Oxfam India Annual Report 2012


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Oxfam India Annual Report 2012

  1. 1. Promoting Active Citizenship Annual Report 2012
  2. 2. Credits Concept & Design : THOT, www.thot.in Execution : Oxfam India Communications Team Photos Credits: Rajesh Mindi, Anshul Ojha, T S Kalra, Ranjan Rahi, Prashant Awasthi, Meeta Ahlawat, Lakshay Dharan, Kate O'Rourke & Oxfam India Copyright : Oxfam India 2012 Cover Image: A community member belonging to Poutibuya tribe, picking mangoes, in Bampurda village, in Keonjhar district of Odisha 61 years of Oxfam in India - A Chronology Oxfam Great Britain starts operations in India with Bihar famine relief work Oxfam Australia starts operations in India with the Food for Peace campaign Oxfam Novib starts operations in India with support to civil society organisations Oxfam Intermon starts operations in India Oxfam Hong Kong starts operations in India and Bangladesh Registration of Oxfam Trust Merger of all the Oxfam affiliates to create Oxfam India Oxfam India becomes a full fledged affiliate of Oxfam International 1951 1957 1964 1997 1993 2002 2008 2011
  3. 3. Promoting Active Citizenship Content Promoting Active Citizenship 02 (Letter from Chairman) A Snapshot, The year that was 03 (Letter from CEO) Our Programs 04 Economic Justice 06 Essential Services 09 Gender Justice 12 Humanitarian & DRR 14 Emerging Themes 16 Marketing and Fundraising 20 Governance and Management 24 Facts behind the Figures 30 Partners 51 Our vision Our mission Our values About us Oxfam is marking its 61st year in India this year. In 1951, Oxfam GB came to India during the Bihar famine to launch its first full scale humanitarian response in a developing country. Over the past 61 years, Oxfam has supported the growth of many civil society organisations across the length and breadth of the country. In 2008, all Oxfams came together to form Oxfam India. Oxfam India, a fully independent Indian organization (with Indian staff and an Indian Board), is a member of a global confederation of 17 Oxfams. Oxfam believes that its five values are core to its vision and would seek to promote them through its work. The five core values being: 1. Commitment to our vision and mission 2. Honesty and integrity 3. Inclusiveness, secularism and pluralism 4. Valuing and respecting people's rights 5. Delivering high quality results in a manner accountable to stakeholders Oxfam India will fulfill its vision by empowering the poor and the marginalised to demand their rights, engaging the non-poor to become active and supportive citizens, advocating for an effective and accountable state and making markets work for poor and marginalised people. Oxfam India's vision is to create a more equal, just and sustainable world. The overreaching vision of Oxfam India is “Right to Life with Dignity for All”. Annual Report 2012 01
  4. 4. It is my privilege to present to you the annual report and audited accounts for Oxfam India for the financial year 2011-2012. The year 2011-2012 was a very rewarding as well as challenging year for Oxfam India. Rewarding, as we launched two new initiatives - GROW, Oxfam's response to the broken food system in the world - and Trailwalker, Oxfam's Global signature event and a new channel of mobilizing resources in India. C I would like to offer my sincere appreciation to Oxfam International and fellow Oxfam affiliates for their continued support and conviction in the new Indian identity, Oxfam India. It was a pleasure to host the Oxfam International Board meeting in New Delhi in March 2012 and to welcome the Board to India. I was particularly pleased to see that many Board members took that opportunity to visit our programs in Hyderabad, Mumbai, Patna, and of course, Delhi to learn about the reality and challenges of the two Indias that we live and work with. Finally, I would like to thank my colleagues in the Oxfam India Board for being so strongly engaged and for bringing in the much needed diversity of perspective within the Oxfam India governance framework. I extend my congratulations to the leadership and staff who are passionately engaged in implementing our strategy. And, most importantly, I also wish to thank each and everyone of our donors for playing a vital role in building an India where the 'Right to life with dignity for all' becomes a reality. We need active citizens and responsible corporates like you to help transform this shared vision into a reality. Kiran Karnik Chairperson, Oxfam India hallenges were, of course, plentiful! This report includes the audited accounts of Oxfam India for the year 2011-12. It highlights the drop in total income from `80.6 crore in 2010-11 to `55.1 crore in 2011-12, representing a decrease of 32 percent. The overall reduction in income is mainly due to reduction in the support from other (global) Oxfams by 27 percent, as India is now seen to be a middle income country that can and should be taking on its own fight against poverty and injustice, without international support. This, of course, would be ideal, but the culture of giving is only just beginning to develop in India and till that takes root more effectively-both amongst individuals as well as in the corporate sector- fund- raising will remain a tough task not only for Oxfam India, but also for the rest of civil society who are all feeling the squeeze on funding. This is a transitional issue, and the trend is positive, but in the medium term, this will be very challenging, and support from everybody would be very welcome. Chairman’s Message Oxfam India02 Promoting Active Citizenship
  5. 5. Another eventful year in Oxfam India has come to a close and Oxfam India is now almost four years old. During this period, the integration of Oxfam affiliates into one, fully Indian entity, the Oxfam India has been completed and its new strategy, structure and staffing are in place. It is a full member of Oxfam International, one of its 17 networked affiliates. Oxfam India has a grand vision-A life of dignity for each and every one of us. This is quite an ambitious vision in a country, as fraught with inequalities and social exclusion as ours, where a life of dignity is denied to many on the basis of caste, class, gender, ethnicity, religion and so on. To attain this vision, we not only need laws, policies and programs but also changes in the social attitude of every citizen so that they engage in these issues as active citizens and take on this challenge of creating a more inclusive and equal society. With this in mind, Oxfam India made an effort to engage with a very broad and diverse range of stakeholders, including communities, our partners, other national and local NGOs and movements, middle class, young people, corporates and their staff, government and so on. We also continued to build up our programs in our seven focus states - Assam, Bihar, Chattisgarh, Jharkhand, Orissa, Uttar Pradesh and Uttarakhand and with our four focus groups - Dalits, Muslims, tribals and women. For Oxfam India, and for the sector as a whole, fundraising remains challenging as foreign funds dry up and Indian philanthropy-especially arms-length giving to developmental NGOs, is only just beginning to take root. Oxfam India is working with its partners to strengthen governance and financial management in the sector and to build trust with the Indian donors. In the coming years, while building on our base of support from individual donors, we will also be seeking to diversify our sources of funding and to tap into greater institutional support for our work-both from private and public sources. The transition to a fully Indian entity seems to be finally over and hopefully, Oxfam India is now moving to a more stable phase where we can deliver even greater impact with our high quality programs. I would like to thank our Board, our donors, our partners, the leadership team and our staff for their support and contribution towards building a stronger and more impactful Oxfam India during last year. Nisha Agrawal CEO, Oxfam India CEO’s Message Annual Report 2012 03 A snapshot, The year that was
  6. 6. Oxfam India04
  7. 7. Introduction Our Programs Oxfam India's programs are based on a rights-based framework, linking grassroot programming through partner NGOs to local, national and global advocacy and policy-making. All of Oxfam India's work is framed according to the global commitment of Oxfam to its five broad rights-based aims: the right to a sustainable livelihood, the right to basic social services, the right to life and security, the right to be heard and the right to equality, gender and diversity. Oxfam India works in partnership with over 180 grassroot NGOs to address the root causes of absolute poverty and injustice in the four areas of Economic Justice, Essential Services, Gender Justice and Humanitarian Response and Disaster Risk Reduction (DRR). Oxfam India's program is focused on seven States – Assam, Bihar, Chattisgarh, Jharkhand, Orissa, Uttar Pradesh and Uttarakhand and four social groups – Dalits, muslims, tribals and women. In all that it does, Oxfam India strives to empower communities and hold the government accountable. It also believes that responsible corporates have an important role to play in promoting a more inclusive pattern of development. And most importantly, it believes that active citizenship of young and old, poor and middle class, rural and urban is the catalyst for bringing about change. Annual Report 2012 05 A family belonging to Gond tribe who received land entitlement because of Oxfam India's work in Mularbahal village, in Deogarh district of Odisha.
  8. 8. Economic Justice Small Holder Agriculture & Climate Change During this year, Oxfam India worked with 25 partners across Bihar, Odisha, Uttar Pradesh (UP), Uttrakhand, Andhra Pradesh (AP), Tamil Nadu and Karnataka. Besides, it also worked on the national level under this theme. To increase women farmer's access to and control over land, Oxfam India is strengthening the women farmers' campaign in Bihar, Odisha, Uttar Pradesh, Andhra Pradesh and Uttarakhand. This effort saw a mobilization of more than 13,500 women from Uttar Pradesh alone, spread across 549 villages in 59 districts and reaching out to over 240 women farmers in Bihar. It also resulted in the generation of 12,891 application deeds. As a result, 196 women farmers received individual deeds while 330 of them received them jointly. In Odisha, 80 landless dalit women submitted their claims for the same and the mapping process for distribution of government land consequently began. As part of our focus on small scale farmers, we also built the capacities of over 2,600 women vegetable growers in Uttar Pradesh and around 8,000 fisher folks in Odisha through technical trainings. Oxfam India helped organise state and national consultations in Uttarkhand, Odisha and Delhi while also supporting intensive budget tracking for agriculture in the two states of Odisha and Andhra Pradesh. Another effort in this direction was to train communities in utilising government schemes to mobilise funds for augmenting rural livelihoods. Trainings were conducted and resources generated through schemes like Rashtriya Krishi Vikas Yojana (RKVY), Mahatma Gandhi National Rural Employment Generation Scheme(MNREGS) and Dairy Enterprise Development (DED). Oxfam India is also working with partners in Uttarkahand and Odisha on climate resilient models. We have supported 1,000 farmers to experiment with models around water conservation and early seasonal vegetable cultivation in Uttarakhand's Tehri-Garhwal region. In Odisha, System for Rice Intensification has been promoted in 657acres as a climate resilient agricultural practice. We also organised two state level consultations to influence the draft state action plans on climate change in Bihar and Uttarakhand the process of which is still on. Right to Sustainable Livelihoods in rural India hinges on sustainable management and governance of agriculture and natural resources as two–thirds of Indians live on farming, fisheries and forests. The two clusters of programs under the theme of Economic Justice are (a) Small Holder Agriculture & Climate Change and (b) Natural Resources Management. Mukta Devi of Sandekala village, Sant Kabirnagar carrying her grains to the grain bank setup with the support of our partner GEAG (Gorakhpur Environmental Action Group) in UP. Oxfam India06
  9. 9. Natural Resource Management Under this theme we worked with 30 partners spread over Chhattisgarh, Odisha, Jharkhand and Maharastra along with national level advocacy and campaigning. Besides, using the opportunity provided by the Forest Rights Act, 2006 for secure tenure and governance of forest resources in the states of Odisha, Jharkhand and Chattisgarh (especially in the context of tribal rights), Oxfam India's program is building the capacity of various stakeholders for advocacy on pro-poor legislations with the aim of ensuring that the poor are able to get their right to natural resources, especially in the context of the two current bills in the parliament – Mines and Minerals Development Regulation (MMDR) Bill -2011 and Land Acquisition and Rehabilitation and Resettlement (LARR) Bill - 2011. In Maharashtra's Vidarbha region, the number of sanctioned claims for individual forest rights went up to 3,555 and for Community Forest Rights (CFRs), communities have received sanctions for total 55 CFRs with 26 more cases during this period. In Odisha, 179 individual rights and 2 CFR claims were sanctioned in the current year in four districts of Deogarh, Kalahandi, Bolangir and Nayagarh through our support. At the national level a “CFR learning and Advocacy Platform (CFRLA)” has been strengthened to bring on board various alliances and generate evidence. This resulted in a citizen's report on status of Community Forest RightsCFR and a dedicated website on Forest Rights Act( FRA). At regional level, advocacy by the network “Vidarbha Livelihood Forum” led to a directive from the State Forest Secretary to clear all community forest claims from 110 villages, in a one month period. In Kalahandi district of Odisha, the network “Odisha Jungle Manch” closely followed the status of more than 500 claims at sub-district and district level committees. Annual Report 2012 07 Oxfam India's program is building capacity of various stakeholders for advocacy on pro-poor legislations with the aim of ensuring that the poor are able to get their right to natural resources. A tribal couple displaying forest produce in Malarbahal village in Deogarh district of Odisha Oxfam India also supported a series of State consultations in Jharkhand, Chattisgarh and Orissa, bringing together networks to comment on the MMDR Bill and LARR Bill with key asks to the respective Parliamentary standing Committees.
