for the Period Ended 31 December 2022
Directors report | |
Profit and loss | |
Balance sheet | |
Additional notes | |
Balance sheet notes | |
Community Interest Report |
Directors' report period ended
The directors present their report with the financial statements of the company for the period ended 31 December 2022
Additional information
2022 was a breakthrough but difficult year for IDEMS. Our growth continued as we transitioned into a new phase with an expanding team. We started the year with a recruitment process for a Social Impact Enabler. This was a seminal moment as it cemented new skillsets within the IDEMS team. The team expanded substantially through the course of the year, but we also experienced real challenges with cash flow a constant struggle, health issues within the team and some contracts falling through at the last minute.2022 saw the IDEMS team blossom, with a diversification of skillsets entering the team. By the full team meeting in November, the team had almost doubled within a year. The meeting identified the importance of the wider team engaging more deeply with the company principles so that decision making could become more distributed without losing coherence. The importance of bringing everyone together for face to face interactions given the remote nature of our work was highlighted by the fact that people came out of the meeting with a heightened appreciation of each other’s strengths and a recognition of the complementarity of skills people bring to the team. The vision behind IDEMS set out an aggressive growth agenda for a social organisation. Now at the end of our fifth year we continue to average over 60% growth while prioritising social impact. This growth in 2022 has come at the expense of our profitability in the sense that while our accounts are in profit due to R&D tax credits, we have invested substantially in transitioning towards more directed growth. We are proud that we have not had to compromise on our vision, quality or ethics in any way to achieve this continued growth. Our growth has so far come naturally, through word of mouth, where we regularly play a support role enabling others to achieve more impact in their respective areas of specialisation. We recognise that this means we are not able to control the directionality of our growth and we see our next big challenge being the shift towards playing a lead role alongside the continued support roles we play. As the tools we are building are proving their worth we recognise the importance of this shift so that we can accelerate their development towards scalable products.The diversification of skills within the IDEMS team has enabled us as directors to rely on other team members to take over many roles. This has been essential due to Danny’s ongoing health challenges but was our intention anyway as we look to spread out responsibilities within IDEMS. Cashflow has been a continual problem through the course of 2022 and we are very grateful to individuals who have provided short term loans to IDEMS to enable us to navigate these challenges. David has spent much of 2022 embracing the idea of IDEMS seeking investment to enable us to continue our growth trajectory. This has been a slower process than we had hoped but at the end of 2022 we are delighted to have an IDEMS investment strategy in place which aligns to our principles, and our first investors secured, but we don’t yet know how to tell our story as effectively as possible.We enter 2023 stretched but in what we hope is a good position in our transition process. We are considering recruiting as there are clear opportunities particularly around our education work, but we need to consolidate first as without investment in case our cash flow will not enable us to seize them. Danny’s long COVID is a serious concern, but we enter 2023 optimistic that we are well positioned for what the new year will bring.OverviewAbout IDEMSIDEMS International (IDEMS) is a not-for-profit company devoted to Innovations in Development, Education, and the Mathematical Sciences. Our mission is to work collaboratively with diverse partners to enable the evolution of innovations which can impact lives all over the world. IDEMS International was founded in 2018, by mathematical scientists with long term experience working in education and development, looking to achieve wider impact beyond academia. We are passionate about projects related to development, education, and the mathematical sciences, and particularly work that can impact more than one of these areas. As a company we are motivated by our social mission, transparency in our accounting and guided by our principles.IDEMS International is legally registered in the UK as a Community Interest Company. This structure enables us to be defined by the communities we serve while doing business commercially. Serving a community gives us a sense of purpose beyond our own self-interest as individuals, or even as a company.IDEMS International supports and collaborates with INNODEMS, which was established by our partners in Kenya in 2019. INNODEMS follows a similar business model to IDEMS International as a route to creating sustainable opportunities for our Kenyan colleagues. We also support partners in West Africa, and GHAIDEMS is now registered in Ghana, we are excited to support it as it starts its activities in 2023.Our TeamOur team exploded this year as we recruited an exciting and diverse set of exceptional individuals. Alongside recruiting into existing IDEMS role types, new hires include a social impact enabler, a social investment