building a future - save the children india

ANNUAL

2019-20REPORT

Through Early Interventions and System Strengthening

B U I L D I N GA F U T U R E

SF9, G Block, Next to American School of Bombay, Bandra Kurla Complex, Bandra (East), Mumbai - 400 098 Tel: 91-22-2652 06 01 /02, Fax: 91-22-2652 06 04 Email: [email protected] www.savethechildrenindia.org

In 1988,

Vipula Kadri founded

Save The Children India with the Vision

of Making India a Child-Friendly NationCONTENT Board of Trustees

Pg No. 2

01IntroductionPg No. 3-7

02

EducationPg No. 8-17

03DisabilityPg No. 18-21

04

Anti-TraffickingPg No. 22-25

05AraaishPg No.26

06

TATA Mumbai MarathonPg No. 27

07Our PartnersPg No.28-29

08

Financial StatementPg No. 30-31

09

Board of Trustees

02

MR. IFTIKHAR KADRIPresident

Partner and Principal Architect,

I. M. Kadri Consultants)

RAHUL I. KADRIVice President

Partner and Principal Architect,

I. M. Kadri Consultants)

MONISHA SHETTYVice President

Creative Director,R House FurnishingSolutions Pvt. Ltd.

REKHA PRADIP RAJAGOPALHonorary Secretary

Advocate, High Court

MOOMAL MEHTATreasurer

Founder of Crossover Catalyst

JUZAR S KHORAKIWALAMember

Chairman & Managing Director, Biostadt India Ltd.

AYAZ MEMONMember

Sports Editor

MIHIR DOSHIMember

Managing Director and Country CEO – Credit Suisse

Securities (India) Pvt. Ltd.

VANDANA GOYALMember

Ex-CEO Akanksha Foundationand Executive Trustee

Avanti Fellows

02 03

Introduction

Transition of Leadership: 2019-20 saw a significant change for

STCI with the retirement of Dr. Subhadra Anand after 12 years with the

organisation. The new CEO, Havovi Wadia, joined STCI in 2019.

Looking back on 2019-20 is inevitably coloured by the more recent events

of the Covid-19 pandemic, which saw India lock down in mid-March, and

has had a significant impact on Save The Children India (STCI), its staff, its

work, its beneficiaries, funders and partners. As these events took place

at the very end of this reporting period, they have not had a significant

impact on the results and activities reported here but have inevitably had

a much greater impact on what has happened since with plans having to

change and develop to meet the changing needs and circumstances. As

this report focuses on 2019-20, these changes will not be reflected but it

will focus on looking back, and not present the forward look for 2020-21

which is since out of date in many cases.

DR. SUBHADRA ANANDEx - CEO

Save The Children India

HAVOVI WADIACEO


Words from the Ex - CEO of STCI

When I was asked to join the organisation by Mana way back in February 2008, I expressed my concern about not being from the social sector and hence may not be able to do justice to my assignment. But she persuaded me to join the Special Care Centre since it was a school and I was well versed with institutional manage-ment. I agreed and thus began my tryst with Save The Children India. Soon Rahul suggested I take over as a CEO because the organisation needed a head to lead. So here I was taking up the challenge of swimming in unfamiliar waters. But I found many lifeboats steering me away from turbulent currents in the form of my staff, my trustees, my donors and above all my beneficiaries.

Soon the boat stabilized and started sailing in smooth waters. Many milestones and achievements came on the way and the wonderful work of our founder Mrs Vipula Kadri grew from strength to strength.

The best part of the organisation is the collective ownership and passion displayed by all. Highs and lows are shared with equal commitment and accountability. This is essentially what the ethos of the organisation is all about and it is this which will sustain it in years to come.

As I handed over the mantle to my very able successor Havovi Wadia, I experienced a terrible heart break for leaving all the wonderful people who made my 11 years the most beautiful chapter of my life. I would like to thank the gracious Kadri family especially Mr. I M Kadri for his unreserved support and encouragement. Rahul, Shimul,Isha, Yogi, Mana and Suniel were the dependable rocks I continuously leaned on. I would like to personally thank my staff whom I cannot individually name but without whom I would not have been able to function at all.

I will miss Save The Children India every day of my life. But time moves on. Change is part of life. Good bye all of you whom I have loved and cherished. You will be stored in a special memory vault which will be reopened by me frequently with a smile on my face. Stay happy and fulfilled all of you at Save The Children India.