  10. 10. Audio CD of the theme song “Roti Roothi” launched by Hon'ble Governor, Uttar Pradesh, Shri B. L. Joshi, eminent filmmaker Mr. Muzaffar Ali, renowned fashion designer, Ms. Meera Ali, women farmer Ms. Suresho Saini from Saharanpur, Uttar Pradesh and Mr. Nand Kishor Singh, Regional Manager, Oxfam India, Lucknow Food Justice Campaign Food Justice Campaign named 'GROW' is Oxfam's global response to the broken food system that results in over a billion people going to bed hungry everyday, marginalisation of farmers and women, large-scale land grabs and run-away food price volatility. Oxfam India's GROW campaign which underlines 'Food Justice for All' was launched on June 1 across 6 cities simultaneously i.e. Delhi, Mumbai, Kolkata, Hyderabad, Patna and Lucknow. As part of the campaign, Oxfam India, in collaboration with state chapters of Right to Food Campaign and Supreme Court Commissioners' State Advisors, supported four public hearings on the centrally sponsored food, nutrition and livelihoods securities programs i.e. Public Distribution System (PDS), Integrated Child Development Scheme (ICDS), Mid- Day Meal Scheme (MDM) and National Rural Employment Guarantee Scheme (NREGS). The regions covered in the process included Bihar- Jharkhand, Chhattisgarh-Maharashtra, Uttar Pradesh- Uttarakhand and Odisha-Andhra Pradesh. Some of the achievements include reinstatement of 25,685 ration cards by the Department of Food and Public Distribution, for as many families in Chhattisgarh after the public hearing organised in Chhattisgarh. Two key national consultations were organised with a view to advocate on the pending Food Security Bill including one with key parliamentary members. As an outcome, Dr KV Thomas, Minister for Consumer Affairs and Public Distribution made a commitment to take the key recommendations and the policy briefs for formal parliamentary discussions. Alliance building needs to be anchored at various levels. While mass movements and community based organizations need to be strengthened on one hand, linking knowledge networks to build evidence based advocacy must be promoted on the other. Oxfam India08 Oxfam India's GROW campaign which underlines 'Food Justice for All' was launched on June 1, across 6 cities simultaneously i.e. Delhi, Mumbai, Kolkata, Hyderabad, Patna and Lucknow. What did we learn? GROW launch in New Delhi with creative expressions of hunger
  11. 11. Education The education programs of Oxfam India aim at increasing people's access to quality, universal and inclusive elementary education in the mainstream public education system. The focus is on the implementation of the Right to Education (RTE) Act. Currently we have 22 partners, working in 9 states and at the national level. In the past one year 34,000 students from 350 schools were reached directly. 3,350 out-of school children were brought back to school, while 500 children received bridging support through inputs from partner NGOs. Nearly 1,643 children received after-school remedial support. 850 teachers were given an orientation on the RTE Act and trained for compliance which was tracked in 350 schools across these states. In Odisha, we focused on building capacities of teachers to impart instructions in the tribal language, development learning assessment processes for tribal learners. The government of Rajasthan agreed to upscale the experiment on Continuous and Comprehensive Evaluation (CCE) of our partner, Bodh Shiksha Samiti to 30,000 schools across the state. In making the RTE Act successful, the role of School Management Committees (SMCs) is crucial, as it empowers the community to monitor and manage the schools. SMC members of 500 schools were trained towards their duties and rights in the states of Uttar Pradesh, Jharkhand, Rajasthan, Maharashtra and Odisha. Approximately, 3,400 SMC members received training and support through the efforts of Lokmitra in Uttar Pradesh, as they were engaged by the concerned state department for their expertise. In Delhi, the capacity of over 4,000 community members were built. At the level of local governance institutions, some 1,100 Panchayati Raj Institution members and 700 Zilla Parishad members and Councilors were engaged in both rural and urban governing bodies. We also reached out to 30 Members of Legislative Assemblies (MLAs) from different states in the process. A major part of our work has been to galvanise state and national groups to launch a major campaign on the implementation of the RTE Act through the RTE Forum, a network of about 10,000 NGOs and CBOs. In this process, Status Reports of the Act were prepared and stock taking events organized in the states of Rajasthan, UP, Delhi, Bihar, Jharkhand, Uttarakhand and Andhra Pradesh. Issues of marginalisation of urban poor (in Delhi), dalits (in UP) and tribals (in Jharkhand) found special focus in different contexts. We also reached out to the state governments in Bihar, Rajasthan and Jharkhand. In UP alone, through a series of events titled 'Million Lights for Education Rights', some 4,000 activists and citizens participated across 37 districts in the state. At the national level, it culminated in the national stock taking and a public rally, which brought together about 3,000 people from 14 states. The process, thus initiated, is expected to gather larger momentum in the coming year as the first three years' deadline to achieve major milestones in the RTE Act ends on 31st March 2013. Essential Services Oxfam India focuses on the right to universal access to education and health care through its programs and campaigns on essential services. The focus is on improving the accountability of both, public and private delivery systems by enhancing the role of an empowered community through various mechanisms. A student in a school in Indira Nagar, Lucknow. The photo was an entry in a photo exhibition where the students of Amity School of Communication (ASCO), Lucknow were asked to click photographs on the theme of Right To Education. The exhibition was organized by Oxfam India in collaboration with Amity. Annual Report 2012 09
  12. 12. Health Oxfam India's health work is aimed at building community and civil society’s capacity to monitor the implementation of the National Rural Health Mission (NRHM) and intensive budget tracking of financial investments made in health programs. Oxfam India is also advocating for the progressive National Right to Health Act and regulation of the commercial private sector. We are currently working with 11 partners in 9 states and a national research partner. With NRHM recognising the role of the community in monitoring health services, community based monitoring activities are presently underway in Maharashtra, Rajasthan, Bihar, Jharkhand and Odisha, covering approximately 6,00,000 rural population, most of whom hail from the marginalised sections. In the process, we covered 250 Village Health and Sanitation Committees (VHSCs), the primary institution mandated to facilitate community based monitoring of health services at the grassroots. 1,500 people were directly sensitised about the concept of health rights and community based monitoring of health services. In Rajasthan, systematic budget tracking was done by Oxfam India’s partner Prayas. In the states of Maharashtra and Chhattisgarh, community score cards were filled up and subsequently findings were shared in public meetings. These accountability processes have led to a range of positive qualitative changes in the functioning of the local public health system in the form of improved outreach services, availability of drugs and critical manpower in the public health institutes. In our advocacy around universal health care, one of the partners of Oxfam India, Public Health Foundation of India hosted the secretariat for the High Level Expert Group (HLEG), constituted by the Planning Commission of India, to give recommendations on Universal Access to Health Care (UAHC). This report provides a road map for UAHC in India and also prescribes some key policy measures for paving a way towards realising key milestones. Public Health Foundation of India, in collaboration with other organizations, conducted a comparative study of the state of Bihar and Tamil Nadu, based on availability and access to essential medicines. Key findings emerging out of this study have been reflected in the recommendations of the Planning Commission's High Level Expert Group on health. This positive development at the policy level was also complemented by a range of state level initiatives to reinforce demand for Right to Health Act. In the state of Rajasthan, campaign for free treatment was launched in the context of the recent decision by the state government to provide free medicines in public health facilities. Similarly, under the overall anchorship of Prayas, workshops on right to health care and access to free medicines were organised in the six intervention states. During the year, a range of activities to emphasise the need for regulation of the private sector were conducted by the Oxfam partners. Sama prepared a case study of 12 trust hospitals in Delhi. Consumer Unity and Trust Society (CUTS) completed a study on Collusive Behaviour in Health Delivery in India, in the two states of Chhattisgarh and Assam. A nodal person from the Planning Commission, acknowledged the latter report stating that its recommendations would be taken on board by the High Level Expert Group on Health towards the Five Year Plan process. Centre for Inquiry into Health and Allied Themes (CEHAT) published a study of over 200 private hospitals in Maharashtra pointing out key advocacy messages on the gaps etc. Oxfam India also commissioned a research ‘Study of the Trends in Out of Pocket Payments in Health Care during NRHM Period (2005- 2010) in Six States of India’ led by Prayas. The key recommendations from the study were shared through a national consultation as well as with the Planning Commission leading to increased focus on the rising health costs. Oxfam India10 In Rajasthan systematic budget tracking was done by Oxfam India's partner, Prayas. In the states of Maharashtra and Chhattisgarh, community score cards were filled up and subsequently findings were shared in public meetings. Aliya Khatoon, a pregnant woman from Bhanaspati village, getting her regular check up with active pursuance of Rogi Kalyan Samiti at Runni Saidpur Primary Health Center of Sitamarhi district in Bihar.
