www.ncauk.org nishkam NISHKAM CIVIC ASSOCIATION ANNUAL REPOR 2024125 CONTENTS Message from Life President 03 Message from Chairman 04 Introduction 05 Trustees Report 06 Strategic Objectives 07 Volunteering 08 Civic Engagement 09 Social Policy 10 Interfaith Activities 11-13 Strengthening Families & Welfare Services 13 Community Safety Net 14-16 South Asian Family Support Hub 17-19 Energy Redress 20-22 Learning & Development 23 Apprenticeships 24-26 page 01 ishkam Civic Association Annual Report CONTENTS Multiply 27-28 Health & Wellbeing 29 Nishkam Start of Life Care 30-32 Asra Hub and Macmillan Community 33-38 Conference & Events 39-42 Audit Opinion and Financial Statements 43-69 page 02 ishkam Civic Association Annual Report MESSAGE FROM LIFE PRESIDENT GG As Founder and Life President, I remain deeply humbled by the enduring generosity and steadfast belief in our charitys mission shown by so many funders. The Annual Report for 2024125 stands as a testament to the shared resolve and spiritual strength that continue to guide our journey and deepen our impact on the lives we are privileged to serve. This past year has tested us all. With the prolonged conflict5 In Ukraine and Gaza, rising geopolitical tensions, technological disruption, and the deepening cost-of-living crisis, the world has felt increasingly fragile. Yet amidst this turbulence. the Nishkam Civic Association has exemplified resilience, moral courage, and unwavering seva (selfless servicel. Through faith and innovation, we adapted to adversity and upheld our commitment to serve those most in need. Our accomplishments reflect the collective spirit of our devoted team, selfle55 volunteers, trusted partners, and generous supporters. Together, we have extended a hand of hope, providing essential seNices, nurturing educational potential, enabling dignified livelihoods, and embedding the principles of compassion and sustainability into everything we do. The journey ahead demands even greater resolve. The social, economic, and ethical challenges facing our communities grow more complex by the day. Yet I draw strength from the Sikh spirit of chardi kala lever-rising optimism). With your continued support, l am confident that we will meet these challenges with grace, renew our vision, and expand our reach to transform more lives. Encouragirigly, Government over this period has begun to better appreciate the profound role of civil society and faith-based organisations in renewal and recovery. Religious groups are no longer on the periphery.. they are now seen as essential partner5 in the UK'S evolving post-Brexit strategy for fostering community cohesion, social justice, and shared prosperity. l invite you to read this Annual Report not only to witness the outcomes of our collective service, but to feel the heartbeat of a values-led mavement. May it inspire reflection, action, and unity of purpose. Let us honour the progress made, embrace the wark ahead, and recommit ourselves to a future rooted in shared humanity. Thank you forjourneying with us through these extraordinary times. Your compassion, convictlDn, and continued belief empower us to build a fairer, kinder, and more inclusive world. One act of service, one transformed life at a time. Bhai Sahlb. Professor Mohlnder Slngh Ahluwalla, OBE KSG Founder and Life President, Nishkam Civic Association page 03 ishkam Civic Association Annual Report CHAIRMAN S MESSAGE GG 'of Upkar Singh Pardi Eipc.ulivo Chairman Lhaifmdn As we reflect on the achievements of 2024125,1 extend my deepest gratitude to our funders, delivery partners, Staff, volunteers, and the communities we serve. Your steadfast support ha5 enabled the Nishkam Civic Association to continue delivering vital programmes with dignity and compassion in a year marked by exceptional complexity and volatility. Together, we have uplifted families, built resilience, and advanced civic participation rooted in our shared values of humility. integrity, and mutual service. This year, in a highly competitive and resource-constrained voluntary sector landscape, l am proud to report that NCA secured record levels of grant funding, an extraordinary milestone that speaks volumes about the trust placed in our work and the strength of our values-led approach. This success was not accidental but the result of Strategic agility, collaborative leadership, and operational discipline across the organisation. The commitment of our team, led by Alit Singh, MD, to adapt, find efficiencies, and innovate ensured that we closed the year on a strong financial footing despite intensifying external pressures. A particularly notable development has been our sustained investment in the growth of value5-led apprenticeship programme5. These are now a cornerstone of our long-term strategy. bridging skills gaps, widening access to leadership pathways, and equipping individuals to contribute meaningfully to local and national prosperity. Our work in this area aligns with the need for inclusive economic recovery and social mobility. especially among underrepresented groups. Looking ahead, we are entering an even more challenging environment. Public sector funding for charities is set to decline further, following the Government's Spring 2024 Budget which confirmed multi-year spending restrictions acr055 key departments including the