I was with Save The Children India from 2008 to 2019. One would say " Wow, that is a very long tenure especially when it is a time period of post retirement”. Yes I joined this wonderful organisation after completing a 36 year career in Academics in National College from where I retired as a Principal in 2007. While my tenure in National was memorable and rewarding, the 11 years I spent on my second innings with Save The Children India was heart warming and soul satisfying.

I do not have enough adjectives to describe my journey as I find my vocabulary desperately falling short of words and letting me down. Even if I use expressions like beautiful, exhilarating, extraordinary, amazing, motivating, I would still not be able to elucidate what my mind and heart want to say.

04 05

Save The Children India is committed to preventing exploitation and all other forms of discrimination of vulnerable women and children, and empowering them to lead a life of dignity, self-respect and independence

MISSIONSave The Children India is an organization that envisions India as a Child-Friendly Nation

VISION

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As well as the ongoing development of the

core programme work across all three

verticals – education, disability and

anti-trafficking – the year has also seen

crucial development on an organisational

level. This has included a range of work to

strengthen STCI as one organisation, to

enable it to be more than the sum of its

parts. One major project has been the

development of both programmatic and

organisation level problem statements

and a theory of change, through a series of

workshops, undertaken over a period of

around 6 months. The workshops resulted

in a better understanding of the different

teams’ work enabling more opportunities

for coordination to be explored, which

2019-20 also saw positive developments in fundraising and partnerships. The anti-

trafficking programme secured an exciting new collaboration through the Global Fund to

End Modern Slavery, working with the International Justice Mission (IJM) and Prerana.

This partnership firmly establishes STCI as a key player in the anti-trafficking sector

in India and gives the opportunity to replicate the model of Stakeholder Collectives, piloted

successfully in Nagpur in the previous year. A new partnership with Yes Bank focused

on promoting awareness of the SDGs was also a key win.

As well as new funders and partners, STCI was also successful in maintaining existing

partnerships. At the end of 2019-20 the organisation had secured an ongoing commit-

ment from 26 of its 30 funding partners (although the changing circumstances into

2020-21 have led to some further change in this).

has been particularly valuable in recent

months. It also enabled the development

of a strong set of KRAs for the new year

(2020-21) allowing for more outcome-

oriented reporting, and clear 3-year

development plans for each programme

moving forwards.

Other cross-organisational work focused

on policy development, including an updat-

ed Child Protection Policy, a new Financial

Manual and updated HR Manual. These

were all developed by cross-organisa-

tional teams ensuring that the resulting

policies meet the needs of all areas of the

organisation and ensuring wide buy-in.

Cross-Organisational Work

Fundraising and Partnerships

07

is an independent Indian NGO working with women and childrenin vulnerable communities so they can lead healthy, safe andindependent lives.


03Education

09

Education in India varies greatly from state to stateand even child to child:

70% 21%

Children aged 0-4 years

are enrolled in some form

of schooling, there is a large

variation in what these

children are doing

Children aged 5 years

are enrolled in

Aanganwadis and

other forms of

pre-primary provision

Children aged 5 years

are already enrolled

in 1st standard1

90%More than

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Children enrolled in Aanganwadis have far lower levels of cognitive and foundational ability than those enrolled in private schools, and children from less advantaged homes are affected disproportionately2.

As they move into primary schools, these gaps continue and grow. Only a quarter of children in 3rd standard perform at ‘grade level’, and the majority of children need immediate help in acquiring foundational skills in literacy and numeracy3. More than half of children in 8th standard are still struggling with division and 1 out of 4 children leave 8th standard without basic reading skills. Without strong foundational skills, it is difficult for children to cope with what is expected of them in upper primary grades4 and beyond to fulfil their potential.

To bridge these gaps STCI focuses on interventions at both pre-primary and primary levels.

1 ASER Report, Early Years, 2019 2 Ibid 3 ASER Report, 2018 4 Ibid

Through 2019-20 the Balwadi programme continued to work to build capacity within both community and government run Balwadis to improve pre-school standards. STCI focuses on teacher training and development, training women from under-privileged communities to become Balwadi teachers within 47 STCI-run Balwadis in Mumbai. These Balwadis deliver a well-rounded, thematic, eclectic curriculum which responds to the changing needs of Early Childhood Care and Education (ECCE). Children’s development is monitored against STCI’s own rubric, which focuses on four key development areas: physical, socio-emotional, cognitive and language and maths.