  13. 13. Essential Services Campaign The campaign for essential services attempts to build cross-cutting linkages by focusing on governance accountability through a series of regional and national alliances. The overall focus during the year was to influence the drafting of the 12th Five Year Plan process, push for a more inclusive budget and strengthen the voices of excluded groups demanding a sharper focus on their rights. Oxfam India supported Wada Na Todo Abhiyan (WNTA) to organise 16 consultations across the country seeking inputs from the civil society for the Approach Paper to the 12th Five year plan. The inputs were compiled in the form of a Publication ‘Approaching Equity: Society Inputs for the Approach Paper-12th Five Year Plan’ which was shared with the members of the Planning Commission, State Planning Boards, District Planning Committees, relevant senior bureaucrats and ministries (state & central) and academic institutions. Approximately 850 groups were directly involved in this process. WNTA also organised a response to the Draft Approach Paper of the 12th Five Year Plan. A critique on the proposed plan by civil society organisations was compiled and shared with the Deputy Chairman and the members of the Planning Commission. As part of the ongoing Nine is Mine Campaign, children undertook the Nau Kadam Yatra from the North East, South and North India to New Delhi focusing on the demand for the allocation of 9% of GDP on education and health. Along the way, they held 'Children's Hearings' from the perspective of vulnerable children like adivasi (tribal) children, dalit children and children of other minority communities. Later, more than 2,000 children participated in a public rally to press for these demands on the eve of national budget. Oxfam India along with Centre for Budget and Governance Accountability (CBGA), as part of People's Budget Initiative (PBI), helped organise five regional conventions in Pune, Hyderabad, Ranchi, Guwahati and Lucknow, which fed into the process of national convention on Union Budget. Around 300 civil society organisations took part in regional conventions on Union Budget 2012-13. The Charter of Demands for a people-centric budget was shared widely with a range of stakeholders. These included Members of Parliament, bureaucrats of relevant ministries, departments and Planning Commission and a large number of civil society organisations along with regional and national media. In its continued focus on accountability, Oxfam India also supported National Social Watch to publish a Policy Brief on MP's Composite Performance Index. This included indicators like attendance in the house, questions and supplementary questions raised, participation in debates and private members bills raised. Oxfam India's partner National Conference of Dalit Organisations (NACDOR)'s engagement with the Confederation of Indian Industry (CII) contributed towards the latter's declaration that its chamber members will voluntarily hire 50,000 people from Schedules Caste/ Scheduled Tribe communities and that the member companies will increase procurement from SC/ ST entrepreneurs by 20-30%. CII also announced that 50,000 SC/ST youths would be trained during the year through skill development initiatives. Annual Report 2012 11 Strong opportunities are emerging to pave the way for future alignment of communities under the banner of School Management Committees (SMCs) to pressure governments to implement the Right to Education Act effectively. Similarly, with the High Level Expert Group (HLEG) report, there is once again a critical opportunity to build public movement around people's right to universal health care. What did we learn? A rally by Budget Adhikar Andolan at Jantar Mantar demanding increased social spending for Dalits
  14. 14. Gender Justice Violence against Women At present Oxfam India partners are running 18 Women Support Centres in the states of Andhra Pradesh, Odisha and Uttar Pradesh in collaboration with State Home Department and State Women and Child Development Department, which have supported more than 12,000 survivors of domestic violence. Six legal aid centres in 6 districts of Gujrat are also providing support to women under distress. The centres are providing counseling, legal aid, medical support and shelter to the survivors. The toll free Bhumika Tele-Helpline (1800 425 2908) in Hyderabad has catered to 3,000 calls over the year, has helped survivors to seek legal advice and referred them to various support agencies. The VAW programs have reached out to the communities to generate awareness on issues of domestic violence and educate them on legal rights of women. Reaching out to approximately 30 districts across 7 states, the partners of Oxfam India are providing trainings to 250 community based institutions at village, panchayat and district levels. These institutions, at present, are generating awareness and also supporting women facing domestic violence in their own locales. 7,500 women from socially marginal backgrounds have been supported by these institutions. The We Can End Violence against Women campaign (India), which is a part of Oxfam's South Asia regional campaign, currently is spread across 13 states with 2.7 million individuals from all spheres of the society signed up as campaign change-makers. The campaign's exciting posters and messages have always been effective in raising awareness and generating public opinion on the issue of violence against women. On advocacy side, Oxfam India and a state level alliance of civil society organizations in Odisha have raised critical issues related to the implementation of the PWDV Act, with Women and Child Department, based on the findings of evidence based study. Non disposal of cases within a minimum of 60 days, lack of human resource, abysmal budget allocation and apathetic legal services and judiciary are some of the key concerns highlighted. Such efforts are also undertaken by Oxfam India’s partners in the states of Andhra Pradesh, Uttar Pradesh, Uttarakhand and Gujarat. These attempts have led the state governments to organise trainings for the relevant officials on the rules of the Act where Oxfam India’s Partners are acting as resource agencies. Oxfam India also organised 3 multi stakeholder Regional Consultations on Sexual Harassment at Workplace in collaboration with Lawyer's Collective in Lucknow, Mumbai and Bhubaneshwar. The consultations sought feedback on the Draft Bill on Sexual Harassment at Workplace which was presented to the Parliamentary Standing Committee. The Gender Justice theme of Oxfam India covers two major programs: Violence against Women (VAW) and Political Empowerment of Women (PEW). The overall goal of Violence against Women is reducing the social acceptance of violence through policy and practices and bringing change in social beliefs and systems that perpetrate violence. The Political Empowerment of Women aims to work towards increased and effective participation of women in political and governance institutions. In the year 2011-12, Oxfam India worked in 13 states with 34 partners and 3 National level partners. 9 of these partners were partners in We Can End Violence against Women Campaign. Ranjesha, a member of a youth group preparing poster for gender sensitisation activity by Humsafar, a women support centre and Oxfam India's IPAP partner in Lucknow. Oxfam India12
  15. 15. What did we learn? Women's Political Empowerment The major work of Oxfam India and its partners has been around building capacities of women collectives to enhance their engagement in governance institutions like local panchayats, gram sabhas and urban municipalities. In Chhattisgarh and Madhya Pradesh, 21 Baiga (indigenous group) women contested and were elected in local governance elections with support from Oxfam India's partners. In Maharashtra, in 5 districts the concerned partner Yuva Rural has facilitated the young women's collective Mahila Vikas Parishad in 5 districts and are training them to enhance their active participation in local governing bodies. Partner organisation Pradan in Madhya Pradesh has also provided training support to their women's collective Narmada Mahila Sangh on issues of domestic violence and also on functioning of local governance systems. In Jharkhand, trainings on Panchayats Extension to Scheduled Areas, PESA (ii) act have empowered 164 elected representatives to participate in the Panchayat meetings and actively raise women's issues. Annual Report 2012 13 Alliance based advocacy initiatives with state departments supported by Oxfam India are delivering results in terms of proactive Government actions. Facilitating a national level collective to advocate for the implementation of Protection of Women Against Domestic Violence Act (PWDV) act will be an obvious step ahead in the coming years. The outreach of the Women Support Centres to remote locations has a way to go, but some of the centres are receiving cases through support from Anganwadi and ASHA workers. Roping in other departments like Integrated Child Development Scheme (ICDS), health and panchayats is helping to publicise the support centres in the distant locations. Usha Chodhary, representative from Oxfam India partner Vikalp Sansthan, from Ashti village, Maharashtra, who came together to discuss the work of Mahila Vikas Parishad (MVP). MVP is the Women's Development Forum, which was established and is facilitated by Oxfam India’s partner Yuva Rural.
  16. 16. Humanitarian and DRR Humanitarian Assistance In 2011-12, we provided humanitarian assistance to more than 51,000 people, and responded to 3 emergencies in 3 flood-affected states of east and northeast India (West Bengal, Assam and Odisha). The year focused on two major emergency situations – the aftermath of the floods in Malda district (West Bengal) and the devastating floods in Dhemaji district (Assam). Over the last four months, Oxfam India has provided safe water, sanitation facilities, emergency shelter and basic public health services to 9,436 households. In the process, we built temporary latrines and bathing shelters, raised hand pumps to benefit the population with safe and secured water during flood and non-flood periods. We also distributed hygiene kits containing items such as soap, sanitary pads to the affected communities. Our Long-term Disaster Risk Reduction Program Oxfam India works to achieve its aims through three inter-linking strategies – development, humanitarian response and campaigns. Together, these constitute Oxfam India's national DRR program. Our disaster risk reduction program runs across 5 states with 15 partners. It provided support and assistance to 3,13,229 people in Assam, Odisha, Bihar, Uttar Pradesh and Andhra Pradesh and continued to support the poor in disaster prone locations with key components of resilience building work such as - I. Improving agricultural techniques, technologies to reduce agricultural risks and crop loss; enhance income - community supported by stress resistant agriculture and livelihood initiatives including flood free rabi cropping. II. Strengthening coping mechanisms and risk preparedness - more than 12,000 people have been provided with flood resistant sanitation facilities. Besides this community members were also trained to work as community public health mobilisers to promote good hygiene practice and health. III. Diversifying livelihoods to reduce risks – village people, especially woman, benefitted from micro enterprise livelihood and income generation projects. IV. Advocate better implementation of government schemes and inclusion of DRR and champion assistance where needed most. This year our work has been dominated by the East India Flood Response comprising the three states of Assam, West Bengal and Odisha. Our response focused on the provision of water and sanitation, public health promotion and shelter support which has helped in resilience building of the vulnerable communities of these three different regions. Model farmer Rajendra and his wife Bhanumati showing their produce of water melon under the project of time and space management initiated by our partner GEAG in village Makhnaha of Gorakhpur, UP. Oxfam India14
  17. 17. Advocacy and Campaigning Oxfam India integrated advocacy and campaigning work to make an impact of its humanitarian and risk reduction work. As part of its strategy, we worked with National Disaster Management Authority (NDMA), RedR, Sphere India and UNICEF. We also worked with various state governments and their respective Public Health Engineering Departments (PHEDs) to provide technical support on capacity assessment to their officials and contingency planning. These exercises are completed in Assam, West Bengal and Bihar. More such mapping is in the pipeline for the states of Uttar Pradesh, Odisha and Chattisgarh. Combining humanitarian relief with long-term disaster risk reduction program can be successful. For e.g. the ongoing program in Dhemaji was dovetailed with the emergency response. Having experienced and trained staff positioned at the Humanitarian Hub office, Kolkata means it was quick deployment to the field for the emergency mission. What did we learn? Annual Report 2012 15 As her mother watches, Bibari Hazuary, a 9-year-old tribal girl, studies with the help of a solar lamp distributed by Oxfam India's state partner Morigaon Mahila Mehfil as part of the DRR program in Morigaon district, Assam. Girl students of Gourachandra village school in Puri district in Odisha, using the raised handpump, built by Oxfam India's DRR program with the help of local partner SOLAR.