lead, an anthropologist, an asylum seeker (with the right to work and a PhD in metrology), and an African based mathematics educator. With our strong core of mathematical scientists and software developers the IDEMS team now feels ready for a transition towards more direct social impact alongside our existing support role.Looking forward, we recognise the need to recruit into our technical team to enable us to take the open software products to the point where they are ready to be released at scale. However, we are holding back on this until we can bring in the investment which will enable us to continue growing without continual cash flow challenges.Major Activities2022 was really defined by IDEMS’ role as the innovation lead in the Global Parenting Initiative, led by the University of Oxford. This is our largest contract to date and over the next three years it combines our PLH (Parenting for Lifelong Health) app and chatbot work as part of an ambitious plan to build interventions that support caregivers and children at scale in low-resource environments. This project is exciting in many ways but not least because INNODEMS has a central role enabling it to develop a growing ambitious young team.OverviewAbout IDEMSIDEMS International (IDEMS) is a not-for-profit company devoted to Innovations in Development, Education, and the Mathematical Sciences. Our mission is to work collaboratively with diverse partners to enable the evolution of innovations which can impact lives all over the world. IDEMS International was founded in 2018, by mathematical scientists with long term experience working in education and development, looking to achieve wider impact beyond academia. We are passionate about projects related to development, education, and the mathematical sciences, and particularly work that can impact more than one of these areas. As a company we are motivated by our social mission, transparency in our accounting and guided by our principles.IDEMS International is legally registered in the UK as a Community Interest Company. This structure enables us to be defined by the communities we serve while doing business commercially. Serving a community gives us a sense of purpose beyond our own self-interest as individuals, or even as a company.IDEMS International supports and collaborates with INNODEMS, which was established by our partners in Kenya in 2019. INNODEMS follows a similar business model to IDEMS International as a route to creating sustainable opportunities for our Kenyan colleagues. We also support partners in West Africa, and GHAIDEMS is now registered in Ghana, we are excited to support it as it starts its activities in 2023.Our TeamOur team exploded this year as we recruited an exciting and diverse set of exceptional individuals. Alongside recruiting into existing IDEMS role types, new hires include a social impact enabler, a social investment lead, an anthropologist, an asylum seeker (with the right to work and a PhD in metrology), and an African based mathematics educator. With our strong core of mathematical scientists and software developers the IDEMS team now feels ready for a transition towards more direct social impact alongside our existing support role.Looking forward, we recognise the need to recruit into our technical team to enable us to take the open software products to the point where they are ready to be released at scale. However, we are holding back on this until we can bring in the investment which will enable us to continue growing without continual cash flow challenges.Major Activities2022 was really defined by IDEMS’ role as the innovation lead in the Global Parenting Initiative, led by the University of Oxford. This is our largest contract to date and over the next three years it combines our PLH (Parenting for Lifelong Health) app and chatbot work as part of an ambitious plan to build interventions that support caregivers and children at scale in low-resource environments. This project is exciting in many ways but not least because INNODEMS has a central role enabling it to develop a growing ambitious young team.Open source software development remains at the centre of much of our work and our activities have stabilised into four major areas of impact, namely social services, agroecology, climate and education. The last few months of 2022 have seen the education stream take shape with an education lead in place and specific efforts to grow our opportunities in this area. We continued our commitment to community work, with travel opening up the potential to reconnect with partners on the ground across Africa again. The impact of the challenges faced through the COVID years are very visible with relationships needing to be rebuilt and needs more urgent than ever. In the African mathematics education space, we supported activities at every level from pre-primary through to PhD, including enabling the development of an Early Family Math app, co-creating a Maths ambassador programme, scaling up formative assessment in undergraduate mathematics and training PhD students in data science in data enabled problem solving. FinancesIDEMS International ended year five with a surplus after R&D tax rebate for the fifth consecutive year. Our turnover increased almost 50% to £950,000 with a surplus of over £90,000 after impact investments. Our full accounts are provided for transparency.We used loans and investment to support cash flow, including a coronavirus ‘Bounce Back’ loan, short term personal loans and our first long term investment bonds. We are really pleased with our investment