These self-run, or direct, Balwadis enable STCI to build expertise and develop effective training approaches, which has led to partnerships with Municipal Corporations from across Maharashtra as well as with NGOs and other organisations in other states to build capacity of Balwadi teachers

The direct and indirect programmes have a different rubric of measurement to enable STCI to monitor change as the teachers in the direct programme work with organisation for longer and in a more sustained was than those in the indirect programme. All teachers undergo intensive teacher training, regular teacher meeting circles, mentoring and observation, with the aim of building on the Balwadi teacher’s existing Knowledge, Skills, and Attitude.

(indirect intervention). This is done through rollout of curricula and other teaching and learning materi-als, intensive teacher training, regular teacher circles and mentoring that equips teachers with the knowl-edge, skills and attitudes they need to become more effective educators.

Effective educators are more able to support children in their classroom in a range of areas includ-ing academic performance, but also crucial social and emotional areas, improving behaviours inside and outside the classroom and embedding learning skills and habits from an early age, which are vital as children move to primary school and beyond.

Investment in ECCE has the potential to give all young children such access in an engaging and holistic way, thereby allowing all children to participate and flourish in the educational system throughout their lives. ECCE is perhaps the greatest and most powerful equaliser5.

Pre-Primary EducationThe Balwadi Programme

1110

5NEP Draft 2019

Through our Interventions the Balwadi Programme has reached:

Number of Balwadis Teachers Children Parents

MumbaiNavi MumbaiAhmedabad

47 39

1306

2612

Direct Intervention

82% 71%

Teachers showed remarkable improvement

in their ECE subject knowledge and curriculum knowledge with a further

15% of teachers showing someimprovement on these indicators

Teachers gained preplanning and classroom

management skills and have thrived inspite space management issues

Teachers showed remarkable openness to learning and used

reflective practices after the end of sessions

70%

Teachers showed great improvement in Classroom Man-agement, Implementation of Curriculum in Balwadi, Class-room display, Subject knowledge about Early Childhood Education (based on the classroom mentor observational data).

Key Results for 2019-20Direct Programme:

Indirect Programme:

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0 0.5 1 1.5 2 2.5

Development Indicators

Physical Development

Socio-EmotionalDevelopment

Cognitive and Language Development

Maths Development

Student Attendance Development Indicators (on a factor of 3)

88%

Teachers in the Direct Programme

Teachers in the Balwadi Teacher Training Programme

90%

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15

Primary Education The Patang Programme

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Patang is a remedial education programme targeting children from 2nd to 7th standard within primary education. As seen above, 25% of children are still unable to read by 8th standard, suggesting that Indian classrooms face challenges in ensuring the children within them learn effectively. Classrooms are often overcrowded, with the teacher-pupil ratio making it all but impossible for students to get the individual attention they may need, making it easy for children to get left behind. Where children do not have strong learning foundations, often due to under-privileged backgrounds that mean they do not have access to books and support at home, there are no opportunities to make up this deficit and the learning gap grows. As children fall behind, atten-dance levels fall, further exacerbating the issue.

Patang aims to tackle this problem by working with each child at their actual level of learning, helping them to progress towards their grade level learning and better adjust to the pace of learning in a regular

classroom. This in turn motivates them to attend school more regularly. Patang Study Centres have operated in 156 centres in Mumbai, Pune and Delhi. The study centre are multi-grade and multi-level classrooms where children from 2nd-7th standard come together and receive focused teacher support to improve their literacy and numeracy skills. The teacher-pupil ratio is kept at 1:15 to provide children with adequate support individually and in small peer learning groups. Following a diagnostic test, a specialized level-based curriculum helps each child learn and progress at their own pace and regular assessment enables teachers to see each child’s progress through each level of learning (each level has 10 milestones) and adapt activities and pace accordingly. Regular parent-teacher meetings and meetings with school head teachers also builds school and community engagement so that participa-tion in Patang is seen as a positive, not a punitive experience.

Primary EducationOther Interventions

SMCs: School Management Committees (SMCs), are a key part of the governance of government schools in India under the Right to Education Act (RTE) and engage the wider family and community in the education system. Each school has an SMC with 12-16 members made up of 75% parents and 25% from school head teachers, students, teachers, elected members of local authority and local NGO representatives. The SMC has the responsibility of holding the school authorities to account for needed action and changes and supporting them to implement these. STCI works with SMCs to help them understand their roles and responsibilities, with training and discussions in areas including RTE, school development plans, the mid-day meal scheme, child rights and protection, school enrolment etc. The SMC members are then supported as needed to take action forwards in their schools.

