WORKING OF NGOS

1. INTRODUCTION:
A non-governmental organization (NGO) is a citizen-based association that operates independently of government, usually to deliver resources or serve some social or political purpose. The World Bank classifies NGOs as either operational NGOs, which are primarily concerned with development projects, or advocacy NGOs, which are primarily concerned with promoting a cause

NGOs are difficult to define and classify due to the terms inconsistent use. NGO, non-profit organization (NPO) and private voluntary organization (PVO) are the most used terms and are used interchangeably despite differing definitions. Classifying non-governmental excludes NGOs organizations that fall within each defined specific boundaries boundary. outside

Additionally, it is beneficial for NGO networks to create a classification that allows similar organizations to exchange information more easily. To attempt a classification of NGOs requires a framework, that includes the orientation and the organization's level of operation. An NGO's orientation refers to the type of activities an organization takes on. These activities might include environmental, development, or advocacy work. An NGO's level of operation indicates the scale at which an organization
1

WORKING OF NGOS

works on, like the difference in work between an international NGO and community or national NGO.

One of the earliest mentions of the term "NGO" was in 1945 when the UN was created. The UN introduced the term "NGO" to distinguish between the participation of international private organizations and intergovernmental specialized agencies. According to the UN, all kinds of private organizations that are independent from government control can be recognized as "NGOs." "NGOs" cannot seek to diminish a nation's government in the shape of an opposing political party; NGOs also need to be non-criminal and non-profit. Professor Peter Willets, from the City University of London, argues the definition of NGOs can be interpreted differently by various organizations and depending on a situations context. He defines an NGO as "an independent voluntary association of people acting together on a continuous basis for some common purpose other than achieving government office, making money or illegal activities." In this view, two main types of NGOs are recognized according to the activities they
2

WORKING OF NGOS

pursue: operational and campaigning NGOs. Although Willets proposes the operational and campaigning NGOs as a tool to differentiate the main activities of these organizations, he also explains that they have more similarities than differences. Their activities are unrestricted; thus operational NGOs may need to campaign and campaigning NGOs may need to take on structural projects. NGOs are defined by the World Bank as "private organizations that pursue activities to relieve suffering, promote the interests of the poor, protect the environment, provide basic social services, or undertake community development".

WORKING OF NGOS

2. NPOS AND NGOS

Common usage varies between countries - for example NGO is commonly used for domestic organizations in Australia that would be referred to as non-profit organizations in the United States. Such organizations that operate on the international level are fairly consistently referred to as "non-governmental organizations", in the United States and elsewhere. There is a growing movement within the non-profit

organization/non-government sector to define itself in a more constructive, accurate way. The "non-profit" designation is seen to be particularly dysfunctional for at least three reasons: 1) It says nothing about the purpose of the organization, only what it is not; 2) It focuses the mind on "profit" as being the opposite of the organization's purpose; 3) It implies that the organization has few financial resources and may run out of money before completing its mission. Instead of being defined by "non-" words, organizations are suggesting new terminology to describe the sector. The term "social benefit organization" (SBO) is being adopted by some organizations. This defines them in terms of their positive mission. The term "civil society organization" (CSO) has also been used by a growing number of organizations, such as the Center for the
4

WORKING OF NGOS

Study of Global Governance.The term "citizen sector organization" (CSO) has also been advocated to describe the sector as one of citizens, for citizens. These labels, SBO and CSO, position the sector as its own entity, without relying on language used for the government or business sectors. However, some have argued that CSO is not particularly helpful, given that most NGOs are in fact funded by governments and/or profit-driven businesses and that some NGOs are clearly hostile to independently organized people's organizations. The term "social benefit organization" seems to avoid that problem, since it does not assume any particular structure, but rather focuses on the organization's mission.

WORKING OF NGOS

3. HISTORY
International non-governmental organizations have a history dating back to at least 1839. It has been estimated that by 1914 there were 1083 NGOs. International NGOs were important in the anti-slavery movement and the movement for women's suffrage, and reached a peak at the time of the World Disarmament Conference. However, the phrase "non-governmental organization" only came into popular use with the establishment of the United Nations Organization in 1945 with provisions in Article 71 of Chapter 10 of the United Nations Charter[16] for a consultative role for organizations which are neither governments nor member statessee Consultative Status. The definition of "international NGO" (INGO) is first given in resolution 288 (X) of ECOSOC on February 27, 1950: it is defined as "any international organization that is not founded by an international treaty". Rapid development of the non-governmental sector occurred in western countries as a result of the processes of restructuring of the welfare state. Further globalization of that process occurred after the fall of the communist system and was an important part of the Washington consensus. Globalization during the 20th century gave rise to the importance of NGOs. Many problems could not be solved within a nation. International treaties and international organizations such as the World Trade Organization were centered mainly on the interests of capitalist enterprises. In an attempt to counterbalance this trend,
6

WORKING OF NGOS

NGOs have developed to emphasize humanitarian issues, developmental aid and sustainable development. A prominent example of this is the World Social Forum, which is a rival convention to the World Economic Forum held annually in January in Davos, Switzerland. The fifth World Social Forum in Porto Alegre, Brazil, in January 2005 was attended by representatives from more than 1,000 NGOs. Some have argued that in forums like these, NGOs take the place of what should belong to popular movements of the poor. Others argue that NGOs are often imperialist in nature, that they sometimes operate in a racialized manner in third world countries, and that they fulfill a similar function to that of the clergy during the high colonial era. The philosopher Peter Hallward argues that they are an aristocratic form of politics. Whatever the case, NGO transnational networking is now extensive.

