OpenCharities

This text was generated using OCR and may contain errors. Check the original PDF to see the document submitted to the regulator.

2020-12-31-accounts

Changing minds, changing lives

_______

Kamla Foundation

Report of the Trustees

for the year ended 31[st] December 2020

The trustees present their report and the unaudited financial statements for the year ended 31st December 2020.

Reference and Administrative Information

Charity name Kamla Foundation Charity Registration Number 1122840 Principal Office 8 The Fairway Stockport Cheshire SK2 5DR

Trustees

Bhupendra Mistry Diana Martin Margaret Patricia Lloyd Hersha Mistry Satish Lad

Independent Examiner

Christy Lau FCCA CTA DChA Slade & Cooper Limited Beehive Mill Jersey Street Ancoats Manchester M4 6JG

Bankers

Co-operative Bank plc 1 Balloon Street Manchester M60 4EP

Kamla Foundation Report of the Trustees for the year ended 31 December 2020

Objectives

Through a series of strategic programs, we are helping vulnerable communities in India develop their capacity to meet basic needs and create solutions to poverty and injustice. Our approach is to build partnerships that respond to locally defined problems with culturally sustainable solutions.

We do this by tackling the root cause of poverty through;

Activities undertaken for public benefit in relation to objects

Covid-19

At 8 pm on 24th March 2020, Prime Minister Narendra Modi announced that India would shut down in four hours. At a stroke, millions of daily wage labourers suddenly found themselves without jobs or a source of income. Overnight, the cities they had helped build and run seemed to have turned their backs on them, the trains and buses which should have carried them home suspended.

Thus 1.3 billion people were decreed to stay home to break the chain of transmission.

As the Prime Minister spoke, chaos erupted. Panicked mobs besieged the shops. Then, as buses and trains were cancelled, millions of migrant workers took to the roads on foot, streaming towards home in scenes that were reminiscent of the partition of India in 1947. So with the looming fear of hunger, men, women and children were forced to begin arduous journeys back to their villages - cycling or hitching rides on tuk tuks, lorries, water tankers and milk vans. For many, walking was the only option. Some travelled a – few hundred kilometres, while others walked thousands to get home. They weren't always alone many had young children, whilst others had pregnant wives and infirm elderly parents - the life they had built for themselves packed into their ragtag bags. Tragically, many never made it.

1

Indian Government ’s response The Indian Government failed terribly by not giving any clear assurances to the citizens of India, which led to a panic amongst the distressed as they decided to leave the big cities, as survival without work is not possible. Given the immediate shut down of all public travel, hundreds of thousands headed back to their native towns on foot. And at the same time, several videos of police brutality against these people have also surfaced, which not only exposes the insensibility of the Police but also the failure of the government in instructing them properly. It seems as if the Government had not factored in these people, when they were deliberating the lockdown.

The Government applied the lock down without properly analysing its intricacies and impact, which is presenting a severe challenge to the most vulnerable; precarious labourers, daily wage labourers, beggars, migrants, the disabled and homeless in carrying out their daily livelihood for survival. Although the Government ’s relief package promises free food for roughly 800 million beneficiaries, Econ omists and activists say few of those in need are registered with the federal food. With no access to state support, healthcare or testing, India's poor have been completely abandoned by the government during the lockdown.

Inadequate healthcare and lack of testing Due to the pandemic, people seem to have forgotten other diseases; critical and also still common. A good number of hospitals have now closed their outpatient departments. Even where they haven ’t, there is no transport, and India’s exis ting ambulance service is all but desperate. Yet again it ’s the poorest in society who are hurt the most. India is struggling with its inadequate health care structure and lack of health workers.

Kamla Foundations ’ response to the coronavirus pandemic is a natural extension of the work we are already doing in the communities where we operate.

2

We work to build community resilience, individual leadership and civil responsibility, developing effective partnerships with other civic organisations and therefore equipped and well-positioned to respond rapidly to:

Our long-term work promoting strong systems, local leadership and resilience helps communities manage these changes, especially in times of crisis. In response to the pandemic, we have mobilised over 150 trained, local leaders across the rural regions where we operate, to deliver accurate, easy-to-understand health information to many thousands of people. An important part of this, is working through and dispelling local myths , by distributing posters and campaign messages through recognised health system networks. Furthermore, we are leveraging local community radio and public address systems to disseminate information from the government. Carrying out announcements and public education, reaching out to as many people as possible.