  18. 18. Emerging Themes As a part of its first five year strategy, Oxfam India had also outlined some of the emerging themes which needed our attention, given their increasing importance in our development practices. While not necessarily connected with each other, it was recognised that they reflect the changing dynamics of development in and outside India and unless we also begin to build critical work around the same, our regular development work organised around four key themes would remain incomplete. Hence we decided to work on key emerging themes like urban poverty, India & the world, youth and active citizenship, communalism and peace building. Oxfam India16 Noor Alam with his co-workers in his Zardozi workshop in an urban village Mohibullapur, Lucknow supported by Oxfam India’s partner Vigyan Foundation
  19. 19. Urban Poverty Oxfam India worked with 7 partners over 4 states (Uttar Pradesh, Maharashtra, Rajasthan and Karnataka) and in 15 cities to directly reach 20,000 families under this emerging theme. It primarily focused on the issues of the homeless, pavement- dwellers and waste pickers and in helping them articulate their demands for shelter and identity proofs to avail various basic social benefits. This is done through organising resource centres (as in UP) and helplines (called 'labourlines' in Rajasthan), engaging with local municipal administration and helping workers organise under different banners. In the process, in Uttar Pradesh, about 1,300 urban poor obtained various identity proofs including Voter ID cards, Ration Cards, UIDs through active India and the World This stream of work is a new area undertaken by Oxfam India and is still under development. The aim of the program is to influence global issues that affect poverty and injustice in India as well as India's role in key global institutions like G20, BRICS etc for a pro- poor development agenda. Ahead of the G20 Summit in Cannes in 2011, Oxfam India, in association with several of its partners, prepared position papers on food security and agriculture, innovative financing, Millennium Development Goals (MDGs) and the G20, tax justice, health and climate financing. A document consolidating Indian civil society's key policy asks was also shared with various Indian government officials, both inside and outside the country. In preparation for the G20 Summit to be held in Mexico in June 2012, the Global G8/G20 Working Group organised a three day global civil society planning and strategy meeting in February in which Oxfam India also participated. The meeting resulted in the presentation of global civil society's policy asks on issues around food security, tax justice, green growth and infrastructure to the Mexican Foreign Ministry and Sherpa for the G20, as well as other key government representatives. Annual Report 2012 17 Ahead of the G20 Summit in Cannes in 2011, Oxfam India in association with several of its partners prepared position papers on food security and agriculture, innovative financing, MDGs and the G20, tax justice, health and climate financing. The incidence of urban poverty is increasing faster and in more extreme ways due to migration and informalisation of labour. coordination with State Election Commission and Regional Aadhar Office. In Karnataka, 5,000 waste pickers, got identity cards and health insurance and safety gear. In Rajasthan, over 300 women labourers got various entitlements under maternity benefits. In Rajasthan, the call center 'Labourline' facilitated by Aajeevika Bureau has got 725 calls and it has benefitted nearly 120 labourers, directly settling labour disputes in their favour. In UP, through our active engagement with the local administration, 23 permanent shelters became functional during extreme cold weather. We have organised labourers through a registration process where 1,700 labourers were registered with the State Labour Welfare Board in Rajasthan alone. Our partner Ajeevika in Rajasthan has registered 63,000 workers so far. In UP, we have organised more than 3,200 workers under a single banner over key demands like inclusion in Census 2011 while in Maharashtra, over 700 waste pickers organised themselves demanding an establishment of a Welfare Board for waste pickers.
  20. 20. Youth and Active Citizenship The Youth and Active Citizenship program at Oxfam India, aims to protect, promote and advance young people's human rights by facilitating their participation and development in society in order to build sustainable and effective democracies. Being in its nascent stage, the focus of the program, at present, is on creating strategies and supporting organizations that advance youth development in order to attain a social change. At present, we work with 2 organisations in 2 states and at the national and global levels with Oxfam International Youth Partnerships. However, over the course of 2011-2012 we also, partnered with and supported over 10 youth run and led organisations in their efforts to build youth capacities towards active citizenship and reached out to approximately 5,000 young people from across the country. It also organised the first youth capacity and skill building workshop for the Oxfam International Youth Partnerships (OIYP) India Action Partners. The workshop also witnessed the launch of Oxfam India's Small Grants Program. The program supported OIYP India Action Partners to implement specific activities, important to their area of social change. Oxfam India supported three ventures which addressed different aspects of the Indian education system in Uttarakhand, Uttar Pradesh and Maharashtra. In totality, the three programs reached out to more than 2,000 stakeholders, which included students, teachers and parents. The program also worked in an interdisciplinary manner with other Oxfam India themes during 2011-2012. We supported; the education program under essential services by building the capacity of 150 youth in urban resettlement colonies in Delhi and the Economic Justice program by providing 10 internships for their work in Oxfam India's respective focus states. In addition, we also supported India and the world program by starting the G20 Dialogue Series with Youth. Oxfam India18 Oxfam India also organised the first youth capacity and skill building workshop for the Oxfam International Youth Partnerships (OIYP) India Action Partners. Indian action partners of Oxfam International Youth Partnerships Program interacting at a capacity building training workshop held in New Delhi.
  21. 21. Communalism and Peace Building Oxfam India firmly believes in the secular-democratic values enshrined in the Indian Constitution. It believes that secularism is the corner stone of Indian democracy. It also believes that conflict, not only hampers the development process but also adversely affects the poor and the marginalised much more. It is also Oxfam India’s understanding that communalism is an issue which needs to be made a part of general sensitivity of all the development practitioners regardless of their areas of work. Oxfam India has been working with its partner, Anhad in promoting secular voices and democracy through sensitization workshops and follow up action over the past two years. This year too, a number of trainings were held to break the myths that have been created around history, minorities and democracy. Residential trainings were conducted in Gujarat, Haryana and Bihar attended by more than 400 activists from Annual Report 2012 19 This year too, a number of trainings were held to break the myths that have been created around history, minorities and democracy. Oxfam India's partner Anhad organised a public meeting on Kashmir. various civil society organisations. Subsequently, many of them participated in fact finding teams over the year to highlight atrocities and discrimination against minorities. Anhad also organised a three day commemorative program on the completion of ten years of the Gujarat carnage 2002 titled Bol Ki Sach Zinda Hai Ab Tak. It also celebrated the spirit of resistance with the victims from Gujrat and people from various walks of life while paying tribute to the memory of those who were killed in the mindless violence during 2002.
  22. 22. A team participating in the first Oxfam India Trailwalker held in Bengaluru in February 2011Oxfam India20
  23. 23. Marketing, Fundraising and Communications The financial year 2011-12 was a very challenging year for Oxfam India's fundraising efforts. At Oxfam India, we continued our efforts to focus on mobilising resources primarily from individuals in order to expand the solidarity base among various sections of our society apart from endeavouring to create a strong national presence. Retention of fundraising staff and their training to ensure that they are able to fundraise effectively continue to remain major challenges. The Year 2011-12 saw the initiation of two new channels of mobilising resources – Trailwalker, the Oxfam's Global signature event and Monthly Giving Program which inspires existing donors to continue supporting our work by graduating to a more stronger relationship with Oxfam India. This year, a number of steps were also taken to strengthen our Management Information System (MIS) and donor stewardship. In the current financial year, a total of `13.0 crore was raised from all sources. Individual Fundraising Oxfam India employs various channels viz. face-to- face, tele-calling, tele-facing and major donors’ reach- out to raise donation from individuals. It has in-house teams for all these channels and has been constantly striving to provide them quality inputs for fundraising including a major induction program organised in July/August. During the year, Oxfam India also started five new fundraising offices viz Indore, Kochi, Chennai, Udaipur and Nagpur. This takes the number of fundraising offices in Oxfam India to 20. Apart from this, Oxfam India also hired five new agencies for this purpose. We are finding, however, that the expansion into the smaller cities and towns is not proving to be as successful as we had thought and we are now rethinking our strategy for expansion and will instead be focusing on consolidation. Not only is there an acute shortage of skilled fundraising staff in the secondary cities, but also the culture of philanthropy is yet to take root. This year, we have recruited 33,379 new donors taking our individual donor base beyond 1,18,000. We also upgraded and graduated 6,539 of our existing donors. The Major Donor Program aiming at high net- worth individuals (for the donor whose annual gift size is more than `15,000 in a year) has been expanded to the tier-two cities and now functions from Delhi and Bangalore. In August 2011 Oxfam India, initiated Monthly Giving Program (MGP), aimed at establishing long term supporter relations on a sustainable basis. This will help in bringing stability and predictability to the fund flow, which in turn supports long term program interventions. In the year 2011-12, a total of 929 donors were recruited under this program. Institutional Fundraising Oxfam India, this year, explored the possibility of building relationships with new institutions, especially with the corporates. It also initiated ethical screening of BSE Top 50 corporates as per the Ethical Screening Guidelines for Private Sector Engagement. A strategy on private sector engagement is now being developed. Annual Report 2012 21 The Year 2011-12 saw initiation of two new channels of mobilising resources – Trailwalker, the Oxfam's Global signature event and monthly giving programme which inspires existing donors to continue supporting our work.