Department for Levelling Up, Housing and Communitie5 IDLUHCI, and the Department for Education. Local government grants are expected to shrink, and charities like ours face delayed commissioning cycles, tighter eligibility criteria, and growing demand for services. Rising employer costs, including pension contributions, wage inflation, and Lttility bills, further compound the strain on voluntary organisations. These fiscal pressures threaten to widen inequalities and reduce the capacity of the sector to respond quickly and effectively. At NCA, we are not naive to these re31ities, but we are resolute. We will respond with the same spirit that has always guided us: transparency, prudent financial stewardship, and service before self. Our priorities will include protecting our frontline services, deepening partnerships. diversifying our income streams, and reinforcing the core values that underpin every decision we make. This Annual Report provides a detailed insight into the work we have accomplished and the lives we have touched. It a150 offers a vision of hope and transformation anchored in spiritual and civic renewal. l encourage you to read it not only as a summary of the past year but as an invitation to walk with us into the fLJture, with courage, with compassion, and with a shared commitment to community wellbeing. Thank you for continuing to Stand with us. Your belief in our mission sustains our efforts and drives our ambition to serve more, serve better, and Serve together. 5haminder Singh Rai Chairman. Nishkam Civic Association page 04 ishkam Civic Association Annual Report INTRODUCTION ABOUT US OUR VISION The Nishkam Civic Association {NCA), fondly known as the Nishkam Centre, is a unique organisation with the mission to facilitate personal, community, civic and sustainable transformation, guided by the practice of selfles5 service, for the wellbeing of communities, the environment and all creation. By 2025, NCA will beC0￿e a local. national and international exemplar catalysing institution to deliver values- led, social and economic transformation for the benefit of humanity and the environment. WHO IS IT FOR? Our services predominately serve all communities in Handsworth and wider locality. Nishkam Civic Association Annual Report | page 05 The Trustees Report The Trustees present their report with the financial statements of the charity for the year ended 31 March 2024. The Trustees have adopted the provision5 of Accounting and Reporting by charities.. Statement of Recommended Practice applicable to charities preparin their accounts in accordance with the Financial licable in the UK and Re eporting Standard 8gi (effective l January 201 ublic of Ireland IFRS REFERENCE AND ADMINISTRATIVE DETAILS Re8lStered Company number 04378505 IEng13nd and Wales) Re iStered charity number InvesThent polcy and objective5 Apart from retainin8 2 prudent arnount in reserve% all the charity s funds are intended to be spent In the short term. under the overarchin8 poliey ol service dela ed is service denied" Consequently, there are no lunls for long-term Investment. 31though the Charity owns the premises from which the Ckoriiy operates 2nd provides services Irotn The costs defrayed by the cP￿rItY in the year in deliverin8 the charitable 3CliVities and su ort C05t5 were £1.017.203, leaving a delicii of £2 .444. Total reserves funds are £3,419.970, which the Tru51ee5 consider 3dequaie io support the C￿￿rItY s objectives Going Clybcem The 3ccount5 h3ve been prepared on the basis of being 3 going concern. The TrLJStees confirm thai tI￿V have t2ken Into account 3112vailable inlormarion about the future lor 31 least 12 rnonth5 Irotn the date the accounts were approved and conclude th3t there is no uncertainty rekting 10 going concern. Pay policy for senior staff The pay of stall is reviewed annually by ihe M3nagement Team 3nd increased as and where appropriate The senior mar)agernent pa! is reviewed by the Board ol Trustees. All directors give their time freely 3nd no direetor received remuneration in the year Principal Address 6 Soho Road, Birmingham. West Midlands, B219BH Trustees Professor Upkar Singh Pardesi (Resigned 31 july 20241 Parminder Sin hjhutti larnail Singh B inder Pamjit KaLJr Bahia Gurinder Singh Mandla Gopinder Kaur Sagoo Shaminder Singh Rai Harr-joht Kaur Padam lagdev Kaur Bhogal Auditors BSN Associates Limited 38 Swallowfield Cou ard Wolverhampton Roa Oldbu , West Midlands B69 2J STRUCTURE. GOVERNANCE AND MANAGEMENT Reserves Policy The present level of funding 15 adequate for the future artivities of the Chari trustees on a regular basis. and is assessed by the o avoid the necessity of realising fixed asset5 held for the charitys use, the trustees endeavour to retain net current assets roximately 3-6 month5 unavoidable equating to apihe trustees monitor the cash flows running c05t5. on a regular basi5 and are satisfied that sufficient resources are held. Recruitment ¥pointsnent of ManageM￿t Committee The directors ol the Company are also Charity Trustees for the purposes of charity law and under the Companys Artic￿5 are knowll as members ol the Man2gement Commitree. Under the requirements of the Memor2ndum and Arricles of Associalion the minitnum and maximum mernbers of the Management Comtllittee shall be determined by the Company in the Annual General