WORKING OF NGOS

4.

NGOS

AND

THEIR

INDEPENDENCE

FROM

GOVERNMENTS
The most difficult question about the independence of NGOs is whether they come under governmental influence. Individual governments do at times try to influence the NGO community in a particular field, by establishing NGOs that promote their policies. This has been recognized by quite common use of the acronym GONGO, to label a government-organized NGO. Also, in more authoritarian societies, NGOs may find it very difficult to act independently and they may not receive acknowledgment from other political actors even when they are acting independently. Beyond these unusual situations, there is a widespread prejudice that government funding leads to government control. In the field of human rights, it would damage an NGO for such a perception to arise, so Amnesty International has strict rules that it will not accept direct government funding for normal activities. On the other hand, development and humanitarian relief NGOs need substantial resources, to run their operational programs, so most of them readily accept official funds. While these NGOs would like the security of a guaranteed budget for their administrative overheads, governments generally only want to support field costs for projects. Nominally NGOs may appear to be independent, when they design their own programs, but government influence can arise indirectly if the program is designed to make it more likely that government grants or contracts will be forthcoming. On the other
8

WORKING OF NGOS

hand, confident experienced NGOs can appeal for funding for new approaches and in so doing cause government officials to re-assess policy. The best example of this is the way in which NGOs, particularly dragged the International into Planned adopting Parenthood population Federation, governments

programs. There is no obvious method to identify the direction of influence, without detailed knowledge of the relationship between an NGO and a government. Environmental NGOs may have either type of funding relationship. Conservation and research groups may happily obtain government funds to support their programs: some are innovative and some are not. Beyond these situations, radical campaigning groups may be unwilling and unable to attract government funds.

WORKING OF NGOS

5. LEGAL ASPECTS
NGOs have a wide diversity of structures and purposes. For legal classification, there are, nevertheless, some elements of importance: Economic activity. Supervision and management provisions. Representation. Accountability and Auditing provisions. Provisions for the dissolution of the entity. Tax status of the foundation. Some of the above must be, in most jurisdictions, expressed in the charter of establishment. Others may be provided by the supervising authority at each particular jurisdiction. While affiliations will not affect a legal status, they may be taken into consideration by legal proceedings as an indication of purpose. Most countries have laws which regulate the establishment and management of NGOs, and which require compliance with corporate governance regimes Both not-for-profit and for-profit entities must have board members, steering committee members, or trustees who owe the organization a fiduciary duty of loyalty and trust. A notable exception to this involves churches, which are often not required to disclose finances to anyone, including church members.

1 0

WORKING OF NGOS

6. NGOS AND THEIR RELATIONS WITH BUSINESS AND COMMERCE

A few intergovernmental economic organizations do allow an individual company to have access under their provisions for NGOs, but this is only in cases where there are loose ad hoc procedures and there are no formal institutional arrangements. However, as with political parties, non-profit-making federations of companies, established for industry-wide collaboration and to act as lobbies, are widely accepted. From the earliest days of the UN, bodies such as the International Chamber of Commerce, the International Organization of Employers and similar organizations for particular economic sectors have been included among the NGOs. Until the 1990s, they were not of much significance in the UN itself, but they have always been important in the specialized agencies. The more technical the question under discussion, the more the policy-making process will draw on their expertise. At the World Economic Forum in Davos in January 1999, the UN Secretary-General, Kofi Annan, explicitly called upon companies to widen their social responsibilities by entering into a Global Compact with the UN. Companies that do so agree to endorse nine principles, covering promotion of a set of core values in the areas of human rights, labour standards and protection of the environment. Soon afterwards, global business organizations, several hundred companies and the International Confederation of Free Trade Unions responded positively, but only a handful of human rights, environment and development NGOs did so. There remains a deep suspicion among many such NGOs about the
1 1

WORKING OF NGOS

possibility of companies implementing commitments to social responsibility. Despite the suspicion of business, some NGOs have chosen to engage directly in collaborative arrangements to formulate and monitor statements of business ethics. This has been done both on an industry-wide basis and with individual companies. For example, WWF (known as the Worldwide Fund for Nature until July 2000) took the lead in forming the Forest Stewardship Council in 1993 and the Marine Stewardship Council in 1996. Each Council works to promote sustainable practices, with participating companies gaining the benefit of having their products endorsed by the NGOs as being environmentally friendly. Similarly, various companies are having environmental and/or social audits undertaken on an annual basis, by independent assessors.