  24. 24. A number of international donors continued their support to Oxfam India this year also namely European Commission, Department for International Development (DFID), Unicef, Davidson Trust, John Helleur Trust, Ford Foundation, Gates Foundation etc. New partnerships has also emerged with UPS Foundation for Assam DRR project. Oxfam India has ensured resources from DFID under Global Poverty Action Fund (GPAF) for its large scale public health program for 3 years. Oxfam India has also entered into a partnership with Nokia India for its 'Planet ke Rakhwale' campaign. The proceedings of this partnership is supporting the education work of Oxfam India. Humanitarian Fundraising Oxfam India launched an appeal for the Japan earthquake/tsunami response program in India and raised approximately `39.6 lakhs from individuals as well as corporates. Eight corporate, namely, CA Technology Pvt Ltd, Analog Devices, Synopsis, Accenture, M'phasis, TCG Life Sciences, Royal Bank of Scotland and Autodesk along with their employees pledged their support to the cause. Oxfam India also raised `50.5 lakhs from individuals and institutions viz. Oxfam Germany, Oxfam Australia, Unicef, M'phasis, Autodesk and Eureka Forbes (in- kind support) for East India flood response program. The fund supported Oxfam India's response work in Dhemaji district of Assam and Malda district of West Bengal. UPS Foundation extended its funding support to Oxfam India's 'Disaster Risk Reduction in Assam' program which amounts to `26.2 lakhs for 18 months. Donor Stewardship Quality donor servicing in Oxfam India is strongly supported by robust donor data management system (DMS). Calendar for donor communication, both for individual and institutional donors, is prepared at the beginning of the support received. Quarterly newsletter (mostly electronic version) and project specific reports are shared with donors to keep them updated on our work. This year, we contacted around 25,000 donors to update our database as well as to get feedback on their relationship with us. In the course of the conversation, we had few donors asking for further information about Oxfam India and an in-depth understanding of how their donation was being utilised. A specific segment of the donors, namely, major donors expressed their happiness around the initiatives that we have undertaken in our humanitarian response and DRR programmes appreciation for regular updates of Oxfam`s activities through our newsletters. Oxfam India has also entered into a partnership with Nokia India for its 'Planet ke Rakhwale' campaign. Oxfam India and Nokia India partnership for supporting the education of out of school children. Oxfam India22
  25. 25. Trailwalker and other Events-based Fundraising Oxfam India organised its global awareness creation and fundraising event, TRAILWALKER in India for the first time from 10th to 12th February 2012. The first Trailwalker in India was held on a 100 km scenic trail from Sangam, Mekadatu near Mysore to Bidadi near Bengaluru in 48 hours. State Street was the global sponsor for the Oxfam Trailwalker. Nokia, which joined as Environment Sustainability and Telecom Partner, also provided in- cash sponsorship. In-kinds partners for the Trailwalker includes Manipal Hospitals, US Pizza, International Herald Tribune, Nestle India, Smart Nutrition, Faces, The Outdoor Store - Racing the Planet, Mc Dowell's No. 1 Drinking Water, Bangalore Mountaineering Club, Timing Technology and Pegasus. Total funds raised for Trailwalker till end May 2012 was `1.19 crore. Oxfam India also continued to participate in Marathon events. This year it participated in Airtel Delhi Half Marathon, Standard Chartered Mumbai Marathon and 10K Majja Run Bangalore Marathon. Participation in marathons has served the twin purpose of resource mobilisation as well as spreading awareness about the organisation. A trek to Sudershan Parbat was undertaken by one of Oxfam India supporters, Somashekhar Sunderesan and a total of `15,87 Lakhs was raised for supporting a primary health care project in Chattisgarh. Annual Report 2012 23 Trailwalker Highlights 80 Teams participated 78 Teams with atleast one member completing the walk 41 FullTeams Completing the walk Trailwalker Results Fastest All MaleTeam- Confident Flying Feet Fastest All femaleTeam-TerraTrots Fastest MixTeam- March of the Penguins FastestVeteranTeam- Protrek Top Three Fund Raising Teams Paul Reveres MidnightWalk Spartan Walkers Petrofac Mumbai Indians Hr/Min/Sec 20:36:00 44:36:26 28:28:16 24:16:46 Oxfam India team participating in Bangalore Marathon held in May 2011 Amount `(lakhs) 24.47 9.63 5.05
  26. 26. Farah Naqvi, Oxfam India Board member, and Dipta Bhog, Founder member of Nirantar, interacting with all India staff in a whole day session on 'Developing Perspectives on Muslims and Development' at the Annual Staff Retreat held in Jaipur in September 2011Oxfam India24
  27. 27. Governance and Management Oxfam India Board At the core of Oxfam India's governance practices is the Oxfam India Board, which ensures that core objectives of the organisation are met. It facilitates and exercises due diligence on how the management serves and protects long-term interests of stakeholders, at the same time, ensuring the highest standards of governance. The Board comprises non- executive directors and is supported by two subcommittees, namely the Finance and Audit Committee and the Nominations Committee. Responsibilities of the Board ¢ Oversee policy formulation, strategic thinking, management supervision and accountability to supporters, donors, staff and those affected by its work. ¢ Determine organisation's mission, purpose, strategic direction and policies. ¢ Provide strategic leadership to develop strategies, manage proposals and challenge assumptions. ¢ Recruit, encourage and support the CEO, whilst monitoring and evaluating his/her performance. ¢ Ensure that the views and concerns of key stakeholders are heard and addressed through efficient mechanisms and processes. ¢ Steer the organisation in a manner so as to enable it to maintain a high level of accountability and transparency. Board Meeting Dates and Agenda Dates of Board Meetings are decided in advance. The Chief Executive Officer, after consulting other Directors, drafts the agenda for each meeting and circulates it to all members prior to its finalisation. The Board meets for a minimum of four times in a calendar year with each meeting lasting for either a day or a day and a half. No business is transacted at any meeting, unless a quorum exists. The quorum must not be less than two members in any case. All statutory business is carried out in the Annual General Meeting which is held within six months of the close of the financial year. Oxfam India is registered as a Company under Section 25 of the Companies Act, 1956 (bearing corporate identity number U74999DL2004NPL131340). Annual Report 2012 25 Mr. Kiran Karnik Ms. Mridula Bajaj Mr. Shankar Jaganathan Ms. Moumita Sen Sarma Ms. Ammu Joseph Ms. Vimala Ramachandran Mr. Miloon Kothari Prof. Amitabh Kundu Ms. Farah Naqvi Mr. Somasekhar Sundaresan Board Meeting Attendance Details th 4 Jun 2011 nd rd 2 & 3 Sep 11 rd 3 Dec 2011 rd 3 Mar 2012Name Not Joined Not Joined Stepped Down Stepped Down Stepped Down
  28. 28. Oxfam India26 Our Board Members* *as of March 31, 2012 Kiran Karnik, Chairperson Mridula Bajaj – Vice Chairperson Shankar Jaganathan Kiran Karnik is the former President of the National Association of Software and Services Companies (NASSCOM), India's premier trade body and Chamber of Commerce for the information technology software and services industry. He has also served as Managing Director of the Discovery Network in India, Founder-Director of the Consortium for Educational Communication and the Indian Space Research Organisation. Kiran took over as the Chairperson of Oxfam India Board on August 27, 2010. He is on numerous government committees and is currently Member of the Scientific Advisory Council to the Prime Minister and Central Employment Guarantee Council, besides chairing the international Steering Committee of the Commonwealth Connects Programme. Awarded Padma Shri in 2007 and Data Quest IT Person of the Year award in 2005, he was recognised as one of the 'Stars of Asia' by Business Week in 2004 and 'Face of the Year' by Forbes magazine in 2003. In 1998, the International Astronautical Federation awarded him with the Frank Malina medal for space education. A post-graduate from the Indian Institute of Management, Ahmedabad, Karnik holds an honours degree in physics from Mumbai University. Mridula Bajaj is a specialist in Child Development with more than three decades of experience in program, research and training. She is currently Executive Director of Mobile Creches, an NGO that works with children on construction sites. She took over as the Vice Chairperson of Oxfam India Board in August 2010. She has also been a Member of the Steering Committee for the 10th Five Year Plan and has served on the Expert Committee to evaluate proposals and field inspections under experimental and innovative education projects by the Ministry of Human Resource Development and the Department of Education. She has done extensive work in the area of empowerment of women and development of children. She holds a Master's degree in Science in Child Development from Lady Irwin College, Delhi University. Shankar is an independent, non-executive director on the Board of several Indian companies and NGOs. He worked with Wipro Limited for 18 years between 1985-2003 and headed the Technology Initiatives Program and Academic and Pedagogy function in the Azim Premji Foundation, a not-for-profit organisation that looked at elementary education in the country. A Chartered Accountant and law graduate with varied experience in corporate, academic and social sectors, he has also authored a book titled, 'Corporate Disclosures 1553-2007: Origin of Financial and Business Reports' published by Rutledge in August 2008.
  29. 29. Annual Report 2012 27 Moumita Sen Sarma Farah Naqvi Ammu Joseph Moumita Sen Sarma,a Chartered Accountant by training, has served the Financial Services sector for the last 21 years in several capacities. Till March 2010, she served as the Vice President & Head of Microfinance and Sustainable Development at ABN AMRO Bank in India as well as a Board Member of ABN AMRO Foundation and prior to that, worked at American Express Bank and SRF Finance. Ms Sen Sarma is the Vice Chairperson of Cashpor Micro Credit (Varanasi) and a Board member of Ananya Finance for Inclusive Growth (Ahmedabad). She is a Stakeholder Council Member of Global Reporting Initiative (GRI), Amsterdam. An avid practitioner of yoga, Ms. Sen Sarma, now volunteers the most significant amount of her time with the projects of Coimbatore based, Isha Foundation. She has been a frequent speaker at conferences on both Microfinance and Sustainable Development in India and abroad (incl. USA, EU, World Bank/IFC, Tallberg, WEC, Ethical Corporation, Women’s World Banking, Euro Market Forum, Sa-Dhan, WRI) as well as Business Schools (IIM-A, ISB, S.P Jain). Ms Sen Sarma trained at Price Waterhouse Coopers for her CA and is a graduate in physics from the Presidency College, Chennai. Farah Naqvi is a Member of the National Advisory Council and a committed activist and writer, who has for over two decades, been involved in democratic interventions on issues of minority rights, gender rights, justice, communalism and violence against women. She has worked with survivors, followed-up with investigative agencies, networked women's groups, documented and shared information and undertook fund raising and policy advocacy with the government. She is one of the founder members of Nirantar, an NGO working on gender and education. A post-graduate from Columbia University, Farah has done notable work in the area of broadcast journalism. Ammu Joseph has been an independent journalist, author and media watcher for over three decades. She began her career in Mumbai in the mid-1970s as a reporter and sub-editor in Eve's Weekly and Star & Style, going on to become editor of the Sunday magazine of The India Post in the mid-1980s. Based in Bengaluru and working independently since 1988, she contributes articles to print and online publication (including several books), works on research project, undertakes consultancies, lectures at journalism schools and speaks in other forums. Ammu has authored/edited six books, including two on women and media, three on women and literature and one on women's perspectives on terrorism and counter-terrorism. Her work on gender and children's issues earned her the UNFPA-Laadli Media Award for Gender Sensitivity in 2007. She was also conferred the Donna Allen Award for Feminist Advocacy in 2003 by the Commission on the Status of Women of the Association for Education in Journalism and Mass Communication, USA. She is a Founder Member of the Network of Women in Media, India.
  30. 30. Oxfam India28 The governance philosophy that underlies Oxfam India is based on five key principles: 1. An unerring focus on realising the vision, the organisation has envisaged for itself. To this end, put in place a long term strategy and make substantive investments in the short term for long-term benefits. 2. Conform with both the spirit and letter of the law to serve the ends of natural justice and welfare of all. 3. Display a high level of transparency and disclosure with the motto being 'When in doubt, disclose'. 4. Keep all stakeholders informed about all organisational developments and encourage participation as an integral part of the ways of working through constant communication. 5. Have a simple framework within the organisation driven by organisational objectives with the flexibility to change with circumstances and new development. Governance Philosophy Somasekhar Sundaresan Justice A. P. Shah Somasekhar Sundaresan is a partner with J. Sagar Associates, a large national law firm in India, and heads the firm's securities law and financial sector regulatory practice. He has extensive experience and expertise in advising clients in the area of foreign investment, banking and financial institutional sector and mergers and acquisitions, particularly those involving listed companies. He has advised a number of banks, securities issuers, merchant bankers, stock brokers, mutual fund holders, fund managers, foreign institutional investors, non-banking financial companies, stock exchanges, securities depositories and other financial services intermediaries. In addition to his private practice, he is actively involved in public policy and regulatory affairs in India's financial sector. Justice A. P. Shah was the Chief Justice of the Delhi High Court from May 2008 till his retirement in February 2010. He is known for bold rulings, including the world-headliner July 2009 ruling that found India's 150-year-old statute prohibiting homosexual acts as discriminatory and therefore a "violation of fundamental rights." He belongs to a family of lawyers; his grandfather, father and uncle were also in the legal profession. His father became a Judge of the Bombay High Court and upon retirement served as a Lokayukta. Justice Shah did his graduation from Sholapur and went on to the Government Law College, Mumbai for his law degree. After a short span of practice at the District Court in Sholapur, he shifted to the Bombay High Court in 1977 and joined the chambers of the then-leading Advocate Shri S.C. Pratap. He gained experience in civil, constitutional, service and labour matters. He was appointed as an Additional Judge of Bombay High Court on 18 December 1992 and became the permanent Judge of Bombay High Court on 8 April 1994. He assumed charge as the Chief Justice of Madras High Court on 12 November 2005 and was transferred as the Chief Justice of the Delhi High Court on 7 May 2008.