Meetin8, but until so fixed there shall be no maxirnum number 2nd the minimum number of members ol the council 5h311 be three. All members ol the Management Cornmiitee give their titne volllntarily and received no benefits from the Ch¥ity. Risk ffi￿agement The Trusiees aciively review the major risks which the Charity faces on a regukr basi5 and believe Ih31 maintaining reserves at current levels. CDmbined with an annual review of the controls over key financi31 sysrems. will provide sullicient resources in the event ol adverse condiiions. The Trustees have also ex3mined other operational and business risk5 faeed by the charity and conlirtn thai Ihey have established systems to mitl83te the significant risk& Govemin8 document The ch3rity Is controlled by irs governing document, a deed ol Irust. and consiitures a limited cornpany, limited by gu2r3niee, ￿ defined by the Companies Act 2006 Principal fundin sources The Charitls fL5n ing comes from various sources, in the form of grants from public bodies funding specific community initiatives. revenues from the use of the Charity5 facilities and donations from the public and other connected Charitys. Fundraisin8 No fundraising event5 or activities took place in the year. Rekted mies The Charity sets out its related parry transaciions in the note5 to the linanc121 statement5 Nishkam Civic Association Annual Report | page 06 STRATEGIC OBJECTIVES 24/25 Our Strategic Objectives align with the Sustainable Development Goals outlined by the United Nations with the aim of bringing about'peace and prosperity for people and the planey,. Our Strategic Objectives for 24125 focused on four key areas.. personal development, community & civic development, 5UStainable development and interfaith and intra- faith development. PERSONAL DEVELOPMENT To enable individuals to realise their full potential, inspire and uplift communities and society, and enable people to excel and lead productive, happy and healthy lives. COMMUNITY & civic DEVELOPMENT To increase community and economic wellbeing in the city and enable local people and communities to become actively involved and engaged in community cohesion. civic engagement, arts, culture and heritage. SUSTAINABLE DEVELOPMENT To create a better place to live and work, and proactively secure the survival and future flourishing of our communities and societies. INTERFAITH AND INTRA-FAITH DEVELOPMENT We will connect with global, national, regional and local interfaith and intra-faith organisations to prornote the universal values of compassion, forgiveness, reconciliation and peace. page 07 | Nishkam Civic Association Annual Report Volunteering Volunteers remain atthe forefront of advancing community and economic wellbeing, promoting interfaith, intercultural, and inter-community dialogue, and championing social justice and inclusion. Volunteers continue to support the NCA to be agile and adaptable. During the last year, we were successfully re-assessed for the Investors in Volunteering Iliv) Standard. showcasing our commitment to investlng in volunteers for the 3rd consecutive time. Volunteers are the backbone of the organisation and are one of the most essential components of the Nlshkam service offering. The Start of Llfe Care programme utilises volunteer5 With healthcare backgrounds to deliver the programme, which received high pralse from mothers who attend and board members from the Birmingham and Solihull Integrated Care Board, showcasingthe Impact volunteers can have and the limitless value they can bring to a prograrnme. Volunteers and Staff contributed over 10.000 hours. valued conservatively at £135.000 Nishkam Civic Association Annual Report | page 08 Civic Engagement A key area of work for Lfjs at the Nishkam Clvic A550clation is Civic Engagement. Based in one of the most deprived areas in Birmingham, our community often doesn't have its voice heard, our Civic Engagement work aims to get the community involved to help Shape public policy and our community, making participation more inclusive, respectful, equitable and ultimately creating co-produced, co-owned policies, outputs and outcomes. Our long-term goal for our Clvlc Engagement work is to achieve: Values-based engagement and cooperation Trusted relationships between faiths, communities, public agencies and stakeholders Shared responslbilities and accountabilities Culturally responsive and appropriate outputs and outcomes Policies service provision and engagement is more inclusive, equitable and transparent How we champion Civic Engagement Board Representation- Sitting on different advisory boards within the community, ranging from faith, business & health organisations, allows us to share the voice of our community and champion equality, diversity, and inclusion at senior levels. Civic Society Covenant- This year, we were able to support the Governmenys creation ofthe Civic Society Covenant, whlch was designed to support collaboration between civil society organisations and the government. National Police Chiefs Council Advisory Group- We were able to take this opportunity to share information and help improve proactiveness when dealing with community/faith matters. Bishop & Archbishop of Birmlngham visit Nishkam Campus Chairing WMCA Faith Strategic Partnership Group Nishkam Civic Association Annual Report | page 09 Social