1 2

WORKING OF NGOS

7. ACTIVITIES

There are also numerous classifications of NGOs. The typology the World Bank uses divides them into Operational and Advocacy: Operational NGOs Operational NGOs seek to "achieve small scale change directly through projects. They mobilize financial resources, materials and volunteers to create localized programs in the field. They hold large scale fundraising events, apply to governments and organizations for grants and contracts in order to raise money for projects. They often operate in a hierarchical structure; with a main headquarters staffed by professionals who plan projects, create budgets, keep accounts, report, and communicate with operational fieldworkers who work directly on projects Operational NGOs deal with a wide range of issues, but are most often associated with the delivery of services and welfare, emergency relief and environmental issues. Operational NGOs can be further categorized, one frequently used categorization is the division into relief-oriented versus development-oriented organizations; they can also be classified according to whether they stress service delivery or participation;
1 3

WORKING OF NGOS

or whether they are religious or secular; and whether they are more public or private-oriented. Operational NGOs can be community-based, national or international. The defining activity of operational NGOs is implementing projects.

Campaigning NGOs Campaigning NGOs seek to "achieve large scale change promoted indirectly through influence of the political system." Campaigning NGOs need an efficient and effective group of professional members who are able to keep supporters informed, and motivated. They must plan and host demonstrations and events that will keep their cause in the media. They must maintain a large informed network of supporters who can be mobilized for events to garner media attention and influence policy changes. The defining activity of campaigning NGOs is holding demonstrations. Campaigning NGOs often deal with issues relating to human rights, women's rights, children's rights. The primary purpose of an Advocacy NGO is to defend or promote a specific cause. As opposed to operational project management, these organizations
1 4

WORKING OF NGOS

typically try to raise awareness, acceptance and knowledge by lobbying, press work and activist events. Operational and Campaigning NGOs It is not uncommon for NGOs to make use of both activities. Many times, operational NGOs will use campaigning techniques if they continually face the same issues in the field that could be remedied through policy changes. At the same time, Campaigning NGOs, like human rights organizations often have programs that assist the individual victims they are trying to help through their advocacy work.

1 5

WORKING OF NGOS

8. THE RISE AND ROLE OF NGOS IN SUSTAINABLE DEVELOPMENT

Non-governmental organizations (NGOs) have played a major role in pushing for sustainable development at the international level. Campaigning groups have been key drivers of inter-governmental negotiations, ranging from the regulation of hazardous wastes to a global ban on land mines and the elimination of slavery.

But NGOs are not only focusing their energies on governments and inter-governmental processes. With the retreat of the state from a number of public functions and regulatory activities, NGOs have begun to fix their sights on powerful corporations - many of which can rival entire nations in terms of their resources and influence. Aided by advances in information and communications technology, NGOs have helped to focus attention on the social and environmental externalities of business activity. Multinational brands have been acutely susceptible to pressure from activists and from NGOs eager to challenge a company's labour, environmental or human rights record. Even those businesses that
1 6

WORKING OF NGOS

do not specialize in highly visible branded goods are feeling the pressure, as campaigners develop techniques to target downstream customers and shareholders. In response to such pressures, many businesses are abandoning their narrow Milton Friedmanite shareholder theory of value in favour of a broader, stakeholder approach which not only seeks increased share value, but cares about how this increased value is to be attained.

Such a stakeholder approach takes into account the effects of business activity - not just on shareholders, but on customers, employees, communities and other interested groups. There are many visible manifestations of this shift. One has been the devotion of energy and social resources by companies to are taking environmental and affairs. Companies

responsibility for their externalities and reporting on the impact of their activities on a range of stakeholders. Nor are companies merely reporting; many are striving to design new management structures which integrate sustainable development concerns into the decision-making process. Much of the credit for creating these trends can be taken by
1 7

WORKING OF NGOS

NGOs. But how should the business world react to NGOs in the future? Should companies batten down the hatches and gird themselves against attacks from hostile critics? Or should they hold out hope that NGOs can sometimes be helpful partners? For those businesses willing to engage with the NGO community, how can they do so? The term NGO may be a ubiquitous term, but it is used to describe a bewildering array of groups and organizations - from activist groups 'reclaiming the streets' to development organizations delivering aid and providing essential public services. Other NGOs are research-driven policy organizations, looking to engage with decision-makers. Still others see themselves as watchdogs, casting a critical eye over current events. They hail from north and south and from all points in between with the contrasting levels of resources which such differences often imply. Some are highly sophisticated, media-savvy organizations like Friends of the Earth and WWF; others are tiny, grassroots collectives, never destined to be household names. Although it is often assumed that NGOs are charities or enjoy non-profit status, some NGOs are profit-making organizations such as cooperatives or groups which lobby on behalf of profit-driven interests. For example, the World Trade Organization's definition of NGOs is broad enough to include industry lobby groups such as the Association of Swiss Bankers and the International Chamber of Commerce. Even then, the NGO community remains a diverse constellation.
1 8

WORKING OF NGOS

Some groups may pursue a single policy objective - for example access to AIDS drugs in developing countries or press freedom. Others will pursue more sweeping policy goals such as poverty eradication or human rights protection. However, one characteristic these diverse organizations share is that their non-profit status means they are not hindered by short-term financial objectives. Accordingly, they are able to devote themselves to issues which occur across longer time horizons, such as climate change, malaria prevention or a global ban on landmines. Public surveys reveal that NGOs often enjoy a high degree of public trust, which can make them a useful - but not always sufficient - proxy for the concerns of society and stakeholders. Not all NGOs are amenable to collaboration with the private sector. Some will prefer to remain at a distance, by monitoring, publicizing, and criticizing in cases where companies fail to take seriously their impacts upon the wider community. However, many are showing a willingness to devote some of their energy and resources to working alongside business, in order to address corporate social responsibility. To learn more about what these partnerships look like, go to 'Opposites attract' using the menu on the left. There, NGO-business relations expert Jem Bendell explores several NGO-business relationships and explains how the new wave of partnerships differs from old-style corporate philanthropy.