SMAK Programme: The SMAK programme is based on the understanding that children in upper primary grades struggle with higher order science and maths concepts as these are more abstract in nature than concepts they have encountered at lower levels. By using a combination of fun experiments and practical demonstrations children are able to understand the concepts more easily and remain interested in learning the subjects. The SMAK programme is part of a wider project called Saksham, operating in Pune and funded by EDUCO.

Child Right and Child Protection: STCI recognises that building knowledge and understanding of child protection issues in schools is another key need, and to underpin this, schools need robust Child Protection Policies. Through 2019-20 STCI has worked with children, parents and teachers to develop a draft policy which has been submitted to Maharashtra State Commission for Protection of Child Rights and to schools for review.

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Education for Dignity Project: E4D is a 3-year project that works towards improving the quality of education in 9 government schools sponsored by EDUCO under Pimpri Chinchwad Municipal Corporation (PCMC). The project envisions that schools become places where children exercise and enjoy their right to equitable, transformative and quality education. During this first year of the project 66 government school teachers have been trained on aspects of joyful learning, child safety & protection and enhancing student participation in school management and governance.

Wider Community Engagement - Healthcare Support: Good health is a key factor in effective learning, both for children, but also for their families as ill health can lead to a negative impact on livelihoods which can in turn lead to children being forced to drop out of school. Therefore, STCI has run a series of general health camps and cancer screening interventions to support better health in the community.

Through STCI's primary education interventions it has reached:

Patang Children

4633

Mumbai/Thane Delhi Pune

Patang Parents

2435


9405SMAK Children

Pune

66Government Teachers

Pune

800People

Approximately

Health Checks

SMC Members

417


in 36schools

Under the Patang programme, children’s actual learning levels are diagnosed and they are grouped accordingly under Level-0, 1, 2, 3 or 4 supported by level appropriate learning material & teaching. Each child moves through 10 milestones of learning to successfully complete one learning level and progress onto the subsequent levels. Due to the sudden closure of schools in the second week of March due to COVID-19, it was not possible to conduct the endline assessment for students scheduled in the last week of March. However, the Continuous Progress Monitoring Report of students that record their progress through milestones of learning show that:

Key Results for 2019-20:

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Through Wider Community Engagement in Delhi:

2453 Parents participated in PTA meetings, building their engagement with schools and with their children’s learning and promoting the importance of a supportive home environment and regular attendance

2335 Childrenreached learning milestone 7.5 in Language and learning milestone 8.5 in Math on a 10-milestone learning level by February 2020

2187 Children reached learning milestone 7.5 in Language and Math by Dec 2019

67 of 111 Children (70%) were progressing effectively through their learning milestones and were at near completion of one level of learning by the end of the year

Mumbai

Pune

Delhi

254

137

2Girls from the adult literacy programme were referred to the Hope Foundation for Higher Education

Women were trained in Vocational Skill 45 Mothers attended adult literacy classes

5Young people joined an electrician training course

3Children who had dropped out of education were supported to re-enrol

Children were trained in life skills, including child rights, self-identity, communication skills, decision making, importance of education, gender, emotions and stress management

3193 Women were trained in prevention and protection on gender based violence

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19

04Disability

Dhvani – Early Intervention Centre

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4 in every 1000 children suffer from severe to profound hearing loss5, yet in India there is no standard practice of newborn screening meaning that many children are not identified as suffering from hearing loss until they are older. Although hearing loss is not a learning disability, children with hearing loss struggle to access education and integrate into mainstream schools. This education gap then widens as they get older, impacting on their ability to access livelihoods and maximise their potential.

STCI support children with hearing impairment and intellectual disability to access the right

learning environment in which they will be able to thrive. Through early detection, intervention and

treatment, a special school and life skills support STCI work to build strong educational foundations

which aim to integrate children into mainstream education and help them lead a dignified life.

Dhvani also strongly believes that India needs to implement mandatory new-born screening for hearing loss, and raise awareness and knowledge of hearing loss across different medical and educational professionals and students, as well as parents, community health workers, public health sector and government workers. Identifying the issue early is vital to ensure that children receive the support they need at the earliest time to enable the most effec-tive auditory verbal development. In 2019-20 Dhvani launched an infant hearing screening programme (for babies of 0-6 months) in cooperation with other NGOs working on health issues of young babies in Mumbai. By training community outreach workers to identify potential hearing loss, and ensuring they have access to appropri-ate referral pathways where needed, the chances of children being diagnosed early are increased.