strategy which we believe if executed well could support not only our current continued growth but also serve our future needs.We expanded our core team substantially leading to a doubling of our staff costs. Our subcontractor costs remained constant as we increased the proportion of work done by our core team. Travel costs increased to pre-pandemic levels with our team travelling for meetings, training and to interact with our African counterparts.Cash in hand remains high as we are continuing to hold multi-year grant funds in a dedicated account. This is lower than before as the unspent funds due to Covid disruptions have now been spent.We continued to invest in education activities, largely in Africa, the end of 2022 has seen a notable increase in this effort as we try to increase the impact of this work and look towards work in this area.Reflection PointsWe now have an incredible team.Our second full team meeting highlighted that IDEMS has successfully brought in diverse skills in a group of people who recognise and value both the skills they bring and how these are complemented by the skills of others. In contrast to a year ago we no longer feel there are big gaps of skills in the team. A big challenge facing the team at the end of 2022 is the dependence on the directors for decision making, particularly with Danny’s health challenges, implying that David availability is increasingly a bottleneck occasionally blocking progress. It was agreed that the desirable approach is to empower more of the team members to feel confident to act on behalf of IDEMS. However, current experience is that the directors are consistently adding value when consulted.IDEMS Principles are powerful but challenging and we’re not ready for a theory of change.The team meeting highlighted the challenge facing team members when trying to step up into decision making positions. Our efforts at building a theory of change together failed and efforts shifted to deepening understanding of the IDEMS principles. With hindsight many of the team members were being introduced to the IDEMS principles for the first time and did not yet have the experience within IDEMS to appreciate how these principles translate into our work. Without this common foundation we were not ready as a team to co-create a theory of change. The teams’ deeper interactions with the principles highlighted that they had not initially been understood as there was consistently a second layer of meaning and complexity beyond peoples first interpretation. However, this experience highlighted the importance of our principles to enable people to build their confidence in representing IDEMS, as the additional layers of complexity brought clarity to some of IDEMS decision making practices. The expectation is that as the team deepens its understanding of the principles the directors’ input will be able to reduce naturally without losing coherence.PLH growth has transformed IDEMS but left us vulnerable.We recognise that the incredible transformation IDEMS has gone through this year has only been possible because of the Global Parenting Initiative and other PLH work which accounts for over 40% of our turnover. However, we had a few months' funding gap at the beginning of the year which took us to the brink of our cash flow, and we have struggled to recover. This work is everything we want to be doing, directly impactful while also enabling us to build reusable open software tailored to low-resource environments with a wide range of potential application areas. There have been a few setbacks, with changes required by a funder meaning that at the last minute we had to be removed from a second large PLH grant, and other smaller applications also stalling. Such setbacks are normal, without them we would be entering 2023 with a more aggressive growth agenda, but that would also have further increased our dependence on this single stream of work. These challenges reinforce our belief in our diversification strategy while highlighting that at our current size we remain vulnerable to the fates of a single project.Good health should never be taken for granted.Some IDEMS staff have had health issues in 2022, including Danny’s ongoing health challenges which affected his responsibilities as a director, involvement in projects and ability to travel. During the year, Danny took a pause on his PHD studies, and removed himself from most administrative responsibilities in order to give more priority to his health. We were pleased at the end of the year with the way Danny was able to attend and interact in the end of year meeting and various activities in December. Other members of the team also had health issues. This includes COVID hitting the team harder than it had in previous years as travel opened up interactions. We recognise our responsibility as an organisation to put ourselves in a position to be able to support people through these challenges and difficulties of doing so when we are stretched thin.Looking ForwardWe finish the year amazed with the team we have managed to put in place and optimistic about our transition to a more driven enterprise. We enter 2023 cautiously postponing our further recruitment plans while recognising that our team is stretched. We have accepted the need for investment to resolve our cash flow issues and enable further growth. Our investment strategy is in place, and we now need to execute it to take our next steps. It is as far outside our comfort zone as we have ever been, but we now have a team in place which means this is not something we are doing alone.