1 9

WORKING OF NGOS

9. TYPES OF NGOS

NGO type can be understood by orientation and level of co-operation.

NGO type by orientation Charitable orientation; Service orientation; Participatory Empowering orientation;

NGO type by level of co-operation Community- Based Organization; City Wide Organization; National NGOs; International NGOs;

2 0

WORKING OF NGOS

10. DIFFERENT TYPES OF STRUCTURES AMONG NGOS

There is a great variety of ways in which NGOs are structured. The classic model is of a membership organization, co-ordinated in a geographically-defined hierarchy. Individual people work in local groups, which co-ordinate in provinces and then have a headquarters in the capital city for the country as a whole. Such country-wide organizations are called national NGOs. Frequently, the national NGOs combine in an international NGO, or INGO, which may consist of regional groups of countries and be capped by a global body. Not all the levels of the hierarchy need exist. Many countries are too small to have provincial structures. Smaller specialist NGOs may simply enroll individual members at the national level, without having any local branches. Occasionally, individuals are enrolled at the international level. On the other hand, in large organizations, the international level often seems relatively remote and attracts little attention, even among the NGO's own members. The group running a local family planning clinic does not necessarily know about the work of the International Planned Parenthood Federation (IPPF) at the UN World Conference on Women in Beijing. Nevertheless, such global organizations with their membership measured in millions do maintain a democratic policy-making process. While some may hold direct elections for key posts at the national level, the responsibility to the membership at the global level is always indirect, via some international council or assembly of national representatives.
2 1

WORKING OF NGOS

Linguistic usage in the legal atmosphere at the UN used to be somewhat different. When the UN was formed, any involvement of private individuals or groups in its work constituted deviation from the norm of diplomacy being the exclusive preserve of "states". Thus, a national organization, as mentioned in Article 71 of the UN Charter, was any NGO based in a single country. No distinction was made between an organization that covered a large constituency, over the whole country, and an organization based solely in a local community or a small section of the population. The lack of any distinction did not matter, as participation by either country-wide or more limited national NGOs was so rare in the permanent UN organs. Participation began on a small scale in the 1970s at UN conferences, on an ad hoc basis. When the ECOSOC rules were changed in 1996, to admit "national NGOs" to consultative status as a matter of routine, the presumption became that a national organization was a country-wide membership organization or a federation of local groups or an umbrella group, that is a coalition of NGOs operating in different fields. As is common at the UN, practice has not been consistent: a few local NGOs have been admitted as "national NGOs" to consultative status. The Rio conference also produced a term that has only been used in environmental politics at the UN. "Major Groups" refers to a system of categorizing NGOs from all levels, for the purposes of participating in UN policy-making processes. Hereafter, use of NGO alone will imply that any or all levels are included, while local, national or global will be used when the meaning must be restricted to that level. Terms such as CBOs and Major Groups will also be used in the appropriate political context.
2 2

WORKING OF NGOS

Changes in Terminology Covering NGOs

Level of From 1945 to Organisation Early 1990s Early 1990s Onwards

Local

National NGO, at the UN Grass-roots, community based or civil society Not discussed organization, or local NGO elsewhere National NGO, at the UN Civil society organization Not discussed or local NGO elsewhere National NGO, at the UN NGO or national NGO, outside the organization UN International NGO International NGO

Provincial (USA state)

National

NGO

or

civil

society

Regional Global

NGO or civil society organization NGO or Major Group or civil society organization

2 3

WORKING OF NGOS

11. THE GEOGRAPHICAL SPREAD OF NGOS

It used to be widely argued that NGOs were predominantly a feature of Western societies. This false proposition was derived from a mixture of ignorance, Western presumptions of their superiority in the Cold War and nationalist rhetoric from authoritarian regimes. All societies in modern times have had large numbers of NGOs at least at the local level. Under the most authoritarian regimes or in the least developed countries there are still self-help co-operative groups, community welfare associations, religious groups, professional and scientific associations, sports and recreational bodies, etc. Even Romania during the dictatorship of President Ceausescu was host to the International Federation of Beekeepers' Associations. The presence or absence of a democratic political culture is one of the major variables determining the number of NGOs, but the size of a country, its ethnic, religious and cultural diversity, the complexity of its economy and the quality of its communication infrastructure are also of crucial importance. Thus there are tens of thousands of NGOs in countries such as Bangladesh and India, while there are relatively few in Iceland or Finland. A particular source of controversy is the idea that the major NGOs are "Northern". Many people are still trapped by the mental prejudice that organizations have to be situated in geographical space. It might be a practical necessity for an international NGO to have a headquarters office in a particular building, but the location of the office in a North American or a European city does not convert a global NGO into a Northern NGO. Equally, the historical
2 4

WORKING OF NGOS

origins of an organization being formed in a particular country does not mean it is currently a Northern rather than a global organization. The proper criteria for assessment whether an organization is global are the location of its membership, the staffing of its headquarters, the sources of its funding and the content of its programs. An organization, such as Amnesty International, with 56 National Sections, groups in some 40 other countries, an International Secretariat from over 50 countries and an African Secretary-General is a global NGO, even if it started in Britain and has its headquarters in London. Due to the spread of democracy and the improvements in communications, many international NGOs that started in individual countries became global at the end of the twentieth century.