Policy Our Social pollcy work champions the voices of those too often Ignored, highlighting systemic issues and influencing policy to protect and empower vulnerable communities. We gather inslghts from frontline services to Speak truth to power. We do social policy work to advocate the root causes of povety, injustice, and inequallty. While our advice projerts help individuals, our social policy work aims to change the system5 that fail them by influencing policy and funding decisions that affert local people, ensuring community voices 5hapejustice, welfare, and housing reforms, defend actess to vital advice services under threat, and drlve fairer outcomes for marginalised comfflunities. Highlights Invited by the Ministry of Justice to take part in a national research interview exploring delivery. data, and future funding An NCA Case Study was presented in Parliament as part of the Advice Saves Campaign byAdvice UK Letter to Shabana Mahmood MP led to a formal response from the Minister of Courts and Legal Services, praising our life-changing work Influenced local and regional policy through Birmingham Community Action Network IB:CANI and WMCA partnerships Featu red in Action for Race Equality's national Windrush Justice Programme, in Parliament with case study and event presence. Nishkam Civic Association Annual Report | page 1 I NTERFAITH ACTIVITIES Highlights of some of our interfaith activities across the year, carried out to promote the universal values of compassion, forgiveness, reconciliation and peace. Oxford Interfaith Forum Visit In May, 2024, we welcomed a delegation of esteemed guests from the Oxford Interfaith Forum, who visited the Nishkam Centre and Guru Nanak Nishkam Sewakjatha, next door, to learn more about the Sikh faith as part of a reciprocal exchange following GNNSJ members, vi51t to Oxford to celebrate World Interfaith Harmony Week. Birmingham Commemorates Holocaust Memoria Day This year we had the privilege of attending Birmingham City Council's annual ceremony to mark Holocaust Memorial Day {HMDI. This year's theme'For a Better Future,, re50nated throughout the ceremony, reminding attendees of the fragility of freedom and the continuous efforts required to uphold human rights. Cancer Support Event At Green Lane Masjid th July 18 saw our Community Cancer Care Connectors visit Green Lane Masjid for a Cancer Support Event. highlighting the importance of cu5tural/faith-based approaches to cancer support to improve outcomes for marginalised communities. Nishkam Civic Association Annual Report | page 11 Birmingham Faith Leaders Peace Service On September 12th, 2024, the Birmingham Faith Leaders held their annual peace service, marking 23 years since the formation of the group, founded in the immediate aftermath of 9111 when faith leaders came together in solidarity to proclaim that religious faith is a unifying force and have since then, used faith to build positive connections. Religion Media Centre Panel During October, our Director of Civic Engagement & Partnerships, Amrick Singh Ubhi, had the pleasure of speaking on a panel discussing the role faith organisations play in providing health care in their communities and how they complement NHS services by reducing pressure, broadening services and offering holistic approaches. RMC Archbishop Bemard Longley Visits Nishk3m Campus Also in December, we had the pleasure of giving the Catholic Archbishop of Birmingham, Bernard Longley, a tour of the Nishkam Campus, highlighting interfaith collaboration and shared values of community service, education, and spiritual reflection. Bishop Michael Visits Nishkarn Campus On December 19, our Patron, Bhai 5ahib Mohinder Singh Ahluwalia OBE KSG, welcomed Bishop Michael and Dr Andrew Smith, from the Church of England Birmingham, to the NCA to strengthen our relationship and encourage stronger collaborations. Nishkam Civic Association Annual Report | page 12 STRENGTHENING FAMILIES & | WELFARE SERVICES Our Strengthening Families and Welfare Services provide support to faMIl￿eS to improve the overall wellbeing of the community- Our avenues of support range from debt and benefits to household support to resolve issues and work towards building stronger, more resilient families. Our advice seNices werp set up to support vulnerable individuals from both established and new- arrival migrant communities, who face obstacles such as language, cultural barriers and low IT and literacy skills. We aspire to deliver a service that meets community needs, is accessible and provide5 access to welfare 5UPPOrt as we are based in one of the most deprived wards in Birmingham. ENERGY REDRESS COMMUNITY SAFETY N SOUTH ASIAN FAMILY SUPPORT HUB We deliver the Energy Redress Project to help vulnerable people recover from the economic and Social impacts of the energy crisis. The Communitysafety Net projertempowers people to become self sufficlent and provides support with welfare benefits, housing & debt. The South Asian Family Support Hub provides culturally appropriate support to families and individuals to help them overcome barriers. page 13 | Nishkam Civic Association Annual Report STRENGTHENING FAMILIES & WELFARE SERVICES Community Safety Net (CSN) Project Overview ji !Iim- The Community Safety Net ICSNI is our advice project which dellvers a culturally sensitive, person