Directors
The directors shown below have held office during the whole of the period from
1 January 2022 to 31 December 2022
The above report has been prepared in accordance with the special provisions in part 15 of the Companies Act 2006
This report was approved by the board of directors on
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Status: Director
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Status: Director
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IDEMS’ approach to achieving impact, which shapes the activities we carry out, is the application of development, education and the mathematical sciences. Through this approach, we contribute to improved professional and academic outcomes and the strengthening of education systems, especially in difficult environments. Our work this year broadly falls into four main areas - agroecology, social development, climate and education - and the benefits we have created for our community this year is set out against these areas below.Agroecology (West Africa)In West Africa, we have worked for a number of years to build research capability among rural farmers, and support their coming together into Farmer Research Networks (FRN) to assert ownership and create value from the data they collectively produce. In September we worked with stakeholders to develop a draft ‘AE App’ to support smallholder farmers by providing reliable and relevant information on how to improve their farming and dietary practices - from maintaining soil health to understanding nutritional values of different food stuffs. The AE App team are now working closely with the AE Hub in Kenya to adapt it to their needs.To provide more hands-on research methods support in West Africa, we are investing in developing a locally-based team. Following a successful trial internship in 2021, we have a Burkina Faso based team member who in 2022 grew into the role and became greatly appreciated by agroecology researchers in the region. These experiences have also opened up new opportunities to him, including leading classes on the practical aspects of linear regression modelling at l’Universite Thomas Sankara in autumn 2022. The successful outcomes of this first round of internships has led us to repeat the process in Niger and we have identified six candidates for internships to start in 2023, with a view both to recruit a new team member and to provide training opportunities in the region.Agroecology (Agroecology Hub (AE Hub) in East Africa)Our agroecology work in East Africa centres on the Manor House Agricultural Centre (MHAC) in Kenya and, as in West Africa, works to support collaborative innovations in regenerative farming using traditional and modern technologies. This year we started work on a database to collate digital data with historic paper records. We aim to develop an accessible dashboard and apps which can be used by MHAC students and staff from across the different departments. We are also applying ideas from the AE database to some of our research method support in West Africa.In 2022, the AE Hub developed an FRN on income generation which is working with thirteen farmer groups in Kenya and Tanzania on developing and marketing value-added products. This FRN is in addition to the existing Soils FRN, which includes more than two hundred farmers and enables contextual research into soil health management, and to other FRN trials concerning biofertilizers and lablab, which will be extended in 2023.ClimateClimsoft is an open source Climate Data Management System (CDMS) we are funded to develop by the UK Met Office. Our approach is to mentor developers in Kenya to enable them to contribute to the development of Climsoft. This is driven by our belief in developing talent in Africa and our commitment to ensuring that Climsoft remains primarily a product used in Africa. This year we used this mentoring method to support installation and training for several countries in the global south.The OpenCDMS Project is a community of collaborators who are working together to address Earth system data management needs of developing and developed countries by setting and implementing global data management standards and good practices. In 2022, we worked on the OpenCDMS Accelerator. This was a six month project that aimed to deliver the initial version of the OpenCDMS software. The version 1.0 release was also referred to as the Minimal Viable Product (MVP). The accelerator project focussed on recreating capabilities found in existing CDMSs and used web-based API-driven solutions using modern technologies that are compliant with WMO (World Meteorological Organisation) standards and agreed good practices. In April, we successfully completed the project and demonstrated a working architectural solution.To complement our work on Climsoft and OpenCDMS, we also delivered a range of R-Instat training (funded by the WMO) in Africa and South-east Asia to enhance the skills of national met offices in data analysis and management.The aim of PICSA (Participatory Integrated Climate Services for Agriculture) is to enable