2 5

WORKING OF NGOS

12. REGISTRATION OF NGOS

In India non-profit / public charitable organizations can be registered as trusts, societies, or a private limited non profit company, under section-25 companies. Non-profit organizations in India (a) exist independently of the state; (b) are self-governed by a board of trustees or managing committee/ governing council, comprising individuals who generally serve in a fiduciary capacity; (c) produce benefits for others, generally outside the membership of the organization; and (d), are non-profit-making, in as much as they are prohibited from distributing a monetary residual to their own members. Section 2(15) of the Income Tax Act which is applicable uniformly throughout the Republic of India defines charitable purpose to include relief of the poor, education, medical relief and the advancement of any other object of general public utility. A purpose that relates exclusively to religious teaching or worship is not considered as charitable. Thus, in ascertaining whether a purpose is public or private, one has to see if the class to be benefited, or from which the beneficiaries are to be selected, constitute a substantial body of the public. A public charitable purpose has to benefit a sufficiently large section of the public as distinguished from specified individuals. Organizations which lack the public element such as trusts for the benefit of workmen or employees of a company, however numerous have not been held to be charitable. As long as the beneficiaries of the organization comprise an uncertain and fluctuating body of the public answering a particular description, the fact that the
2 6

WORKING OF NGOS

beneficiaries may belong to a certain religious faith, or a sect of persons of a certain religious persuasion, would not affect the organizations public character. Whether a trust, society or section-25 company, the Income Tax Act gives all categories equal treatment, in terms of exempting their income and granting 80G certificates, whereby donors to non-profit organizations may claim a rebate against donations made. Foreign contributions to non-profits are governed by FC(R)A regulations and the Home Ministry. CAF would like to clarify that this material provides only broad guidelines and it is recommended that legal and or financial experts be consulted before taking any important legal or financial decision or arriving at any conclusion.

Non-Governmental Organizations (NGOs) can be registered in four ways:

1. 2. 3. 4. Trust Society Section-25 Company Special Licensing
2 7

WORKING OF NGOS

Registration can be done with the Registrar of Companies (RoC).

The following laws or Constitutional Articles of the Republic of India are relevant to the NGOs:

Articles 19(1)(c) and 30 of the Constitution of India Income Tax Act, 1961 Public Trusts Acts of various states Societies Registration Act, 1860 Section 25 of the Indian Companies Act, 1956 Foreign Contribution (Regulation) Act, 1976

4. Special Licensing In addition to registration, a non-profit engaged in certain activities might also require special license/permission. Some of these include (but are not limited to): A place of work in a restricted area (like a tribal area or a border area requires a special permit the Inner Line Permit usually issues either by the Ministry of Home Affairs or by the relevant local authority (i.e., district magistrate). To open an office and employ people, the NGO should be registered under the Shop and Establishment Act. To employ foreign staff, an Indian non-profit needs to be registered as a trust/society/company, have FCRA registration and also
2 8

WORKING OF NGOS

obtain a No Objection Certificate. The intended employee also needs a work visa. A foreign non-profit setting up an office in India and wanting staff from abroad needs to be registered as a trust/society/company, needs permission from the Reserve Bank of India and also a No Objection Certificate from the Ministry of External Affairs.

2 9

WORKING OF NGOS

13. CONCERNS ABOUT NGOS

NGOs were intended to fill a gap in government services, but in countries like India, NGOs are gaining a powerful stronghold in decision making. In the interest of sustainability, most donors require that NGOs demonstrate a relationship with governments. State Governments themselves are vulnerable because they lack strategic planning and vision. They are therefore sometimes tightly bound by a nexus of NGOs, political bodies, commercial organizations and major donors/funders, making decisions that have short term outputs but no long term affect. NGOs in India are under regulated, political, and recipients of large government and international donor funds. NGOs often take up responsibilities outside their skill ambit. Governments have no access to the number of projects or amount of funding received by these NGOs. There is a pressing need to regulate this group while not curtailing their unique role as a supplement to government services.

3 0

WORKING OF NGOS

14. FUNCTIONS OF NGOS

i.

PUBLIC RELATIONS

Non-governmental organizations need healthy relationships with the public to meet their goals. Foundations and charities use sophisticated public relations campaigns to raise funds and employ standard lobbying techniques with governments. Interest groups may be of political importance because of their ability to influence social and political outcomes. A code of ethics was established in 2002 by The World Association of Non Governmental NGOs.

3 1

WORKING OF NGOS

ii.