  31. 31. Annual Report 2012 29 Senior Management Team Nisha Agrawal, Chief Executive Officer Moutushi Sengupta, Director - Programs and Advocacy Avinash Kumar, Director - Policy, Research and Campaigns Kunal Verma, Director - Marketing & Communications Anuja Bansal, Director - Operations Nisha has been working on poverty, inequality and development issues for more than two decades. She has been the CEO of Oxfam India since its inception in March 2008. Prior to that, for the past 18 years, she has worked with the World Bank on development issues and has extensive experience of working in countries in the East Asia Region (Cambodia, Vietnam and Indonesia) and in the East Africa Region (Tanzania, Kenya and Uganda). She has a Doctorate in Economics from the University of Virginia, Charlottesville, Virginia, USA. She has also worked as a Research Economist at the Impact Research Centre, University of Melbourne, Australia. Moutushi Sengupta has more than 20 years of work experience, 16 of which have been in the development sector. She has worked with Government of United Kingdom's Department for International Development (DFID) in India on a range of development initiatives across different sectors, including livelihoods promotion, rural development, financial and governance reforms and enterprise development. An MBA (University Gold Medallist) from the Punjab University and M.Sc. in Applied Environmental Economics from the Imperial College of United Kingdom, Moutushi Sengupta joined Oxfam India in November 2009. Avinash Kumar has a Ph.D. in modern history from Jawaharlal Nehru University, New Delhi. He was a Charles Wallace post-doctoral Fellow at School of Oriental and African Studies, London University. Among his various assignments, he has taught at a central university, worked at a research institute and has worked with Oxfam in India for the past seven years on a range of themes (including communalism and right to basic services) and positions. He has an ongoing interest in politics of development, inequality and history of ideas. He also dabbles in cultural politics of cinema and literature as his favorite pastime. Kunal has been raising funds for fighting injustice and creating a more equal and dignified world order. An IIM Bengaluru alumni and a post graduate in fundraising and international marketing, he has over 15 years of functional experience cutting across corporates and non- profit organisations. Kunal has successfully implemented brand building exercises for international profit and non-profit organisations for increasing awareness and developing brand loyalty. Kunal comes with the unique experience of starting fundraising operations in India for three of the best known international NGOs. i.e. ActionAid India, Christian Children Fund and Oxfam India. Kunal has been working with Oxfam India for over three years, putting great efforts in creating support engagement with individuals and corporate, who wish to secure the ‘right to a life with dignity for all’. Anuja is a Chartered Accountant with 20 years of post qualification experience. She has held leadership positions in the not-for-profit sector with organisations working in the areas of education, livelihood and microfinance. She has extensive experience in Finance, IT and Human Resource Management. Before joining Oxfam India, Anuja was the Chief Finance Officer for Bharti Foundation, simultaneously holding portfolios of Information Technology and Legal.
  32. 32. 1 2 4 5 6 7 8 9 2 3 45 6 7 8 9 0 1 2 3 4 5 67 8 9 0 Oxfam India30
  33. 33. Income Grant from Affiliates Donations - Corporate, Institutions and Affiliates Donations – Individual Financial Assistance on Dissolution of Oxfam trust Bank Interest Other Income Total Annual Report 2012 31 Facts Behind the Figures The total income for the year has decreased from `80.6 crores in 2010-11 to `55.1 crores in 2011-12 representing a decrease of 32%. Sources of Income 41.1 2.4 10.7 0.0 0.8 0.1 55.1 57.1 0.4 8.1 14.2 0.7 0.1 80.6 % Change -28% 500% 32% -100% 17% 0% -32% The overall reduction in income is mainly due to reduction in Affiliate Income by 28 % from `57.1 crores to `41.1 crores and one time transfer of net assets worth `14.2 crores from Oxfam Trust, during previous year. Donations from individuals has increased by 32% from `8.1 crore to `10.7 crore as a result of further investment into fundraising by opening of more regional offices, which has led to enhanced income. Donations from corporates and institutions has Grant from Affiliates Grants from Affiliates Oxfam Novib Oxfam Great Britain Oxfam Australia Oxfam International Oxfam Intermon (Spain) Oxfam Hong Kong Oxfam Japan Oxfam Germany Donations from Affiliates for Disaster Management Oxfam Germany Oxfam Australia Total from affiliates Oxfam America 18.6 8.8 8.4 3.3 0.0 0.3 1.3 0.2 0.6 35.3 12.7 4.2 2.4 1.1 0.0 1.0 0.3 0.0 -47% -31% 104% 40% -100% 100% 33% -36% 100% Income from Affiliates increased by 500% from `0.4 crores to `2.4 crores. Donations from Individuals & Corporates include income raised by over 80 teams at the first Trailwalker conducted by Oxfam in India wherein `1.03 crores was raised during the year. For this event a further amount of `0.15 crores was raised in 2012-13. Better fund management has resulted in a higher bank interest income of 17% from `0.7 crores to `0.8 crores. Other Income comprising profit on sale of assets and miscellaneous receipts was constant at `0.10 crore. Oxfam Novib Oxfam Great Britain Oxfam Australia Oxfam International Oxfam America Oxfam Hong Kong Oxfam Japan Oxfam Germany 44% 21% 21% 8% 3% 1% 1% Affiliate Contribution 2011-12 1% Amount in ` Crores 2011-12 Amount in ` Crores 2010-11 ( Crores)` 2011-12 ( Crores)` 2010-11 0.2 0.1 41.8 0.0 0.0 57.1 100% 100% -27% % Change Grants and Donations from affiliates have declined from `57.1 crores to `41.8 crores representing a reduction of 27%. The income from Oxfam Novib and Oxfam GB have reduced considerably from the previous year. The reduction is largely due to change in strategic plan of the affiliates. Increased income
  34. 34. Oxfam India32 The decrease in expenditure is mainly on account of decrease in grants to partners. The decrease in grant was because of lower income received from other Oxfams. The fundraising launch and development relate to expenses incurred for setting up new fund raising offices. Fundraising Operational Cost Of `9.62 crores includes expenses amounting to `0.85 crores incurred for the First Trailwalker held at Bangalore. Analysis of Total Expenditure Expenditure Program Expenditure Fund Raising Operational Cost Fund Raising Capital Costs Fund Raising Launch and Development Cost Employee benefit expenses Co-ordination & Administration costs Grants utilised for acquisition of capital assets Prior period items Total 28.3 9.6 0.4 1.1 5.0 5.1 0.5 0.1 50.1 54.4 4.9 0.5 1.6 4.6 5.2 0.5 0.0 71.7 During the year 2011-2012, 37% of grants went to partners working in the area of Economic Justice, which primarily focuses on natural resource management and small agriculture holdings as components of the larger sustainable livelihoods canvas. 25% of grants were made to partners working on Essential Services which focuses on right to health, education and food. The allocation for partners working on Humanitarian Response and Disaster Risk Reduction issues was 11%. Gender Justice, Urban poverty and Emerging Themes had an allocation of 12% grants. The national advocacy component of voices and accountability had an allocation of 15%. The total expenditure has decreased from `71.7 crores to `50.1 crores representing a decrease of 30%. Amount in Crores` 2011-12 Amount in Crores` 2010-11 from Oxfam Australia is on account of additional funding for the DRR and urban poverty work. The reduction in income from Oxfam Intermon is due to winding up of its operations in India in June 2011. Expenditure
  35. 35. Annual Report 2012 33 Balance Sheet The General Fund as at the end of the Financial year was `13.92 crores which represents excess amounts received as a result of Affiliates following different Financial years (January to December in one case and July to June in another) in comparison to our Financial year of April to March and having transferred funds accordingly. In 2010-11, the Board had resolved to create a Catastrophe Reserve of `1.35 crores to be utilised in times of humanitarian response and Contingency Reserve equal to three months' operating expenses then estimated at `1.50 crores, to be created over a period of three years. As on 31st March, 2011 the Catastrophe Fund of `1.35 crores and Contingency Fund of `50 lakhs were created. During the current financial year an additional sum of `50 lakhs was transferred to Contingency reserve. Both these reserves are represented by fixed deposits in the bank. A Capital fund has been created to reflect on the face of the balance sheet, the cost and written down value of the assets. All fixed assets are stated at cost. Cost includes purchase price and all other attributable costs of bringing the asset to working condition for intended use. Assets purchased out of funds are capitalised and an equal amount is transferred to Capital fund. Accordingly deletions of such fixed assets are also adjusted from the capital fund. Long term provisions have been created for staff related liability of the organisation like provision for Gratuity and Leave encashment. Gratuity management has been agreed with Life Insurance Corporation for better management and does not reflect in the provision list. Long term loans and advances reflect security deposits paid for program and fundraising offices that had been classified as other non-current assets in the previous year. Other non-current assets include amount paid to LIC for gratuity management. Cash and cash equivalent include bank balances and term deposits. Short term loans and advances include amount spent on behalf of other affiliates towards program and meetings and recoverable from them. Other current assets include income that have become due from Oxfam Australia as part of the inter affiliate funding agreement between Oxfam India and Oxfam Australia. Economic Justice Essential Services Humanitarian Identity & Gender Voice & Accountability Theme-wise Expenditure 2011-12 Programme Expenditure Fundraising Cost Employee Benefit Expenses Co-ordination & Adminstration Costs Grants Utilised for Acquisition of Capital Assets 57% 23% 10% 10% 1% Analysis of Expenditure 2011-12 37% 25% 11% 12% 15%
  36. 36. Oxfam India34 Balance Sheet as on 31 March 2012 31 March 2011 3 4 5 6 6 5 7 8 10 9 8 10 2.1 EQUITY AND LIABILITIES ASSETS Shareholders’ Funds Corpus Fund Reserves and Surplus Capital Assets Fund Non-current Liabilities Long-term Provisions Current Liabilities Trade and Other Payables Other Current Liabilities Short-term Provisions TOTAL Non-current Assets Fixed Assets Tangible Assets Intangible Assets Long-term Loans and Advances Other Non-current Assets Current Assets Cash and Bank Balances Short-term Loans and Advances Other Current Assets TOTAL Summary of significant accounting policies 23 88,796 24,249 2,281 4,886 12,949 545 133,729 24,249 - 2,790 41,000 48,481 16,691 518 133,729 113,068 2,281 18,380 68,039 65,690 (` in ‘000) 31 March 2012 23 139,230 19,105 2,827 8,586 2,271 999 173,041 19,105 - 2,619 1,868 107,542 21,408 20,499 173,041 158,358 2,827 11,856 23,592 149,449 (` in ‘000) Notes The accompanying notes are an integral part of the financial statements.