At the village level, our networks include trained local leaders, women leaders, community activists, as well as women ’s Self-help Groups. Collectively they provide an extensive active system for the sharing and dissemination of information. We have also appointed community leaders whose brief is to promote health and hygiene practices within their respective communities. The significance of their work is highly evident and has intensified in the past few months. Hundreds of community members have participated in specially designed water, sanitation and hygiene workshops so they are personally equipped to prevent the spread.

Additionally, we are supporting many villagers who are sewing face masks, making hand sanitizer and spreading awareness about what people should do if they are showing symptoms. Ultimately, our priority lies in ensuring that the right information and support reaches the communities most in need. With our extensive network, we have the capacity to extend our reach and impact, making sure the hardest to reach communities remain supported and fully informed.

In addition , in the first instance, we are working with local aid agencies to provide emergency relief to the poorest. In particular, the brunt of the pandemic has been felt by the poorest in society. “Millions of dailywage labourers cook or buy food with their earnings each day and sustain their families. Hundreds of thousands of the poorest are engaged in menial work such as waste disposal, cleaning sewers, garbage and rubbish sorting, etc. without proper masks, gloves, boots, or other necessary protective gear are particularly at critical risk. These vulnerable people don ’t have any kind of social protection and are desperately in need of assistance.

We are expanding and adapting our program of work to prevent the spread and reduce the risk of coronavirus in some of the poorest communities within the areas we operate. Mindful that even the most minimal impact of COVID-19.could increase long-term vulnerabilities for the rural poor. In India our extensive network of experts on the ground understand the challenges and needs in their respective

3

communities. To this end we have coordinated our Relief Response with a number of local NGO ’s and have set up an emergency fund distributing basic necessities for the most vulnerable. Our collaboration enables us to increase our reach and impact ensuring we are able to respond quickly and have led on the following activities:

Activities undertaken for public benefit in relation to objects

In planning our activities for the year we kept in mind the Charity Commission ’s guidance on public benefit and have stayed true to our core values and continued to work with some of the most marginalised communities in India.

Looking ahead All our projects have come to a halt in India over the past year as we have concentrated on leading on the relief program. Inward donations were slightly increased last year, (compared to the previous year) equally our project costs were very minimal given the reduction in project activity. We are in a very healthy financial position and have operational funds to cover us for the next four years. Indeed there are no adverse impact on the Foundation ’s level of reserves and any change to designated funds set aside for future commitments.

– ‘ ’ Launch of Report Hope has no barriers

The global pandemic and subsequent lock down has afforded us the time to reflect on our work in India and our latest report, ‘H ope has no barriers ’ captures this thinking to date. As we continue to make significant progress towards our understanding of poverty, we find that ' hope ' can take many forms. For us, poverty is an attitude that crushes your spirit.

There are people in this world who lack basic necessities and need legitimate help but that in itself is not poverty. For us, poverty is an attitude that crushes one ’s spirit. Through the work of the Foundation, we are realigning our definitions of wealth and poverty ….increasingly we find that poverty isn ’t defeated with wealth; it ’s overcome by hope.

Clearly poverty is an enemy of a good society. Almost everyone agrees that government should intervene. What divides people is whether state help should extend beyond subsistence levels. The poorest feel a big disconnect between the society they have and the society they want. This breeds a sense of powerlessness and a frustration with politicians who consistently seem incapable of developing a narrative of a good society that meets their needs. So, where is positive change going to come from? How can we think about the roles of civil society, business and government in addressing poverty creatively while being mindful of the background realities and finances that constrain what can be done? These are the key

4

challenges of our time.

We strongly believe that the promise of hope for ending the cycle of poverty resides in the well-being of the communities we work with. They need support to overcome challenges of the forceful waters of life. When they come to us, visit our partner organisations or engage with one of our programs of work, we may not know all the complexities of their lives but we do know that they look to us with hopeful expectation, that we will help them navigate successfully through the unpredictable high and low waters of poverty and all that it entails.