PROJECT MANAGEMENT

There is an increasing awareness that management techniques are crucial to project success in non-governmental organizations. Generally, non-governmental organizations that are private have either a community or environmental focus. They address varieties of issues such as religion, emergency aid, or humanitarian affairs. They mobilize public support and voluntary contributions for aid; they often have strong links with community groups in developing countries, and they often is work not in areas where are government-to-government aid possible. NGOs

accepted as a part of the international relations landscape, and while they influence national and multilateral policy-making, increasingly they are more directly involved in local action.

3 2

WORKING OF NGOS

iii.

STAFFING

Not all people working for non-governmental organizations are volunteers. There is some dispute as to whether expatriates should be sent to developing countries. Frequently this type of personnel is employed to satisfy a donor who wants to see the supported project managed by someone from an industrialized country. However, the expertise these employees or volunteers may be counterbalanced by a number of factors: the cost of foreigners is typically higher, they have no grassroot connections in the country they are sent to, and local expertise is often undervalued. The NGO sector is an important employer in terms of numbers. [citation needed] For example, by the end of 1995, CONCERN worldwide, an international Northern NGO working against poverty, employed 174 expatriates and just over 5,000 national staff working in ten developing countries in Africa and Asia, and in Haiti.

3 3

WORKING OF NGOS

iv.

FUNDING

Almost every voluntary or non-profit organization requires money either to support its existing activities or to expand and improve it services. Fund raising has no option other than hard work, but if the voluntary agencies have a cause or programmes that deserve support and it is willing to really work at it, it can raise considerable awareness, goodwill and money. We have been seen that all the traditional methods of fund raising cannot produce satisfactory results in the modern era. Though we prefer traditional techniques of fund raising, such as raising funds from government, trusts etc, now we need to more concentrate on various new methods and techniques of fund raising that ensure an efficient and effective process of fund collection and produce the better result that lead to sustainability as well. Following are the diverse methods and techniques of fund raising that explains you about how to do it. Here, we also share some case examples of reputed NGOs who have adapted these techniques in their fund raising activities and achieved a great success.

3 4

WORKING OF NGOS

METHODS OF FUND RAISING

(1) THROUGH FUNDING AGENCIES There are many funding agencies in India to whom NGO can approach easily. Bilateral agencies in 2009-10 have invested 2.5 billion dollars in India. Before preparing a proposal for any funding agency, it is important for the voluntary agency to have a clear written vision and mission statement (for examples of vision and mission statements see another module of How to construct Vision & Mission statements) NGOs need to be fit in to the criterion given by funding agencies. Each funding agency has their own thematic area for which they fund. Voluntary organizations should first understand these areas for which funding can be sought. Organizations should prepare & submit concept note. If Agency is satisfied with the design of project proposed, then only you can submit detailed project proposal (Refer the Module of Proposal Writing). You need to present your idea very specifically and clearly. Funding agency will ask for objectives and outcome expected. NGO should also abide to some conditionalities laid by FA about evaluation, documentation and reporting, budget etc. Funding agencies assess basically the impact of work done by NGO, what kind of expertise does NGO have, what is the objective that you posses to work in community. Also they will look for how innovative your project is. (said by Rati Misra Resource Alliance)
3 5

WORKING OF NGOS

(2) THROUGH INDIVIDUALS

Most of the time this is directly face to face solicitation. This is, by far, the best method of fund raising. Before meeting the prospective donor, send him / her written letter or appeal giving necessary information about the activity for which you intend to raise the funds. Try to gather all possible information about him/her. If necessary, take a colleague along with you. Having someone with you may make you feel more comfortable and confidant. Do not rush into the solicitation interested try to steer the conversation to the need that requires to be addressed. When requesting a specific sum of money, do not think in terms of what the donor may give. Think in terms of what the donor could be or is, capable of giving. A technique of Direct Appeal: It also includes sending public appeal through post / courier. In such case, you usually require a cause that has a broad appeal. It is also important to select the target group with the utmost care. Prepare the list of names and addresses of potential individual donors. Since it involves the expenditure of posting, you need to do careful scrutiny of available contacts. The stationary, including the envelope, should be of good quality. You should send additional printed return envelop stating name and address and contact number of your executive office attached with the appeal so that it will be easy for donor to send a Cheque / DD directly at you address.
3 6

WORKING OF NGOS

(3) GOVERNMENT DEPARTMENTS Receiving Government support may bring a degree of recognition and credibility to the organization. Government funding is substantial in terms of volume and it is a great source of fund. However, dependence on Government could also make the organization vulnerable to government control or political pressure. The Central and the State Governments, however, have several schemes for assistance to voluntary agencies in areas of human resource development, welfare of women, children and marginalized communities; health, family welfare etc As Rati Misra (Resource Alliance) said NGOs should realize that government funding will add value to the profile of their NGO and they should put their focus in communicating their work to concerned government department. In the year 2008-09, Government has spent 2.5 billion dollars in social sector.

(4) CORPUS OR ENDOWMENTS It is a capital receipt and therefore not treated as income. Donor must express the intent in writing that the donation is towards corpus. Corpus donation should preferably be invested in long-term deposit and only the interest used

3 7

WORKING OF NGOS

Through Cause Related Marketing: The process involves allowing a small percentage of the profit on any consumer item to be designated towards a charity. This system has a three-pronged effect, benefiting the manufacturer, the consumer and the charity. The consumer feels inclined to buy the product because he has the added advantage of buying a good (cause-related) product and being philanthropic at the same time. This naturally boots the sale of any cause related product and the manufacturer is able to make more profit in spite of being philanthropic. And last, but not the least, the charity earns the valuable income without much effort. Search the companies which would like to tie-up with NGOs that are sync with their CSR objectives matching with the objectives of the NGO.