Dhvani provides early detection, appropriate hearing device fitting, pre and post cochlear implant management, therapy and support to children with hearing loss and their families through parent guidance and coaching hearing impaired children through three key services:1. Audiological evaluation to identify and diag-nose children with hearing loss.2. Auditory Verbal Therapy sessions with children and their families which focus on devel-oping spoken language through listening and ongoing repetition and reiteration of exercises outside the centre.3. School Readiness to support children to tran-sition into mainstream schools, and their families to understand the ongoing home-based support they need to do so. Once children ‘graduate’ and move into mainstream school Dhvani continues to follow up with the families for between 12 and 18 months to ensure they are supported through any challenges that may arise.

Partnerships with NGOs and Municipal Corporations have led to 103 babies being screened for hearing loss and their parents and community health workers have gained knowledge and aware-ness about hearing loss to enable them to monitor their child’s speech, language and hearing develop-ment up to the age of 3 years old. The training of health workers potentially disperses this knowledge throughout the community of more than 1.5 lakh people.

6 children graduated from Dhvani’s early inter-vention programme and as of the time of school closures in March 2020 all were continuing to study in regular/mainstreamed school at age appropriate grade levels.


6 ASER Report 2011

54 children and their families have participated in Dhvani early intervention programme

35 community outreach workers have been trained in the basics of newborn hearing screening and 103 children in urban poor communities have been screenedin these communities

47 professionals including cochlear implant surgeons, Audiologists, Speech & Language Therapists, Special Educators from all over India visited Dhvani to understand functioning of early intervention centre.

Approximately 250 people in the communities directly around these children(caregivers, teachers etc.) have benefitted from the improved communication skills of these children

40 students in the AOCP (Aural Oral Communication Program) early intervention programme who received regular speech therapy support achieved more than 85% of their planned speech & language and com-munication goals

In the intellectual disability section 9 students are enrolled for Pratham Open Basic Education


21

Special Care Centre

20

Further support of children with hearing loss also comes from STCI’s Special Care Centre which works with these children, as well as those with intellectual disabilities. Through the two sections it provides academic, functional, vocational skills and a wide range of co-curricular & extra-curricular activities like sports, dance, music, arts and crafts that are integral components of holistic develop-ment. The curriculum has 5 levels, focused on enhancing the development of self-help skills, speech and language skills, academic skills, psycho-social skills and motor skills.

The centre also supports families to better understand and support their children’s health needs, and conducts regular teacher training so that its staff deliver the best possible education.

Children at the Special Care Centre are supported based on their individual needs and development to:

The Special Care Centre has reached:

Progress through the State Board and NIOS (National Open Schooling Program) Curriculum up to 10th Grade

Transfer into mainstream education

Develop skills needed to enter the job market in areas such as hospitality, retail and IT

226Children

452Parents

32Teachers The 10 students with hearing

impairment who appeared for state board exams in March achieved 65% and above grades. The school, yet again achieved an 100% pass rate amongst students appearing for the 10th standard exams

05Anti-Trafficking

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Over 2 million women and children are trafficked into red-light districts in India6. STCI understands that trafficking a multi-faceted problem that requires a multi-approach solution. Therefore, the anti-trafficking programme focuses on a range of areas including work in communities where women and children are at high risk of trafficking, work with survivors and work to improve the functioning of law enforcement agencies including police, prosecutors and judges, to tackle systemic issues.

23

The Prevention Interventions have reached:


80,134

10 SVP

people living in 181 villages have attended trainings

across 5 districts of Maharashtra (Solapur, Kolhapur,Satara, Sangli and Latur)Partners

STCI’s prevention work focuses on areas that are known to be sources of trafficking and developed based on the understanding that trafficking is caused by a wide range of issues including domestic violence, cultural norms that lead to gender bias, a lack of education and an absence of livelihood opportunities. By working in these communities through the Safe Village Programme (SVP) STCI engages a large network of NGOs, CBOs and local governance systems likePanchayats, ICDS,

etc. and sets up local vigilance committees to exercise community vigilance, intervention and reporting, training the committee and wider community members to understand the importance and role of the committee. The programme also includes a helpline through which people can report suspected incidents of trafficking or things that could result in trafficking. These reports are followed up by a network of NGOs in the local areas.

More than 350 calls were received by the SVP Helpline (predominantly reporting domestic and other forms of violence) and all calls were acted on by local NGOs.

7 Sarkar, Siddhartha. “Rethinking Human Trafficking in India: Nature, Extent and Identification of Survivors.” Round Table, vol. 103, no. 5, . 103, no. 5, Oct. 2014, p. 483.

