NLN-ST AGM 2021 Chairman’s Report on the year
Of course when we met virtually in November 2020 AGM, many both here and in Nepal imagined a faster recovery of regular patterns after the continuing pandemic. Our close partnership with Far West Nepal has revealed significant differences in provision, risk, approach and priorities between us.
One major difference has been in education – there apparently the last thing to be resumed as schools remained closed until September.
But looking back on our year at a Trust in partnership, the common need most striking me has been flexibility. We have all needed to re-invent life’s methods and priorities in many ways.
Much the biggest challenge for our friends at NLH came in May, as Gyanu fell ill with COVID, leading to a very traumatic time in Seti hospital, with complications through her existing health issues and lack of resources in Nepal. Pratiraksha stayed with her all through, and we had some chance to talk, but she died on 23 May and was buried that day, with all family present. Since then the family have pulled well together, helping the children through this deep sadness, and agreeing their ways forward in the love of God.
Other aspects of the need for flexibility seem small in comparison but are real and vital too. In November 2020, I explained our commitment to long-term flourishing of children and wider community, which had been shifting us away from orphanage residential care and towards education sponsorship, or scholarship.
This remains broadly true, and the opening of schools a few weeks back has allowed restored visits and meetings at schools, including a new Christian school added to the others. This has enabled two more students to be taken into scholarship, making 16 today.
Meanwhile, our support for the children has vitally continued into adulthood, with some like Suraj and Dilip gaining strong skills and training through working at NLH before moving on. In the last years, 4 older girls have reached and passed school leaving, most recently in September Nira and Kalpana (whose sister moved out in spring), for whom the team found jobs and a place to rent.
The surprise has been, despite government official policy strongly opposite, the request to take on seven more children since July, including 2 boys. So the building work reported in 2020 has been vital, especially with the return of boys, now required more separate accommodation in Nepali law.
So now together we are supporting 16 in education, and 14 in residence – with 4 further children (family and workers) living there. NLN is helping more children than ever before, in both ways.
Meanwhile, in the Support Trust, we have met virtually through the year, and at last starting to plan events to spread interest and gain wider support. We have at least one Quiznight planned in November.
We are also aware now in a more virtual world that we much need a stronger input of skills and time on communications – through website, social media and emails. We have started to move away from occasional Newsletters, towards more regular MailChimp email updates of recent news, and are now finalising arrangements for a new website. We are very grateful for special funding enabling this.
A huge thankyou to all who have given generously of time, money, prayer and enthusiasm. You are New Life Nepal, and only together with our shared skills, finance and prayer can we help make the difference in Nepal we long to do. Thank you!
Nick Armstrong
Chairman of New Life Nepal Support Trust.
Credit
| Credit | ||||
|---|---|---|---|---|
| 19-20 | 20-21 | |||
| Starting Balance | 10,550.03 | 13,140.95 | ||
| Total Gift Aid Donations | 10,803.00 | 9860 | ||
| Non Gift Aid Donations | 10,331.43 | 25707.9 | ||
| Made up of: Non gift aid | 1413 | 18307.35 | ||
| Grants etc | 8918.43 | 7400.55 | ||
| Fundraising | 0 | 239.7 | ||
| Gift Aid Claim | 2315.8 | |||
| Total Income | 23,450.23 | 35807.6 | ||
| Closing Balance | 13,140.95 | 27411.3 |
| Debit | |
|---|---|
| 19-20 | 20-21 |
| Transfers to Nepal | 20,600.00 | 21,100 |
|---|---|---|
| Bank Charges | 160 | 193 |
| Running Costs | 99.31 | 99.81 |
| Costs of Fundraising | 0 | 144.44 |
| Total Debits | 20,859.31 | 21,537.25 |
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