(5) E- FUND RAISING: An online Payment System allows you to be open 24 hours a day, 7 days a week and 365 days a year. Not only is this is an important convenience for your donors and individuals; it also means more revenue for you. An online system also helps you to reduce your overhead costs. The most important part of online is accepting donations from your donors ranging from a single transaction to a series of transactions from a donor.

3 8

WORKING OF NGOS

Online payment processing offers a donor the convenience of submitting their credit card or other forms of payment on your Web site, and for you to actually receive the money from this transaction. You can also go for e- marketing of your products which finally aims at raising funds through selling the products online.

(6) THROUGH EVENTS Special carnival. Special brochures or souvenirs can be brought out on such occasions and advertisements solicited for inclusion in the same. Banners and other forms of display advertisements bring in good revenue as well. Special events require a lot of hard work, planning, teamwork and organizing. Often, organizations spend months in preparing for just an evenings programme. General experience indicates a low return from such events in terms of money. However, in terms of launching the organization, awareness-building about the cause and general goodwill and visibility, the returns are high. It requires corporate sponsorships to cover the fixed costs. If your organization decides to organize such events with specific frequency (once in two years), you should have a permanent good planning team. You should acknowledge all you funders at this
3 9

events

include

organizing

film

premier

or

dance/musical programme or a fashion show or a gala dinner or a

WORKING OF NGOS

occasion. NGO may organize any event where all the beneficiaries are invited and also arrange any celebrity, so that credibility of your project or work will be demonstrated to society.

(7) PAY ROLL GIVING Pay roll giving is nothing but deduction of certain percentage of amount of total salary of employee. This is the strategy which is decided at board level and directly implemented in organization. Many IT companies and corporates adapt these strategies of donating certain amount especially in the time of certain natural or manmade disasters. Philanthropic organizations with a broad and visible cause should first approach the chairman of Managing Director of a company and get him sufficiently interested in the cause. Payroll giving is not the easiest way to raise money. Personal solicitation is a must.

(8) CORPORATES As an NGO we have to realize that the funds are required for what our programs stand for. They are the product we sell. In the year 2008-09, corporates have contributed approximately 6 billion dollars (nearly 30,000 crores) in social sector. (Ref: Pooranchandra Pandey, Times Foundation) It is important to understand what a company focuses on as part of its CSR, or might have product synergies towards owing to their business.
4 0

WORKING OF NGOS

It is important to research well and make a more focused approach in identifying corporates. A corporate in most cases is open to funding various aspects as long as your program matches the broad outline with their CSR focus. As long as the need can be justified, the output well defined - funding from corporate will always be easier to click. Corporates expect reports, tax exemptions and their own visibility in NGO programmes. Confirm the pattern of documentation, reporting and monitoring and adhere to those formats with less flexibility. (Inputs given by Lalita Sachdeva, UNICEF)

(9) IN KIND DONATIONS An in-kind donation is also very important way of raising funds. Many people / companies wish to write off their furniture and equipments after some period or they may prefer to donate brand new equipments to NGO instead of donating plain amount. NGO should respect these donors also as they play very important role in giving something useful to NGOs. NGO should maintain relationships with these people who always like to donate in kind. Many people donate brand new laptop, fax machine, telephone instruments, printer, some stationary etc.

4 1

WORKING OF NGOS

(10) FUND RAISING AT LOCAL LEVEL Direct Mailing Application: Direct mailing application process (DMA) is a very vital aspect of fund raising techniques available for NGO sector. It is a direct marketing activity by which you take your appeal to the people & individualizing your appeal to your target Population. To make donation easy, a donor should be given following facilities (1) Business Reply Envelope (BRE) (2) Modes of payment i.e Cheque/ DD/ Cash/ Credit Card/ Bank transfer/Swift Code etc. Donation Boxes: NGO can place donation boxes at various profitable locations. A Donation Box not only creates visibility of the NGO but also generate some money. School Awareness cum sponsorship Programme: School fundraising is one of the wide spectrum of fundraising methods by which the funds are raised from the community through the medium of school students by educating them about the cause.

4 2

WORKING OF NGOS

v.