For us, it ’s about di splaying and retaining a powerful and instinctive sensibility, in favour of the common good and social justice . We believe in cross-sector collaboration, strengthening engagement with civic partnerships and playing a key role in helping create lasting change. In doing so, helping to destroy misconceptions and prejudice. Raising hope and aspirations may prove to be the missing link in breaking the vicious cycle of poverty. The challenges that confront us and solutions that unite us should have no barriers, neither do we. We want bridges not walls! ”

Making our collective contribution, we can all play a part in ensuring that hope has no barriers . We have received very favorable reviews on our latest publication and it has inspired many.

Financial review

Seeking Funding to sustain the work of the Foundation will remain a constant challenge. However, we are very content with the growth of the Foundation over the last year and will continue to forge alliances with like minded partners and donors to deliver the programme of work as set out in our strategic objectives.

The total free reserves of the charity are £ 84,855.

Reserves policy

We will ensure to do the following;

In doing the above, we will demonstrate;

The approach we would adopt in determining a reserve, would be as follows:

As a minimum the Foundation shall:

5

Structure, governance and management

The Governance and overall management of the Foundation rests with the Board of Trustees. The day to day management duties is carried out by the Chairman and Founding Trustee. The document guiding and underpinning the work of the Foundation is the Constitution adopted by the Board of Trustees.

Trustee selection methods

By open recruitment process

The trustees ’ annual report has been approved by the trustees on 27[th] July 2021 and signed on their behalf by

Bhupendra Mistry (Trustee)

6

Independent examiner ’s report to the trustees of

Kamla Foundation

I report to the charity trustees on my examination of the accounts of the charity for the year ended 31[st] December 2020 which are set out on pages 8 to 9.

Responsibilities and basis of report

As the charity ’s trustees you are responsible for the preparation of the accounts in accordance with the requirements of the Charities Act 2011 ( ‘the Act’).

I report in respect of my examination of the charity ’s accounts ca rried out under section 145 of the Act and in carrying out my examination I have followed all the applicable Directions given by the Charity Commission under section 145(5)(b) of the Act.

Independent examiner's statement

I have completed my examination. I confirm that no matters have come to my attention in connection with the examination giving me cause to believe that in any material respect:

  1. accounting records were not kept in respect of the charity as required by section 130 of the Act; or 2. the accounts do not accord with those records

I have no concerns and have come across no other matters in connection with the examination to which attention should be drawn in this report in order to enable a proper understanding of the accounts to be reached.

Christy Lau FCCA CTA DChA Slade & Cooper Limited, Chartered Certified Accountants Beehive Mill, Jersey Street Ancoats Manchester, M4 6JG

Date 04/08/2021

7

Kamla Foundation

Receipts and Payments Accounts for the year ended 31 December 2020

Receipts
Donations
Income tax repayments
Total receipts
Payments
Project Expenses
The Gujarat Cleft and Craniofacial Research Institute
(formerly known as The Medlife Foundation)
Womens Empowerment
Child Sponsorship Project
Supporting Widows
Clean Water Program
Capacity Building - Micro Enterprises
Administration Expenses
Marketing, publicity and website
Accountancy
Office Costs
Postage
Travel
Bank charges
Total payments
Net receipts / (payments) for the year
Bank and cash balances at start of year
Bank and cash balances at end of year		 2020
£
32,975
8,100
41,075
2020
4,000
-
-
-
-
-
4,000
1,674
360
969
901
-
-
7,904
33,171
51,684
84,855		 2019
£
27,384
11,484
38,868
2019
-
6,000
3,000
3,000
11,000
3,500
26,500
1,375
360
2,051
227
496
30
31,039
7,829
43,855
51,684

8

Kamla Foundation Statement of Assets and Liabilities for the year ended 31 December 2020

Note 2020 2019
£ £
Bank and cash balances 84,855 51,684

Notes

The financial statements have been prepared in accordance with the Charities Act 2011. As a lower-income charity under section 133 of the 2011 Act, the trustees have elected to prepare the charity's financial statements using the Receipts & Payments basis.

Approved by the trustees on 27th July 2021 and signed on their behalf by:

Bhupendra Mistry (Trustee)

9