  37. 37. Annual Report 2012 35 Income & Expenditure Account 31 March 2011 11 12 13 14 15 16 17 18 2.1 INCOME EXPENSES Grants/Donations Received Other Income Total Income (I) Program Expenses Fundraising Cost Employee Benefit Expenses Co-ordination and Administration Costs Capitalised Assets Purchased Prior Period Expenses Preliminary Expenses Written-off Total Expense (II) Excess of Income Over Expenditure Before Tax (I-II) Tax Expense Current Tax Deferred Tax Total Tax Expense Excess of Income Over Expenditure After Tax Summary of Significant Accounting Policies 797,933 7,793 805,726 544,129 69,737 46,383 52,158 4,497 - 11 716,915 88,811 88,811 (` in ‘000) 31 March 2012 542,136 8,853 550,989 283,172 110,607 50,425 50,526 5,216 609 - 500,555 50,434 - - - 50,434 (` in ‘000) Notesfor the year ended 31 March 2012 The accompanying notes are an integral part of the financial statements.
  38. 38. Oxfam India36 Cash Flow Statement 31 March 2011 A. Cash flow from operating activities Excess of Income over expenditure Adjustments for: Capitalised assets purchased Financial assistance on dissolution of Oxfam Trust Interest income on fixed deposits Profit on sale of fixed assets Preliminary expenses written off Operating profit before working capital changes Movements in working capital: Increase/ (Decrease) in long-term provisions Increase/ (Decrease) in short-term provisions Increase/ (Decrease) in trade payables Increase/ (Decrease) in other current liabilities (Increase)/ Decrease in long- term loans and advances (Increase)/ Decrease in short - term loans and advances (Increase)/ Decrease in other non-current assets (Increase)/ Decrease in other current assets Net cash (used in)/provided by operating activities (A) B. Cash flows from investing activities Purchase of fixed assets Proceeds from sale of fixed assets Investments made in bank deposits (having original maturity of more than 3 months) Interest received on bank deposits Net cash (used in)/provided by investing activities (B) C. Cash flows from financing activities Addition to corpus fund Financial Assistance on dissolution of Oxfam Trust Net cash provided by financing activities (C) Net increase/(decrease) in cash and cash equivalents (A + B +C) Cash and cash equivalents at the beginning of the year Cash and cash equivalents at the end of the year 88,811 10,704 (142,149) (3,229) (632) 11 (46,484) (7,151) 545 4,873 57 (2,790) (10,402) - - (61,352) (10,704) 632 (41,060) 2,712 (48,420) 1 148,292 148,293 38,521 9,900 48,421 (` in ‘000) 31 March 2012 54,434 9,100 - (5,000) (258) - 54,276 546 454 3,700 (10,678) 171 (4,717) 39,132 (17,385) 65,499 (9,100) 258 (63,500) 2,404 (69,938) - - - (4,439) 48,421 43,982 (` in ‘000) for the year ended 31 March 2012
  39. 39. Annual Report 2012 37 31 March 2011 Components of cash and cash equivalents Cash on hand Balances with banks: On Saving accounts On deposit accounts Total cash & cash equivalents (note 9) Summary of Significant Accounting Policies 2.1 269 48,152 - 48,421 (` in ‘000) 31 March 2012 350 43,632 - 43,952 (` in ‘000)
  40. 40. Oxfam India38 The financial statements have been prepared under the historical cost convention, on an accrual basis, in accordance with the applicable Accounting Standards prescribed by the Institute of Chartered Accountants of India (ICAI) to the extent applicable and provisions of the Companies Act, 1956, except grant paid to partners. Refer note 2.1 (d) for details. However, accounts for the purpose of submission to FCRA are compiled on cash basis. 2.1: Summary of significant accounting policies Presentation and disclosure of financial statements During the year ended 31 March 2012, the revised Schedule VI notified under the Companies Act 1956, has become applicable to the Company, for preparation and presentation of its financial statements. The adoption of revised Schedule VI does not impact recognition and measurement principles followed for preparation of financial statements. However, it has significant impact on presentation and dislcosures made in the financial statements. The Company has also reclassified previous year figures in accordance with requirements applicable in the current year. For further details, refer note 27. The preparation of the financial statements in conformity with generally accepted accounting principles requires the management to make estimates and assumptions that affect the reporting balances of assets and liabilities and disclosures relating to contingent assets and liabilities as at the date of the financial statements and reporting amounts of income and expenses during the year. Contingencies are recorded when it is probable that a liability will be incurred, and the amount can be reasonably estimated. Actual results could differ from such estimates. (i) Grant /Donations Only those Grants / Donations are accounted for as Income which have been accrued and become due as per the sanctions of the funding / donor agencies. Amounts received to meet administration expenses are recognized as income in the period in which the amount has been expensed off. Donations received in kind are not valued or accounted for in the books of account. No such donations have been received during the year. (ii) Interest Income Interest income is recognized on a time proportion basis taking into account the amount outstanding and the interest rate applicable. Interest income is included under the head "Other income" in the statement of income and expenditure. Grants made to other partners/projects are accounted for in the year of disbursement. a) Change in accounting policy b) Use of Estimates c) Accounting for grants/donations d) Expenditure NOTE 2: BASIS OF PREPARATION Oxfam India (the Company) is a not for profit Company limited by guarantee without share capital incorporated u/s 25 of the Indian Companies Act, 1956 with its registered office at New Delhi. The Company is a rights - based organization that fight poverty, injustice and exclusion by linking grassroots programming through partner NGOs to local, national and global advocacy and policy making. NOTE1: BACKGROUND Notes to Financial Statements for the year ended 31 March 2012
  41. 41. Annual Report 2012 39 Notes to Financial Statements for the year ended 31 March 2012 Refunds of unutilised grants with partners which have been refunded to the Company have been reduced from grants paid to partners in the year in which it is received. A provision is recognised when the Company has a present obligation as a result of a past event, when it is probable that an outflow of resources embodying economic benefits will be required to settle the obligation and reliable estimate can be made of the amount of the obligation. A contingent liability is recognised where there is a possible obligation or a present obligation that may, but probably will not, require an outflow of resources. Contingent assets are neither recognised nor disclosed in the financial statements. Cash and cash equivalents for the purpose of cash flow statements comprise cash at bank and in hand and short-term investments with an original maturity period of three months or less. The Company is exempt from income tax under Section 12AA of the Income Tax Act, 1961 and hence no provision for taxation is required for current year tax expense. Since the Company is exempt from Income tax, no deferred tax (asset or liability) is recognized in respect of timing differences. All fixed assets are stated at cost less accumulated depreciation/ amortization and impairment losses, if any. Cost includes purchase price and all other attributable costs of bringing the assets to working condition for intended use. Assets purchased out of grants received are capitalised and an equal amount is transferred to Capital Fund. Accordingly, deletions of such fixed assets are also adjusted from the Capital Fund. Assets received as donations are capitalised at nil value. There were no such receipts during the year. Depreciation on fixed assets has been provided on the written down value method at rates prescribed under Schedule IV Companies Act, 1956: e) Provisions & contingencies f) Cash and cash equivalents g) Income Tax h) Fixed assets and depreciation Furniture & Fittings Office Equipments Computers Vehicles Rates (WDV) 18.10% 13.91% 40% 25.89% Depreciation on fixed assets purchased out of grants received is debited to the Capital Fund through the Income and Expenditure account. All assets individually costing Rs. 25,000 or less each are depreciated fully in the year of purchase. Foreign exchange transactions are recorded at the rates of exchange prevailing on the date of the transaction. Realised gains and losses on foreign exchange transactions during the year are recognised in the Income and Expenditure account. Foreign currency assets and liabilities denominated in foreign currencies, at the year-end are translated into rupees at the year-end rates and resultant gains/losses on foreign exchange translations are recognised in the Income & Expenditure account. i) Foreign exchange transactions
  42. 42. Oxfam India40 Notes to Financial Statements for the year ended 31 March 2012 j) Employee benefits k) Lease commitment l) Segment reporting (i) Gratuity liability is a defined benefit obligation and is provided for on the basis of an actuarial valuation on projected unit credit method made at the end of each financial year. The scheme is funded with an insurance Company in the form of a qualifying insurance policy. The gratuity benefit obligation recognized in the balance sheet represents the present value of the obligations as reduced by the fair value of assets held by the Insurance Company. Actuarial gain/losses are recognized immediately in the income and expenditure account. (ii) Retirement benefits in the form of Provident Fund is a defined contribution scheme and the contributions are charged to the income and expenditure account of the year when the contributions to the respective funds are due. There are no other obligations other than the contribution payable to the respective fund. (iii) Short term compensated absences are provided for based on estimates. Long term compensated absences are provided for based on actuarial valuation. The actuarial valuation is done as per projected unit credit method. Operating Lease - Where the Company is lessee Leases where the lessor effectively retains substantially all the risks and benefits of ownership of the leased asset are classified as operating leases. Operating lease charges are recognised as an expense in the income and expenditure account on a straight-line basis over the lease term. The Company is a rights - based organization that works for economic welfare by fighting against poverty, injustice and exclusion by linking grassroots programming through partner NGOs to local, national and global advocacy and policy making. Since the Company has only one business segment of "economic welfare" and one geographic segment "India" based on operations of the Company, hence information for primary business segment and secondary geographic segment is not applicable.
