Reference: The Charity Trustee’s Handbook, 3rd Edition Governance is the process Let Them Shine trustees uses to make sure that the charity operates effectively, for example, that it has clear aims, priorities and procedures. Let Them Shine is a small charity, the trustees are UK and EU based, it is quite a simple and straightforward structure which has been developed over many years. Our governance reflects this. Our mission is to provide a safe and nurturing environment for pre-school children, where they can receive quality education, healthcare, and nutritious meals in the small environment of Lukani village in Tanzania. Support for children continues through primary and secondary schools. We believe that every child deserves the opportunity to thrive, regardless of their background. Our priority is the children’s welfare and using the available resources (time, finance, expertise) to best affect. Our procedures relate to the running of the Centre, how the children are looked after, their health, education and wellbeing, and the contribution it makes to being part of the whole community in the small village of Lukani, Tanzania. There eight core principles to our governance: Leadership The chair and founder is Anthony Summersell. Anthony is a former civil servant, hugely practical with a can-do attitude. Anthony has weekly calls with the head teacher Mr Natai and visits Lukani twice per year, staying for two to three weeks. Mr Mashoya Natai, and retired headmaster and village elder, is responsible for the Centre in Lukani. Mr Natai attends (virtually) the quarterly trustee meetings. Integrity The trustees are a group of leaders in UK and EU businesses with various specific skills, expertise and experiences; they are highly committed to the charity and believe greatly in what it can achieve. The trustees have seen how relatively modest financial sums can really make a significant difference in the lives of children several thousand miles away by building on the commitments that Anthony has made to the village over the last 10 years. The charity does not fund personal expenses for the Chair, trustees or others visiting the Centre. We aim to keep overheads to an absolute minimum. For example, all travel and subsistence is met personally, as are fundraising expenses, administration etc. Decision-making, risk and control We support each other in the decisions that are made; because of our diverse backgrounds, we take into account different perspectives and views. We meet quarterly with further meetings held when needed. For example, we have recently updated our website and we met more often during that period. We decided to update the website to provide more information and secure more donations, both personal and corporate. In addition to the website, the charity uses Facebook and Instagram. Risks are managed by regular weekly contact with Mr Natai, the principle, and Ester, headteacher. For example, Anthony manages the finance on a day to day basis and ensures that the Centre has sufficient funds; Ester receives mentoring by providing practical support and advice on how to best run the Centre. Anthony maintains a forward five-year cash flow prediction. Controls are in place to monitor and oversee the welfare of the children both during term time and as well as is practically possible during holiday periods. Board effectiveness The trustees collectively know and understand their roles and as a board make reasonable decisions about the charity’s activities and finances. The trustees recognise that they have two key duties: a duty of care, to utilise their personal skills and experiences to ensure that the charity is well-run and efficient; and a duty of prudence, to act reasonably to make sure that the charity is and will remain solvent. Equality, diversity and inclusion We believe in equality, diversion and inclusion; this is demonstrated by our approach to how we select children to be part of the Centre and how we aim to be a key part of the wider community. Children are selected two ways. Firstly, through a committee of elders from the surrounding villages brought together by Mr Natai and Esther the Headteacher. Secondly, assessing family hardship through some straightforward principles. There is also a very good informal teachers’ network between our Centre and the local primary and secondary school teachers. Anthony Summersell periodically checks on those children who have been selected, visiting their homes when he visits. Day-to-day decisions are delegated to Ester and the team at the school, as well as Mr Natai who is closely involved. Openness and accountability The trustees are particularly careful about finances; we satisfy ourselves that the charity is in control of its financial planning (budgets), that there is sufficient monitoring (annual and monthly accounts, that are formally signed off), that forecasts are reasonable and progress is assessed regularly. There are reasonable safeguards in place to ensure that cash is appropriately handled, and that the income is well spent. Because of the nature of the charity, we are able to make modest contributions impactful. Expenditure and other records are maintained using shared Excel spreadsheets. We are responsible to ensure that all relevant legal requirements are met; this includes employment law, for the staff at the centre and data protection law for those making donations. Acknowledgement of donors Donors are formally thanked annually in the annual report and on the charity’s website. Those who sponsor children receive a dedicated report about their child two times a year. All donors receive a twice-yearly newsletter and other ad hoc news. In addition to the website, the charity uses Facebook and Instagram. It is pleasing to note that the Charity has never lost a sponsor. Because it is a relatively small charity, the founder Anthony Summersell retains close personal contact with most donors. 19th May 2024