income to support our work is extremely difficult.
But overcome these challenges we must, for the sake of those children, for their hopes and for their right to a brighter future.
Philip Green Chairman SENTEBALE Administrative details of the Charity, the Trustees and Advisors Trustees Philip Green (Chairman) – appointed 21 January 2011 Damian West Sophie Chandauka Mark Dyer Jayne-Anne Gadhia Secretary Kedge Martin Registered office St James’s Palace London SW1A 1BA Auditors Buzzacott LLP 130 Wood Street London EC2V 6DL Bankers HSBC Private Bank (UK) Limited 78 St James’s Street London SW1A 1JB Standard Bank Lesotho st 1 Floor Bank Building Kingsway, Maseru Lesotho Solicitors Bates Wells & Braithwaite 2-6 Cannon Street London EC4M 6YH Company number Charity number SENTEBALE Report of the Trustees for the Year Ended 31 August 2010 (incorporating the Directors’ report) This report covers Sentebale’s financial year ended 31st August 2010. The financial statements have been prepared under the accounting policies set out therein and comply with applicable law and the requirements of the Statement of Recommended Practice, Accounting and Reporting by Charities issued by the Charity Commission in April 2005. The report has been prepared in accordance with Part VI of the Charities Act 1993 and also constitutes a Directors’ Report for the purposes of company law.
BACKGROUND TO LESOTHOWhere is Lesotho?
Lesotho is a small, mountainous, sub-Saharan country, entirely surrounded by South Africa. It is the only independent state in the world that lies entirely above 1,400m (4,593ft) in elevation, and over 80% of the country lies above 1,800m (5,906ft).
Winters can be extremely cold (down to -18˚C), and snow is very common, especially in the highlands. In summer, the temperatures in the lowlands can reach more than 30 ˚C.
How Large is the Country?
Lesotho covers 30,355km (11,720 square miles); it is similar in size to Belgium (30,510km ). The country, whose citizens are called Basotho (singular, Mosotho), has an estimated population of 2.1 million people. More than half of the population live below the poverty line. The country is only able to produce 30% of its food requirements locally – the recent drought has exacerbated the food shortages and many children die, or are severely underdeveloped as a result of starvation. In 2008 the Global Hunger Index rated the situation in Lesotho as “serious”, and by 2010 400-450,000 people were estimated to require food aid.
HIV and AIDS and Basotho Lesotho has the third-highest rate of HIV infection in the world – which translates into one in four adults living with the virus (24 %). With an average life expectancy of just 45, there are very few professionals or leaders who are expected to live long enough to provide the necessary social and other services, and to guide future generations of children.
Every day, it is estimated, 100 people die from AIDS-related causes. This, happening in a country with an already small population, has resulted in an explosive growth in the number of orphaned children, or others rendered otherwise vulnerable and desperately needing help. Those children who are also HIV-positive suffer additional stigma and discrimination, as if it were not enough that their social status, as orphans, already puts them at severe risk.
Lesotho’s Particular Challenges Lesotho is ranked 138 out of 183 economies for difficulty in doing business – coming behind Malawi, Tanzania, Mozambique and Swaziland (who are fellow members of the Southern African Development Community, SADC). The 2010 UNDP Human st 6 Development Report put Lesotho at 141 position overall, out of 169 countries.
Such figures suggest that, despite positive developments such as the country being in the top ten in the world in terms of gender equity issues, Lesotho still has huge developmental challenges to meet. Partly as a result of these seemingly insurmountable issues, and needs elsewhere, many of the larger charities (e.g. MSF, Save the Children) and some major grant makers, have given up working in Lesotho. The country is also a very challenging physical and socioeconomic environment to operate in.
We at Sentebale strongly believe that these circumstances cannot, and must not, defeat us. The challenges simply call for creativity in our interventions on behalf of the orphaned and vulnerable children of Lesotho; their numbers (and the scale of need) are only set to increase and therefore the need for the work we do at Sentebale is ever more crucial.
About Sentebale: Our Objectives and Activities
• Every day in Lesotho, more than 100 children lose one parent • There are 130,000 orphans aged 0-17 as a result of AIDS.
• 87% of the population is dependant – too old, young or sick to provide for themselves United Nations Development Programme(2010) http://hdrstats.undp.org/en/indicators/306.html AVERT http://www.avert.org/aids-lesotho.htm Global Hunger Index (2008), International Food Policy Research Institute UNAIDS(2009) http://unaids.org/en/regionscountries/countries/lesotho Human Development Report (2010), United Nations Development Programme http://hdrstats.undp.org/en/countries/profiles/LSO.html ibid UNAIDS(2009) http://unaids.org/en/regionscountries/countries/lesotho SENTEBALE
• Life expectancy is just 45 years old – leaving a void in professionals, teachers, lawyers, healthcare workers
• Lesotho is 138th out of 183 economies relating to difficulty of doing business based on business regulations and their enforcement (The World Bank Group – Doing Business Project 2010) These grim statistics still cannot bow the spirit of the Basotho people and their children, nor do they fully illustrate the significant challenges of operating on the ground to rebuild the shattered lives of the children.
Sentebale was set up in 2006 following Prince Harry’s gap year visit to Lesotho as a guest of Prince Seeiso, the younger brother of the King of Lesotho. Since it began operating on the ground in April 2007, we have made a significant impact on the lives of thousands of children for whom no other support would exist. The benefits that Sentebale provides are manifested by working in partnership with local grass roots organisations, helping with their management and organisational development to ensure long term sustainability through the development of Basotho. It is recognised that this may have the impact of creating dependency on Sentebale funding, however we are aware of this potential impact and work with our partners to create an exit strategy from the projects in the medium to longer term (three to seven years).
In addition to the difficult environment faced in Lesotho, it has been another challenging year for Sentebale to achieve the ambitious fundraising targets it set last year and to further develop the necessary infrastructure to underpin a new and developing charity. Despite this, we are very pleased to report significant achievements against the objectives set in the last year’s report and accounts.
Public Benefit In setting Sentebale’s programme for the year, the Trustees have taken into consideration the Charity Commission’s general guidance on public benefit including guidance on the prevention and relief of poverty for the public benefit. The Trustees ensure that the projects we support are in line with Sentebale’s objects and aims. Our aim is to transform the lives of the orphans and vulnerable children of Lesotho, helping them to reach their full potential.
SENTEBALE Review of Activities (September 2009 to August 2010) 1. CHARITABLE Since Sentebale began its charitable operations in Lesotho in April 2007, our priority has been to reach the most needy and
vulnerable children. We achieve this through the following:
a) Sentebale Partners (grassroots organisations that receive Sentebale funding and other support)
b) Sentebale Programmes: (initiatives developed and led by Sentebale) ’Mamohato Networks and Camps (HIV and AIDS) Letsema Network (Advocacy and Collaboration)
A) SENTEBALE PARTNERSSentebale’s strategy is to identify and work with local grassroots organisations that are delivering support to the most needy and vulnerable children. Many of these partners have very little or no management structures in place – a basic requirement that is normally demanded by most other funders. Hence, despite their vital work with the most vulnerable children, these partners have very little opportunity to gain reliable and consistent financial and management support to ensure their longterm sustainability and viability.
Our assistance and philosophy with our partners focuses on two key areas:
Long-Term Sustainability It is Sentebale’s aim that each partner becomes self-sustaining within seven years of first receiving funding from Sentebale.