  43. 43. Annual Report 2012 41 31 March 2011 General fund Special reserve fund - Catastrophe fund Special reserve fund - Contingency fund Balance as per last financial statements Add: Excess of income over expenditure transferred from Income and expenditure account Less: Reserve for catastrophe/ contingencies Closing balance (A) Balance as per last financial statements Restricted reserve - catastrophe fund Add: Amount transferred from general reserve Closing Balance (B) Balance as per last financial statements Restricted reserve - contingency fund Add: Amount transferred from general reserve (note 26) Closing Balance (C) Total (A) + (B) + (C) (15) 88,811 88,796 (18,500) 70,296 - 13,500 13,500 - 5,000 5,000 88,796 (` in ‘000) 31 March 2012 70,296 50,434 120,730 (5,000) 115,730 13,500 - 13,500 5,000 5,000 10,000 139,230 (` in ‘000) Notes to Financial Statements for the year ended 31 March 2012 NOTE 3: RESERVES & SURPLUS 31 March 2011 Balance as per last financial statements Add: Additions during the year Less: Deletion of fixed assets Less: Depreciation transferred to Income and Expenditure account Closing balance - 30,365 30,365 (10) (6,106) 24,249 (` in ‘000) 31 March 2012 24,249 9,100 33,349 - (14,244) 19,105 (` in ‘000) NOTE 4: CAPITAL FUND 31 March 2011 Provision for employee benefits Provision for Gratuity (note 19) Provision for Leave benefits - 545 545 (` in ‘000) 31 March 2012 - 999 999 (` in ‘000) 31 March 2011 743 1,538 2,281 (` in ‘000) 31 March 2012 - 2,827 2,827 (` in ‘000) NOTE 5: PROVISIONS Non - Current Current
  44. 44. Oxfam India42 31 March 2011 4,886 4,886 10,927 2,015 7 12,949 17,835 (` in ‘000) 31 March 2012 8,586 8,586 - 2,271 - 2,271 10,857 (` in ‘000) 31 March 2011 - - - - - - - (` in ‘000) 31 March 2012 - - - - - - - (` in ‘000) NOTE 6: OTHER LIABILITIES Current Notes to Financial Statements for the year ended 31 March 2012 Trade and other payables (including acceptance) [Refer note 23 for detail of dues to microand small enterprises] Unearned grants TDS payable Other duties and taxes payable Other Liabilities (1) Notes: Depreciation charge for the year includes Rs. 3,563 (Previous year Rs. 386) in respect of assets costing Rs. 25,000 or less individually depreciated completely in the year of purchase. - 30,365 (10) 30,355 9,100 - 39,455 - 6,107 (1) 6,106 14,244 - 20,350 24,249 19,105 (` in ‘000)(` in ‘000)(` in ‘000) Office Equipment (` in ‘000) NOTE 7: TANGIBLE ASSETS Cost or valuation As at 1 April, 2010 Additions Disposals At 31 March 2011 Additions Disposals At 31 March 2012 Accumulated Depreciation At 1 April 2010 Charge for the year Disposals At 31 March 2011 (1) Charge for the year Disposals At 31 March 2012 Net Tangible Assets At 31 March 2011 At 31 March 2012 Furniture & Fittings Computers Vehicles Total (` in ‘000) - 813 - 813 791 - 1,604 - 14 - 14 377 - 391 799 1,213 - 9,267 - 9,267 3,526 - 12,793 - 3,014 - 3,014 5,203 - 8,217 6,253 4,576 - 12,044 - 12,044 2,348 - 14,392 - 2,029 - 2,029 4,850 - 6,879 10,015 7,513 - 8,241 (10) 8,231 2,435 - 10,666 - 1,050 (1) 1,049 3,814 - 4,863 7,182 5,803 Non - Current
  45. 45. Annual Report 2012 43 31 March 2011 - 5,465 - 5,465 - 5,465 - 6,007 - 6,007 - 6,007 436 2,766 2,017 5,219 16,691 (` in ‘000) 31 March 2012 (` in ‘000) 31 March 2011 - 2,790 - 2,790 - 2,790 - - - - - - - - - - 2,790 (` in ‘000) 31 March 2012 - 2,619 - 2,619 - 2,619 - - - - - - - - - - 2,619 (` in ‘000) NOTE 8: LOANS AND ADVANCES Non - Current Current Notes to Financial Statements for the year ended 31 March 2012 Security deposits Advances recoverable in cash or in kind Other loan and advances Secured, considered good Unsecured, considered good Doubtful Provision for doubtful security deposits (A) Secured, considered good Unsecured, considered good Doubtful Provision for doubtful security advances (B) Advance income tax (net of provision for tax) Prepaid expenses Loan to employees (C) Total (A) + (B) + (C) - 6,505 - 6,505 - 6,505 - 10,831 - 10,831 - 10,831 842 999 2,231 4,072 21,408 31 March 2011 - 48,152 - - 269 48,421 - 60 60 - 48,481 (` in ‘000) 31 March 2012 (` in ‘000) 31 March 2011 - - - - - - 41,000 - 41,000 (41,000) - (` in ‘000) 31 March 2012 - - - - - - - - - - - (` in ‘000) NOTE 9: CASH AND BANK BALANCES Non - Current Current Cash and cash equivalents Other bank balances Balances with banks: On Saving accounts Deposits with original maturity of less than 3 months Cheques/draft in hand Cash on hand (A) Deposits with original maturity for more than 12 months Deposits with original maturity for more than 3 months but less than 12 months (B) Amounts disclosed under non-current assets (note 10) Total (A) + (B) 43,632 - - 350 43,982 - 63,560 63,560 - 107,542
  46. 46. 31 March 2011 - - - 518 - 518 518 (` in ‘000) 31 March 2012 (` in ‘000) 31 March 2011 41,000 41,000 - - - - 41,000 (` in ‘000) 31 March 2012 - - 1,868 - - 1,868 1,868 (` in ‘000) NOTE 10: OTHER ASSETS Non - Current Current Notes to Financial Statements for the year ended 31 March 2012 Unsecured, considered good unless stated otherwise Others Non-current bank balances (note 9) (A) Employee benefit plan surplus (note 19) Interest accrued on fixed deposits Other accrued income (B) Total (A) + (B) - - - 2,596 17,903 20,499 20,499 31 March 2011 Grants from affiliates In-house fundraising: Donation - corporate & institutions Donation - individuals Financial assistance on dissolution of Oxfam Trust 571,018 3,913 80,853 142,149 797,933 (` in ‘000) 31 March 2012 418,174 16,894 107,068 - 542,136 (` in ‘000) NOTE 11: GRANTS/ DONATIONS RECEIVED 31 March 2011 Other Income Interest income on: Bank deposits Others Net gain on sale of assets Other non-operating income 3,229 3,871 632 61 7,793 (` in ‘000) 31 March 2012 5,000 3,339 258 256 8,853 (` in ‘000) NOTE 12: OTHER INCOME 31 March 2011 Grant paid to Partners Relief Materials Workshops and consultation charges Programme evaluation and training cost Add : Personnel expenses related to programme activities 467,758 7,739 29,463 7,533 31,636 544,129 (` in ‘000) 31 March 2012 203,742 4,195 31,581 8,195 35,459 283,172 (` in ‘000) NOTE 13: PROGRAMME EXPENSES Oxfam India44
  47. 47. Notes to Financial Statements for the year ended 31 March 2012 31 March 2011 Retainership fees Fundraising agency charges Other fundraising expenses Add : Personnel expenses related to fundraising activities Add: Co-ordination and administration cost related to fundraising activities Add: Capital asssets purchased related to fundraising activities 27,585 4,741 1,117 12,749 17,338 6,207 69,737 (` in ‘000) 31 March 2012 45,237 5,290 10,074 20,973 25,149 3,884 110,607 (` in ‘000) NOTE 14: FUNDRAISING COST 31 March 2011 Salary, wages and bonus - Programme staffs - Fundraising staffs - Other staffs Contribution to provident fund (note 2.1 (j) (ii)) Gratuity (note 2.1 (j) (i)) Leave encashment (note 2.1 (j) (iii)) Staff loyalty Staff welfare expenses Training & recruitment expenses Less : Personnel expenses related to programme activities Less : Personnel expenses related to fundraising activities 31,636 12,749 28,909 4,619 1,921 1,420 66 6,018 3,430 (31,636) (12,749) 46,383 (` in ‘000) 31 March 2012 35,459 20,973 31,573 5,585 983 2,471 5 6,274 3,534 (35,459) (20,973) 50,425 (` in ‘000) NOTE 15: EMPLOYEE BENEFIT EXPENSES 31 March 2011 Rent Travelling and conveyance Communication costs Repair and Maintenance - Computers - Others Electricity charges Printing and stationery Professional charges Insurance Rates and taxes Bank Charges Payment to auditors - Statutory audit fee - Tax audit fee - Other audit fees Miscellaneous expenses Less: Co-ordination and administration costs related to fundraising activities 18,294 24,835 6,144 1,217 5,003 2,181 5,730 4,414 352 161 362 386 331 - 86 (17,338) 52,158 (` in ‘000) 31 March 2012 22,711 24,926 8,797 1,440 6,302 2,766 3,410 3,064 176 123 540 429 331 - 660 (25,149) 50,526 (` in ‘000) NOTE 16: CO-ORDINATION AND ADMINISTRATION COSTS Annual Report 2012 45
  48. 48. The Company operates a defined benefit group gratuity scheme under a trust, "Oxfam India employees group gratuity assurance trust", managed by the trustees of the scheme for its employees and approved by Income Tax Act, 1961. Under the scheme, employees who have covered 2 years of service gets a gratuity on departure @ 15 days salary for each completed year of service. The scheme is funded with an insurance company in the form of qualifying insurance policy. The following table summarize the components of net benefit expense recognized in the statement of income and expenditure and the funded status and amounts recognized in the balance sheet for the plan. NOTE19: EMPLOYMENT BENEFIT PLAN Notes to Financial Statements 31 March 2011 Capital assets purchased Less: Capital asssets purchased related to fundraising activities Total 10,704 (6,207) 4,497 (` in ‘000) 31 March 2012 9,100 (3,884) 5,216 (` in ‘000) NOTE 17: CAPITALISED ASSETS PURCHASED 31 March 2011 Rent Salary - - - (` in ‘000) 31 March 2012 133 476 609 (` in ‘000) NOTE 18: PRIOR PERIOD EXPENSE for the year ended 31 March 2012 31 March 2011 Net employee benefit expense Current service cost Interest cost on benefit obligation Net actuarial (gain)/loss recognized in the year Expected return on plan assets Past service cost Net expense Actual return on plan assets 571 69 1,370 (89) - 1,921 138 (` in ‘000) 31 March 2012 2,115 213 (955) (328) - 1,044 324 (` in ‘000) Statement of Income and expenditure Benefit asset/ liability Present value of defined benefit obligation Fair vlaue of plan assets Plan asset/(liability) Changes in the present value of the defined benefit obligation are as follows: Opening defined benefit obligation Current service cost Interest cost Past service cost Benefits paid Actuarial (gains)/ losses on obligation Closing defined benefit obligation 2,858 2,115 (743) 1,096 571 69 - (297) 1,419 2,858 3,426 5,294 1,868 2,858 2,115 213 - (592) (1,167) 3,426 Balance Sheet Oxfam India46