Prevention

Financial instability is a key risk factor in trafficking. In families who are struggling financially, women with limited education and earning potential can be seen as a drain on already limited resources, and the risk of them being trafficked increases as those seeking to exploit women can easily prey on this financial weakness. In addition, women who have been trafficked and rescued, are at an increased risk of being re-trafficked if they are unable to find an alternative source of income. Therefore, building the skills and knowledge of women to enable them to access a livelihood and earn an income is a key pillar of STCI's work in this area, offer-ing a range of skilling courses, supporting women either in high risk communities, or who those who are rescued survivors of trafficking. Courses include beauty and wellness, retail, nursing, as well as business skills to support women to start small enterprises. The programme also supports women and children to develop literacy skills and to complete their education.

Training and Education

The Training and Education Interventions have reached:

The Prosecution Interventions have reached:


In addition to working with at risk communi-ties and survivors of trafficking it is also important to work with the officials and systems who play a key role in combatting ttrafficking. 2019/20 saw the conclusion of STCI's pilot programme in Nagpur which has focused on a holistic approach to the issue, targeting all relevant stakeholders. This pillar of STCI's work aims to improve the function-ing of law enforcement agencies such as the police, prosecutors and judges to build

In addition to the direct work with stakeholders, STCI also focus on advocacy work to change policy and strengthen systems, sharing knowledge and experience with other players in the sector, both in India and more widely. In September 2019, STCI’s Programme Director of the Anti-Trafficking Programme participated in a cross-border consultation on strengthening bilateral arrangements for combating human trafficking in Dhaka, Bangladesh organized by Justice and Care, Bangla-desh, including as a panellist on effective coordination mechanisms across borders for prosecuting cross-border criminal networks. The event also resulted in the development of a standard operat-ing procedure (SOP) for the repatriation of rescued victims and the ways to tackle recent changes in the modus operandi of cross-border criminal networks.

understanding of the issue and tackle system-ic issues through collaborative working, with the goal of ensuring that institutions are more victim-centered. Using specially developed training modules, films and approaches including using laws and landmark rulings STCI aims to enhance the co-ordination between the justice delivery system and other stakeholders to build a more organised response to trafficking crimes, increasing the number of successful prosecutions.

Prosecution

24

25

864women and girls

in high risk communities have

been trained in a variety of

trades

237trafficking survivors

in shelter homes have been trained

in entrepreneurship or skill development

351trafficking survivors in Saksham Shelter Home participated

in an induction programme and

received counselling support

30trafficking survivors

in Sahas Shelter Home were supported

to restart their education

59%

40%

510 of the 864 women trained were placed in jobs

140 of the 351 womenat Saksham Shelter

Home went on to enrol in STCI’s long term support

programme, receiving training in entrepreneurship or

skills development

women received seed money and support to launch small enterprises

girls from Sahas Shelter Home passed 10th standard and 2 passed 12th standard exams

55

8

595 officials have participated in training and information sessions, including:

409

Following training and information sessions, STCI saw a significant increase in calls and enquiries from attendees requesting additional support and advice on issues before them. 2019 also saw the conclusion of STCI’s 3-year pilot project to enhance prosecution by adopting the ‘Collective Impact Approach’ in Nagpur. Key results of this pilot have included:• A 25% increase in trafficking conviction rates • 23 concluded cases with 6 convictions• A centralising of trafficking cases to one court (the Chief Judicial Magistrate’s Court) to enable consistency • A cross-sector stakeholder's collective was formed that works as a team/pressure group with a common agenda• The Collective Impact Model of Nagpur was selected as one of the top 30 solutions to justice from amongst 250 strategies from across the globe. STCI was invited to present the model at the prestigious 'World Justice Forum' at the Hague Netherlands in May 2019.• STCI’s Anti Trafficking Initiatives Legal Head made the presentation about the pilot results on a global stage to eminent jurists, Supreme Court and ICJ Judges, lawyers, academics etc.

members of the judicial colloquium in Mumbai, the Maharastra Judicial Academy and Ranchi 51 law students in Mumbai and

MJA

103 police officers in Thane, Beed and MJA 32 shelter home staff and 41 other stakeholders in Nagpur


06 07

26

Araaish is a fundraising armour for Save The Children India. It’s an exhibition where glamour and giving go together. It started with it’s first show in 2007 and completed 13 years with it’s 75th show at Mumbai in February 2020. In the year 2019-20, Araaish had its presence in metropolitan cities like to including Mumbai and Hyderabad. All the shows had an amazing response along with a lovely collection by Save The Children India. This show encourages people to shop for a cause, which in turn helps us to better the lives of underprivileged children and women. Araaish express gratitude to all their participants, patrons and shoppers for supporting a cause and be a part in changing lives of beneficiaries. Don’t forget to be a part of this exhibition, which is an amalgamation of great collections by amazing designers under one roof.

