2021-12-31-accounts - Beyond Conflict

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Trustees' Annual Report for the period

Period start date Period end date 01 01 2021 31 12 2021

From

Section A Reference and administration details

Charity name

Beyond Conflict

Other names charity is known by Registered charity number (if any) 1176499 Charity's principal address C/O RDC, HOWARD KENNEDY,

NO 1 LONDON BRIDGE LONDON Postcode SE1 9BG

Names of the charity trustees who manage the charity

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Name of person (or body)
Dates acted if not for
Trustee name Office (if any) entitled to appoint trustee
whole year
(if any)
Edna Fernandes Trustee (Co- Whole Year
1
Founder)
2 Edmund Newell Trustee (Chair) Whole Year
Martin Parsons Trustee (Co- 01/01/2021 –
3
Founder) 19/06/2021
John Tress Trustee (Financial Whole Year
4
Trustee)
5 Kishan Manocha Trustee Whole Year
6 Gillian Dare Trustee Whole Year
7 Abda Mahmood Trustee Whole Year
8
9
10
11
12
13
14
15
16
17
18
19
20
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Names of the trustees for the charity, if any, (for example, any custodian trustees)

Dates acted if not for whole year

Name

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Names and addresses of advisers (Optional information)

Type of adviser Name Address

Name of chief executive or names of senior staff members (Optional information)

Edna Fernandes – Director (appointed July 2021)

Section B Structure, governance and management

Description of the charity’s trusts

Constitution Type of governing document

(eg. trust deed, constitution) Charitable Incorporated Organisation How the charity is constituted (eg. trust, association, company)

Through personal networks and by consensus agreement among Trustee selection methods existing members of the Board. (eg. appointed by, elected by)

Additional governance issues (Optional information)

You may choose to include additional information, where relevant, about:

policies and procedures adopted for the induction and training of trustees;
the charity’s organisational structure and any wider network with which the charity works;
relationship with any related parties;
trustees’ consideration of major risks and the system and procedures to manage them.

All Trustees are given a copy of the Charity Commission’s Guidance on the role and responsibilities of charities and are required to review these. We have not implemented any formal training procedures for new trustees. Trustees are only invited to join the board if they are seen to be sufficiently experienced and have approval of all of the existing board members. Trustees are also reminded of key definitions such as the definition of public benefit and their role as trustees on a regular basis.

As a small charity we work with a number of individuals and organisations to assist us in delivering our work. These include advisors such as legal counsel, mental health experts and media and fundraising experts. People taking up advisory positions are also subject to board approval before we begin working with them.

We have two formal partnerships in place: one in Bangladesh to serve frontline workers and refugees in the Rohingya Refugee camp, Cox’s Bazar. Our partner there is Global Development Corp (GDC), led by a former UNHCR Director Golam Abbas. The second partnership is with the British-Iraqi charity, the Al Khoei Foundation, and its subsidiary Al Kawthar to help widows and

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orphans in southern Iraq.

As an organisation we consider our key risk areas to be the safety of the volunteers and partners working on the ground. A second risk associated with our work because of the countries we work in is the need to be aware of avoiding unintentional terrorist financing. We have taken several steps to mitigate these risks.

For example, due to the continuation of Covid-19 in early 2021, we have continued to adopt an online approach to training where possible. We have also continued to focus on ensuring that any face-to-face meetings that take place on behalf of the Charity’s operations are carried out in a responsible manner so as to reduce the risk to those taking part. All physical meetings adhere to the Covid guidance.

In order to reduce the risk of working abroad we have implemented several safeguards. These include partnering with trusted organisations that already have a respected presence and experience working on the ground in the countries we are working in.

We have also asked several of the trustees to attend Webinars by the Charities Commission on “Risks and Requirements when operating in cash internationally” to improve our knowledge around the risks and things to look out for when paying for projects in foreign countries. Our Director and Board also keep in regular contact with the CC with regard to potential issues as and when they come up.

We maintain a risk register and a safeguarding policy which are reviewed regularly and updated to ensure that they remain relevant and cover all foreseeable risks.

Section C Objectives and activities

1) THE PRESERVATION AND PROTECTION OF MENTAL HEALTH AMONG ADULTS AND CHILDREN SUFFERING FROM PSYCHOLOGICAL TRAUMA IN ZONES OF DISPLACEMENT AND CONFLICT, STARTING WTH PROJECTS IN BANGLADESH AND IRAQ. THE CHARITY DOES THIS BY THE PROVISION OF MENTAL HEALTH TRAINING AND SUPPORT FOR FRONTLINE WORKERS, DELIVERED IN CONJUNCTION WITH EXPERTS ON THE GROUND.