farmers to adapt with the changing climate and make use of their resources more effectively. The project has two main parts: climate data analysis and agricultural consultancy. IDEMS is in charge of the data analysis where the University of Reading is responsible for the agricultural consultancy. In 2022, we supported the implementation of PICSA in India by helping prepare the climatic analysis remotely through Zoom. We were also able to run hybrid training courses for national meteorological services in Zambia, Zimbabwe and Tajikistan on the analysis of historical climatic data. This included training on data management and data analysis using R-Instat. In 2022, IDEMS began a one-year contract to give R-Instat training for Caribbean Institute for Meteorology & Hydrology (CIMH) staff and selected NMHS (National Meteorology and Hydrology Services) staff, and share research on historical climate data for the Caribbean. In December, we delivered face-to-face training on R-Instat to staff members from the Caribbean Met services, including Jamaica, Barbados,Trinidad and Guyana. The training was in collaboration with the University of Reading PICSA team. We also designed a range of online learning materials on climate data analysis for users of EUMETSAT data.Social developmentThe Global Parenting Initiative (GPI) is a five-year collaboration of universities and local development organisations aiming to provide access to free, evidence-based, playful parenting support to every parent worldwide so that they are equipped with the knowledge and tools to help their children realise their learning potential and to prevent child sexual abuse, exploitation, and family violence.This year we made significant progress in refining the ParentApp and ParentText components of the programme as well as initial preparations related to the development of WashApp as well as FacilitatorApp. We also helped to identify two PhD students from the African Institute of Mathematical Sciences (AIMS) for work on ‘measurement of playful parenting at scale using machine learning’. These advances have spurred on further work directly with UNICEF (in Myanmar and Cambodia) and China. We have also reused core App infrastructure to bring Early Family Maths - an American early years programme - to Africa, and provide adolescent sexual and reproductive health interventions in Jamaica.iCare: Bringing experience from international development into place-based social impact, Innovations in Community Action for Resilience and Education (iCARE) has emerged from combining an agroecology approach to our work in Italy with the identification of demand from other social enterprises in the UK.In Italy, this has led to the creation of a new social enterprise, iCare Mansue, an ecologically-informed community business revitalising traditional farming knowledge alongside new data-driven techniques. From this initiative we’ve refined and adapted the concept for application elsewhere.In the UK, we took advantage of Social Enterprise Day on 17 November to launch iCare as an introductory offer and we’re currently responding to the initial requests received. These include advice on a collaborative, online workspace and supporting enterprises for refugees in London and minorities in Pakistan.EducationThe Alan Turing Institute is the UK’s national institute for data science and artificial intelligence (AI). In July, we were awarded a contract to develop and deliver an online course covering ethical and responsible approaches in designing, building, and deploying AI for social good. The final course is now publicly available via the Turing Institute and is the basis of a number of other educational initiatives for the education and corporate sectors.To support maths education in Africa, we supported activities at every level from pre-primary through to PhD, including enabling the development of an Early Family Math app, co-creating a Maths ambassador programme, scaling up formative assessment in undergraduate mathematics and training PhD students in data science in data enabled problem solving.In 2022 we started collaborating with Early Family Math (EFM), a US based group that seeks to improve maths education and attitudes for young children during their first 8 years in all families in all communities. With this aim they created content to facilitate parent-child interactions, which can be downloaded from their website.We identified a need to make this content accessible through an app, thinking this would appeal to a different and potentially larger audience. In July 2022 our INNODEMS partners piloted the EFM App informally. The team recruited families in Kenya and provided weekly suggestions of activities and story books to read. Next year we’ll evaluate the trial.In July, Maseno University hosted Kenyan and international participants at a one-week program to learn about the use of STACK (an open source learning system for maths and STEM) and to jointly prepare courses to teach in the upcoming semesters. Attending lecturers represented ten Kenyan, one Ethiopian and one Tanzanian university.