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TATA Mumbai Marathon 2020The Tata Mumbai Marathon (TMM) holds a place of prestige amongst the top 10 marathons in the world. It is one of the biggest fundraising platforms for NGOs like where Corporates and Individuals come together to run for a cause. This year the TATA Mumbai Marathon was held on 19th of January 2020. STCI’s well-wishers and supporters ran for children with disability at special care centre for education. STCI is grateful to each individual who demonstrated that no step is too small and no contribution insignificant as it seek a more inclusive world.

Corporate Teams: Allcargo Logistics Ltd., Biostadt India Limited, Credit suisse services (India) private limited, Fullerton India Credit Co. Ltd., GVK Mumbai International Airport, Hexaware Technologies Ltd, JSW IP Holdings Private Limited, Kadri Consultants Pvt Ltd, Mahimtura Consultants Pvt. Ltd., Tata Motors Insurance Broking & Advisory Services Ltd.

Individual Change Runners: Zoeb Rajkotwalla, Dheerin Motwani, Amit Zhankar, Rahul Kadri, Mohan Rao, Shreya Bhattacharya.

Araaish

08

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Our Partners

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The UK OnlineGiving Foundation

UPS OasisSupply Corporation

United Wayof Mumbai

Genext Hardware& Parks Pvt Ltd

Her Choices Trust Larsen and ToubroPublic Charitable Trust

Lions Clubof Cu�e Parade

Lions Clubof Juhu

B1G1 Giving Cochlear Medical DeviceCompany India Pvt Ltd

Delhi CommissionFor Women

DiscoveryCommunications India

MaharashtraState Commission

for WomenNasscom Foundation Silverlink Technologies

Pvt LtdTalwar Charitable

Trust

Kadri FoundationEuropean Space

Agency - HumanitarianRelief Fund

CAPRI Foundation Ram JethmalaniFoundation

Financial Statement 2019-20Sources of Funds: FY 2019-20

Applications of Funds: FY 2019-20

30 31

Details of International Travel by Staff/ Volunteers /and Board Membersat the expense of the organization in the last Financial Year:

Ms. Jyoti Nale, Head Anti Trafficking Initiatives and Ms. Nandini Singh, Legal Head Anti Trafficking Initiatives participated in the World Justice Forum in Netherlands.

09

Other Grants39%

Other Sources10%

Interest2%

Donations13%

Government Grants11%

CSR Grants25%

Education43%

Medical Relief3%

Disability21%

Expenditurein respect of properties

2%Anti Human

Trafficking Initiatives16%

Establishment,Audit, Capex

15%

THE BOMBAY PUBLIC TRUSTS ACT, 1950SCHEDULE VIII [Vide Rule 17 (1)]

Name of the Public Trust: SAVE THE CHILDREN INDIABalance Sheet as at 31st March, 2020

Registration No. F - 12574 (BOM)

FUNDS & LIABILITIES

Trust Funds or Corpus

CorpusBalance as per last Balance SheetAdd: Corpus Donation

Earmarked Funds

Building FundsSpecific Earmarked Funds

Liabilities for

ExpensesOthers

Advances

EmployeesOthers

CD

Furniture, Fixtures and Others

Balance as per last Balance SheetAdditions during the yearDeductions during the yearLess: Depreciation for the year

Immovable Properties

CorpusBalance as per last Balance SheetLess: Depreciation for the year

4,42,20,90050,000

4,42,70,900

6,84,66,6874,23,01,448

11,07,68,135

33,10,03315,91,264

49,01,297

38,76629,68,842

30,07,608

Income Outstanding

InterestOther Income

22,76,62565,14,295

87,90,920

1,20,29,6578,96,1866,89,68317,72,528

1,04,63,632

2,52,55,36710,69,592

2,41,85,775

A

B E

F

G

Cash and Bank Balances

Income & Expenditure Account

Total

Balnce with BanksFixed DepositsCash Balances

4,87,21,0803,63,13,499

56,393

8,50,90,973

15,99,40,332Total 15,99,40,332

2,84,01,424

H

I

E

ANX AMOUNT ANX AMOUNTPROPERTY AND ASSETS

Significant Accounting Policies & Notes to Accounts - Annexure 0

The above Balance Sheet to the best of my belief contains a true account of the Funds and Liabilities and of the Property and Assets of the Trust.