Summary of the objects of the charity set out in its governing document

2) THE ADVANCEMENT OF TRAINING FRONTLINE WORKERS IN POST CONFLICT ZONES/REFUGEE CAMPS. TO HELP FRONTLINE WORKERS GAIN KNOWLEDGE TO SUPPORT THEIR WORK HELPING

VULNERABLE REFUGEES/CIVILIANS SUFFERING FROM POST CONFLICT/DISPLACEMENT TRAUMA.

3) IN BANGLADESH WE ALSO SET UP A 24 HOUR TELEPHONE HOTLINE AND REFERRAL PATHWAY TO PSYCHIATRIC ADVICE AS part OF OUR PROJECT IN BANGLADESH.

4) FAMILY WELLNESS CIRCLES AS WELL AS FRONTLINE WORKER TRAINING IN NAJAF, SOUTHERN IRAQ UNDER THE DIRECTION OF OUR PARTNER AL KAWTHAR AND A RESPECTED CANADIAN IRAQI PSYCHOTHERAPIST.

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In the year 2021 we have continued to focus on our key objectives as outlined above. We have built upon relationships with key partners to enable us to begin work on the ground in Iraq and to start phase 2 work in Bangladesh.

In early 2021, BC and its partner GDC completed Phase 1 of our training programme for the frontline workers of 7 NGOs serving refugees in the Cox’s Bazar refugee camp, which holds over one million refugees. Our training programme was supplemented by setting up a 24-hour telephone support line to access psychiatric advice/support as well as a referral pathway to enable people to access face to face counselling.

Following completion of that work, BC and GDC produced an Impact Report on our Bangladesh project. This was a detailed analysis of data we received from our Bangladesh project that was started in Autumn 2020 and completed in February 2021. This analysis involved a few key areas, including reviewing training participant responses and reviewing the effectiveness Summary of the main of the project and the use of funds and any areas for activities undertaken for improvement in the project. This data will be used when future the public benefit in projects are rolled out, allowing us to ensure we get the most relation to these objects value out of our funding. (include within this section the statutory The Bangladesh project, delivered despite the challenges of declaration that trustees Covid, was deemed a success and showed the efficacy of online have had regard to the training, where necessitated by lockdown conditions. Trainees guidance issued by the said the project increased their knowledge of mental health Charity Commission on issues and how to deal with it, in their own organisation and public benefit) amongst the refugees they help. One trainee, who had previously been suicidal, said the project saved his life. Since then, many of the first group of trainees have built on their knowledge, moved to bigger NGOs and spread their knowledge.

Towards the end of the year we also supported a project run by our partner in Iraq, the Al Khoei Foundation’s Al Kawthar widows and orphans subsidiary NGO. AK, partly funded by BC, provided family wellness workshops for 60 widows and their families, as well as some orphans over Christmas 2021. This project involved bringing these families together and holding discussions around mental health as well as providing food, toys, blankets and clothing to the children.

Part of the funding for this project came to BC from a major London school, whereby the children raised money for our Christmas Iraq project and then wrote 60 hand made Christmas cards to the families taking part in Najaf. In turn, the children of Najaf responded with their own messages to the School. We hope to build on this positive connection between the two groups of children in future.

Additional details of objectives and activities (Optional information)

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The Christmas 2021 Iraq project’s mental health support and training was led by a renowned Muslim Canadian Iraqi psychotherapist who has worked with AK previously, to great success.

This was an example of how BC works in collaboration with other organisations led by mental health and aid experts in host countries.

You may choose to include further statements, where relevant, about:

policy on grantmaking;
policy programme related investment;
contribution made by volunteers.

A number of volunteers assist the Trustees through pro bono work: legal counsel, Treasurer, mental health advisors, media and fundraising experts.

Our charity is run by volunteers at board and operational level that allows us to dedicate all monies raised to the work concerned, barring negligible administrative costs. As we seek to build on our work, we will aim to increase the amount of money we raise and raise our profile online and in the mainstream arena.

To facilitate this, in 2021 the charity appointed its Co-Founder Edna Fernandes as its first Director. It also appointed a new fundraising team of two people and a new head of communications to assist the charity. We also have a podcaster who delivers content online.

Section D Achievements and performance

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Section D Achievements and performance

During 2021 we have achieved the following:

Summary of the main achievements of the charity during the year

1) Delivery of Phase 1 of our Rohingya Refugee Project in Bangladesh’s Cox’s Bazar refugee camp which houses over one million refugees. This was delivered in early 2021 by our partner GDC online, in accordance with the pandemic guidance. The project trained frontline workers from 7 NGOs, set up a 24 hour telephone support line on mental health and established a referral pathway to enable people to access accredited face-to-face counselling where needed.
2) We published our first Rohingya Refugee Impact Report that set out the objectives and accomplishments of our project through training and counselling support. This report clearly demonstrated, based on trainee feedback, that our project was successful and delivered measurable results in helping the trainees understand how to deal with mental health issues in their lives and in their work. One trainee, who had been suicidal in the past, reported back that our project helped save his life.
Some of our other trainees have since gone on to better jobs with bigger NGOs, thereby spreading their
knowledge elsewhere. Almost all said the project made a difference and they wish to take refresher training with us.
3) Delivery of our first on-the-ground project in Iraq in December 2021. BC co-funded the mental health training and wellness workshops run by our partner Al Kawthar and a well respected Canadian Iraqi psychotherapist over the Christmas period of 2021 in Najaf, southern Iraq.
4) We revamped our website (pro-bono). The website now incorporates more information on the scope of our work.
5) We brought in new volunteers: a new fundraising team of two people to increase our donations. Plus we appointed a new head of communications.
6) The Board appointed its Co-Founder as BC’s first Director, formalising a role she undertook previously through previous work in helping to establish the charity. The Board, Director and its partner GDC also set out a roadmap for Phase 2 of the Rohingya project, due to unfold in 2022.

Section E Financial review

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Brief statement of the charity’s policy on reserves

At year end the Charity held £7,377 in reserves. This cash will be used for upcoming projects in the year and we will continue to actively fundraise. However we do not routinely hold any reserves for specific purposes other than to fund future projects.

Details of any funds materially in deficit

N/A

Further financial review details (Optional information)

We are currently still primarily funded through donations from You may choose to include the UK Public, however during the year we have on-boarded a additional information, couple of fundraising experts working in a voluntary capacity, where relevant about: who are helping us to push harder on fundraising from corporate  the charity’s principal sources. sources of funds (including any We have spent £1,700 on projects in the year. This was spent on fundraising);

We have spent £1,700 on projects in the year. This was spent on a project we supported in partnership with the Al Khoei foundation, providing family wellbeing workshops to widows and their families as well as orphans.

how expenditure has supported the key objectives of the charity;
We remain convinced that this work is urgent and necessary and
investment policy and will continue to build on it going forward.
objectives including any ethical investment policy adopted.

Section F Other optional information

Section G Declaration

The trustees declare that they have approved the trustees’ report above.

Signed on behalf of the charity’s trustees

John Tress Signature(s) Edna Fernandes John Tress Full name(s) Edna Fernandes Position (eg Secretary, Chair, etc) Date

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Beyond Conflict

No (if any)

Receipts and payments accounts For the period Period start date Period end date To from 1/1/2021 12/31/2021

Section A Receipts and payments

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Unrestricted Restricted Endowment
Total funds
funds funds funds
to the nearest
to the nearest £ to the nearest £ to the nearest £
£
A1 Receipts
Donations and Legacies 2,457 - - 2,457
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
- - - -
2,457 - - 2,457
Sub total (Gross income for AR)
A2 Asset and investment sales,
(see table).
- - - -
- - - -
Sub total - - - -
Total receipts 2,457 - - 2,457
A3 Payments
Bank Fees 96 - - 96
Fundraising Expenses 78 - - 78
Other Fees 506 - - 506
Projects 1,700 - - 1,700
- - - -
- - - -
- - - -
- - - -
- - - -
Sub total [ 2,380 ] - - 2,380
A4 Asset and investment
purchases, (see table)
- - - -
- - - -
Sub total [ - ] - - -
Total payments 2,380 - - 2,380
Net of receipts/(payments) 77 - - 77
A5 Transfers between funds - - - -
A6 Cash funds last year end 7,300 - - 7,300
Cash funds this year end 7,377 - - 7,377
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Section B Statement of assets and liabilities at the end of the period

			Unrestricted		Restricted
Categories	Details		funds		funds
B1 Cash funds	CAF Bank	*Total cash funds*	to nearest £ 7,377 - - 7,377		to nearest £ - - - -
	(agree	balances with receipts and payments account(s))	OK	OK
			Unrestricted		Restricted
			funds		funds
B2 Other monetary assets	Details		to nearest £ - - - - - -		to nearest £ - - - - - -
B3 Investment assets	Details		Fund to which asset belongs	Cost (optional) - - - - -
B4 Assets retained for the	Details		Fund to which asset belongs	Cost (optional) -
charity’s own use					- - - - - - - -
			Fund to which		Amount due
B5 Liabilities	Details		liability relates		- - - - - (optional)
Signed by one or two trustees on behalf of all the trustees		Signature	Print	Name
	Edna Fernandes		EDNA FERNANDES
	John Tress		JOHN	TRESS

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CC16a
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Last year

to the nearest £ 3,211 - - - - - - - 3,211

3,211

60 376 59 5,825 - - - - - 6,320

6,320 - 3,109 - 10,408 7,300

Endowment funds to nearest £ - - - -

Endowment funds to nearest £ - - - - - -

Current value (optional)

When due (optional)

Date of approval 9/8/2022 9/8/2022