AgroecologyConsultation: Through our projects in East and West Africa, we are facilitating dialogue between networks and learning how IDEMS and our partners can support effective research and development.Feedback: Local organisations and networks are looking for support to sustain traditional practices and use new methods and technologies to improve their livelihoods in sustainable ways.Response: We are facilitating increased sharing of methods between networks in East and West Africa and identifying opportunities to introduce resources from the global north to advance African-led development.Social developmentConsultation: We are building our relationship with Social Enterprise UK and its members to understand how our expertise and experience gained primarily in the global south can be usefully deployed in the UK.Feedback: In the UK social enterprise often focuses on specific geographic communities or particular products/services. Our broader approach, serving other providers rather than end users, can make it harder to find productive fits.Response: We made contact with the University of Westminster through and collaborated on a series of workshops on gender empowerment within the social enterprise sector. Future work is seeking to apply a gender perspective to social impact.Consultation: We work with our sister organisation INNODEMS in Kenya to understand regional priorities in social and economic development.Feedback: Gender inclusion and equity in education remains a key priority holding back social development across the region, but promising models are emerging and can be shared to increase impact.Response: We are investing in a number of initiatives in Kenya, Ethiopia and We are investing in a number of initiatives in Kenya, Ethiopia and We are investing in a number of initiatives in Kenya, Ethiopia and Rwanda to expand the use of STACK in new competency-based curricula because it disproportionately benefits female learners.Consultation: ICARE is our open offer to social enterprises to seek advice and support to help us learn about priority needs we are able to help address.Feedback: Challenges and opportunities are incredibly broad. Our focus on open technology and data is increasing relevant directly and indirectly for organisations working towards social, economic and environmental impact.Response: We have provided advice on a collaborative, online workspace to support a social enterprise for refugees in London and develop employment opportunities for minority communities in Pakistan.ClimateConsultation: We work with AIMS climate internship programme to understand the changing needs of data science and climate related skills for research and development.Feedback: Tensions remain between the urgent needs of national met offices in Africa for effective data recovery and analysis and the skills and resources available to meet these needs.Response: In 2022 we hosted three AIMS interns to work on climate data analysis and develop R-Instat.EducationConsultation: We work closely with the Ministry of Basic & Secondary Education in Gambia to understand how education systems can be strengthened.Feedback: The Ministry supports our holistic approach to system change: creating a supportive learning environment, changing students’ and families’ perceptions of mathematics, providing quality feedback to drive learning.Response: We are developing a MoU with the MoBSE in Gambia to underpin future development, andpursuing a number of initiatives to resource IDEMS, INNODEMS and GHAIDEMS to contribute to strengthening systems regionally.Consultation: We continue to work with Maseno University in Kenya to coordinate regional priorities for STACK’s development and deployment.Feedback: Developments to date are heading in the right direction and we will setup an African STACK network to coordinate them.Response: We are developing a Knowledge Transfer Partnership with Edinburgh University to coordinate investment in the future development of STACK in Africa and globally.Social impact and organisational developmentConsultation: We continually work with our stakeholders and investors to identify how IDEMS can support them to achieve their own strategic aims which also means IDEMS strengthens its organisational development.Feedback: External stakeholders have identified support for the two company directors and strengthening internal systems to ensure sustainable long-term growth.Consultation: We held our second all-team strategic development meeting to bring remote staff together face-to-face to collectively share their experience of delivery with colleagues.Feedback: Staff shared a desire to take on more leadership responsibility (within IDEMS’ principle of empowerment and local innovation) but a gap in terms of their ability to do so.Response: A subgroup of the whole team are working to build stakeholders’ capacity to take on leadership responsibility in a safe, supportive framework so this strengthens the organisation’s efficiency and capability as a whole.
The aggregate amount of emoluments paid to or receivable by directors in respect of qualifying services was £84,355.60.The value of company contributions paid to a pension scheme in respect of directors’ qualifying services was £15,184.01.There were no other transactions or arrangements in connection with the remuneration of directors or compensation for director’s loss of office which require to be disclosed.Full details are provided in the company’s accounts.
No transfer of assets other than for full consideration
This report was approved by the board of directors on
27 September 2023
And signed on behalf of the board by:
Name: Daniel Parsons
Status: Director