For and on behalf of the Board of TrusteesSAVE THE CHILDREN INDIA

In terms of our report attached of the even date For L. K. MANJREKAR & CO. Chartered Accountants ICAI Firm Registration No. 106006W

(RAHUL I. KADRI) (MONISHA SHETTY) (MOOMAL MEHTA)TRUSTEE TRUSTEE TRUSTEE

Mumbai, 1st December, 2020

(L. K. MANJREKAR) PROPRIETOR (M . No. 30737) Mumbai, 1st December, 2020

Distribution of paid staff according to compensation levels:

Governing Council Details:

Name Gender Occupation Position in Board

Iftikhar Kadri Male Architect, I.M.Kadri Consultants President

Rahul Kadri Male Architect, I.M.Kadri Consultants Vice President

Monisha Shetty FemaleCreative Director - R HouseDirector, S2 Realty & Developers Pvt. Ltd

Vice President

Rekha Rajagopal Female Advocate, High Court Hon. Secretary

Moomal Mehta Female Founder, Crossover Catalyst Hon. Treasurer

Juzar Khorakiwala Male Chairman & MD, Biostadt India Ltd Member

Mihir Doshi Male MD & CEO India, Credit Suisse Securities India Pvt. Ltd. Member

Vandana Goyal Female Executive Trustee, Avanti Fellows Member

Sports Expert & EditorConsulting Editor, NEWSX

Ayaz Memon Male Member

Slab of gross monthly salary(in Rs.) plus benefits paid to staff Male (No's) Female (No's) Total (No's)

22 22

452 47

14020 160

258 33

147 21

< 5000

5001-10000

10001-25000

25001-50000

>50000

Total 24637 283

Top Five Donors:

Donor Name Amount in INR

21,197,133

20,534,800

17,436,687

7,437,294

6,200,000

Fundacion Educacion Y Cooperation

HSBC Software Development (India) Pvt Ltd

Department of Social Justice and Special Assistance, Government of Maharashtra

Larson and Toubro Limited

H T Parekh Foundation

32 33

THE BOMBAY PUBLIC TRUSTS ACT, 1950SCHEDULE IX [Vide Rule 17 (1)]

Name of the Public Trust: SAVE THE CHILDREN INDIAIncome and Expenditure Account for the year ending 31st March, 2020

Registration No. F - 12574 (BOM)

EXPENDITURE

To Expenditure in Respectof PropertiesRates, Taxes, CessesRepairs and MaintenanceInsauranceDespreciation on Buildings

“ Establishment Expenses

” Audit Fees

“ Expenditure towards object of the Trust Educational Medical Relief

” Sundry Balances Written Off

“ Despreciation on the Assets

” Excess of Income Over Expenditure carried over to the Balance Sheet

“ Donations in Cash or Kind

” Grants Transfer from Earmarked Fund

“ Income from other Sources

By Interest

AccruedRealised

2,89,2669,18,144

19,10810,69,592

15,90,77017,06,451

2,28,78,705

9,90,40,778

1,63,81,609

32,97,221E

M

N

E

1,96,14,613

3,25,800

10,48,37,62077,86,261

10,258

17,72,528

49,55,124

TotalTotal 14,15,98,314 14,15,98,314

J

K

B

L

ANX AMOUNT AMOUNTANXINCOME

Significant Accounting Policies & Notes to Accounts - Annexure 0

For and on behalf of the Board of TrusteesSAVE THE CHILDREN INDIA

In terms of our report attached of the even date For L. K. MANJREKAR & CO. Chartered Accountants ICAI Firm Registration No. 106006W

(RAHUL I. KADRI) (MONISHA SHETTY) (MOOMAL MEHTA)TRUSTEE TRUSTEE TRUSTEE

Mumbai, 1st December, 2020

(L. K. MANJREKAR) PROPRIETOR (M . No. 30737) Mumbai, 1st December, 2020

SF9, G Block, Next to American School of Bombay, Bandra Kurla Complex, Bandra (East), Mumbai - 400 098 Tel: 91-22-2652 06 01 /02, Fax: 91-22-2652 06 04 Email: [email protected] www.savethechildrenindia.org


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