Rating reports
Key data
| Income | £611,000 |
| Programme ratio | 92% |
| Admin. expenses ratio | 7% |
| Fundraising efficiency | 1p |
Output
~900,000 listeners & >250,000 programme beneficiaries helped to resist drought & poverty & improve health knowledge
Reports
- Afghan Connection
- Africa Educational Trust
- Africa Now
- African Initiatives
- AfriKids
- Andrew Lees Trust
- BasicNeeds
- Blue Dragon
- Book Aid International
- Build Africa
- Cambodia Trust
- Excellent Development
- Health Unlimited
- Homeless International
- IMPACT Foundation
- International Childcare Trust
- MicroLoan Foundation
- Motivation Charitable Trust
- MSAVLC
- MyC4
- Nepal Leprosy Trust
- Pestalozzi Overseas Childrens Trust
- Prospect Burma
- Pump Aid
- Refugees United
- Riders For Health
- ShelterBoxTrust
- SolarAid
- Survivors Fund
- Target Tubercolosis
- Tools for Self-Reliance
- Tree Aid
- VETAID
- Vision Aid Overseas
- Women and Children First
CEO, Yvonne Orengo, applied her drama training and project management experience in communications for over 20 years in the UK, including for public health education programmes. Andrew Lees was the partner of Christine Orengo, Yvonne’s sister. Yvonne designed and developed the Trust’s programmes in the field before becoming CEO in 2005. Other UK staff have applied their academic backgrounds in the environmental field elsewhere before joining the Trust. Two new ex patriot staff members were hired in 2008 on new Madagascan-based projects. Trustees include academics, environmental campaigners and business professionals.
| Key Financials |
|
||||
| Year end 31 March (£000s) | 2005 | 2006 | 2007 | 2008 | 2009E |
| Income | |||||
| Project restricted income | 167 | 427 | 389 | 570 | 580 |
| Unrestricted income | 96 | 34 | 13 | 38 | 50 |
| Total income | 263 | 461 | 402 | 611 | 630 |
| Expenses | |||||
| Project expenses | 240 | 286 | 444 | 456 | 535 |
| Costs of generating funds | 4 | 4 | 4 | 4 | 4 |
| Administration expenses | 45 | 38 | 41 | 34 | 65 |
| Total expenses | 289 | 329 | 489 | 493 | 604 |
| Balance of project restricted funds | 29 | 227 | 158 | 110 | 120 |
| Reserves |
105 | 46 | 23 | 30 | 50 |
| Number of employees (UK/Madagascar) |
1/33 | 2/30 | 3/69 | 3/52 | 3/55 |
Income growth has been quite variable in recent years due to programme grant sizing and timing. Average annual growth since 2004 has been 19%. Overall efficiency is high. The low fundraising efficiency figure suggests that this could and should rise to maximise income growth without significantly undermining efficiency. The ratio of income used on projects varies. In 2006, this was due to higher income levels due to programmes starting in the year but funds taking a while to be spent. Variability also affected the savings ratio.
| Key ratios | |||||
| 2005 | 2006 | 2007 | 2008 | 2009E | |
| Proportion of restricted income | 64% | 93% | 97% | 94% | 92% |
| Proportion of income used on projects | 91% | 62% | 110% | 75% | 85% |
| Programme ratio | 83% | 87% | 91% | 92% | 89% |
| Administration ratio | 16% | 12% | 8% | 7% | 11% |
| Fundraising efficiency | 1p | 1p | 1p | 1p | 1p |
| Reserve development | -9% | 40% | -18% | 24% | 4% |
| Number of months of cost coverage | 5 | 5 | 0.8 | 0.9 | 1.2 |
| Development Ratings estimates |
The restricted expenditure breakdown in 2008 was as follows: Project Radio 48%, Drought Mitigation Programme 48%, capital equipment for both projects 2%, and Development for Communications 3%.
In 2008, income was derived from the following sources: EU 47%, Big Lottery Fund 34%, World Bank 9%, trusts 2%, individuals and other income 5%. Clearly, any increase in individual giving will help the Trust reduce its restricted income levels, increase flexibility and fund core functions and staff costs.
Three staff members are based in the UK, with the CEO making regular visits to Madagascar for training and strategy workshops, and programme supervision and planning, particularly for Project Radio. The Trust had a high number of Madagascar-based staff (60) in 2008, all but one at the time being local. As a result, the average cost per employee in 2008 was exceptionally low at £4,420.
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