MONITORING AND CONTROL

In a March 2000 report on United Nations Reform priorities, former U.N. Secretary General Kofi Annan wrote in favor of international humanitarian intervention, arguing that the international community has a "right to protect" citizens of the world against ethnic cleansing, genocide, and crimes against humanity. On the heels of the report, the Canadian government launched the Responsibility to Protect R2PPDF (434 KiB) project, outlining the issue of humanitarian intervention. While the R2P doctrine has wide applications, among the more controversial has been the Canadian government's use of R2P to justify its intervention and support of the coup in Haiti. Years after R2P, the World Federalist Movement, an organization which supports "the creation of democratic global structures accountable to the citizens of the world and call for the division of international authority among separate agencies", has launched Responsibility to Protect Engaging Civil Society (R2PCS). A collaboration between the WFM and the Canadian government, this project aims to bring NGOs into lockstep with the principles outlined under the original R2P project. The governments of the countries an NGO works or is registered in may require reporting or other monitoring and oversight. Funders generally require reporting and assessment, such information is not necessarily publicly available. There may also be associations and watchdog organizations that research and publish details on the actions of NGOs working in particular geographic or program areas.
4 3

WORKING OF NGOS

In recent years, many large corporations have increased their corporate social responsibility departments in an attempt to preempt NGO campaigns against certain corporate practices. As the logic goes, if corporations work with NGOs, NGOs will not work against corporations. In December 2007, The United States Department of Defense Assistant Secretary of Defense (Health Affairs) S. Ward Cass cells established an International Health Division under Force Health Protection & Readiness. Part of International Health's mission is to communicate with NGOs in areas of mutual interest. Department of Defense Directive 3000.05, in 2005, requires DoD to regard stability-enhancing activities as a mission of importance equal to combat. In compliance with international law, DoD has necessarily built a capacity to improve essential services in areas of conflict such as Iraq, where the customary lead agencies (State Department and USAID) find it difficult to operate. Unlike the "co-option" strategy described for corporations, the OASD(HA) recognizes the neutrality of health as an essential service. International Health cultivates collaborative relationships with NGOs, albeit at arms-length, recognizing their traditional independence, expertise and honest broker status. While the goals of DoD and NGOs may seem incongruent, the DoD's emphasis on stability and security to reduce and prevent conflict suggests, on careful analysis, important mutual interests.

4 4

WORKING OF NGOS

15. LEGAL STATUS

The legal form of NGOs is diverse and depends upon homegrown variations in each country's laws and practices. However, four main family groups of NGOs can be found worldwide Unincorporated and voluntary association Trusts, charities and foundations Companies not just for profit Entities formed or registered under special NGO or nonprofit laws NGOs are not subjects of international law, as states are. An exception is the International Committee of the Red Cross, which is subject to certain specific matters, mainly relating to the Geneva Convention. The Council of Europe in Strasbourg drafted the European Convention on the Recognition of the Legal Personality of International Non-Governmental Organizations in 1986, which sets a common legal basis for the existence and work of NGOs in Europe. Article 11 of the European Convention on Human Rights protects the right to freedom of association, which is also a fundamental norm for NGOs.

4 5

WORKING OF NGOS

16. CRITIQUES
Stuart Becker provides the following summary of the primary critiques of NGOs: "Theres a debate that, NGOs take the place of what should belong to popular movements of the poor. Others argue that NGOs are often imperialist in nature, that they sometimes operate in a racist manner in Third World countries and that they fulfill a similar function to that of the clergy during the colonial era. Philosopher Peter Hallward argues that they are an aristocratic form of politics." Issa G. Shivji is one of Africa's leading experts on law and development issues as an author and academic. His critique on NGOs is found in two essays: "Silences in NGO discourse: The role and future of NGOs in Africa" and "Reflections on NGOs in Tanzania: What we are, what we are not and what we ought to be". Shivji argues that despite the good intentions of NGO leaders and activists, he is critical of the "objective effects of actions, regardless of their intentions". Shivji argues also that the sudden rise of NGOs are part of a neoliberal paradigm rather than pure altruistic motivations. He is critical of the current manifestations of NGOs wanting to change the world without understanding it, and that the imperial relationship continues today with the rise of NGOs.

4 6

WORKING OF NGOS

17. ADVANTAGES AND DISADVANTAGES

ADVANTAGES 1. They have the ability to experiment freely with innovative approaches and, if necessary, to take risks. 2. They are flexible in adapting to local situations and responding to local needs and therefore able to develop integrated projects, as well as sectoral projects. 3. They enjoy good rapport with people and can render micro-assistance to very poor people as they can identify those who are most in need and tailor assistance to their needs. 4. They have the ability to communicate at all levels, from the neighborhood to the top levels of government. 5. They are able to recruit both experts and highly motivated staff with fewer restrictions than the government.

4 7

WORKING OF NGOS

DISADVANTAGES 1. Paternalistic attitudes restrict the degree of participation in program/project design. 2. Restricted/constrained ways of approach to a problem or area. 3. small Reduced/less project replicability of an on idea, outside due to

non-representativeness of the project or selected area, relatively coverage, dependence financial resources, etc. 4. "Territorial possessiveness" of an area or project reduces cooperation competitive. 5. Top-down models of development minimize the role of local knowledge and ownership to submit or conform to international norms and expectations. 6. Dependency on external assistance decreases the pressure for local and national governments to provide for their citizens. between agencies, seen as threatening or

4 8

WORKING OF NGOS

18. CONCLUSION
The discussion so far might appear to imply that all NGOs are politically active. This is obviously not the case, irrespective of the political situation or the issue under consideration. At any specific point in time, an NGO may have little contact with those who are not members. On the other hand, a change in society that is salient to the group can motivate an introspective NGO to engage in sustained political action. It is certainly not true that all NGOs are active in global politics. It is not even true that all NGOs attempt to influence politics at the country level, in the narrow sense of direct engagement in the debate over public policy. Many NGOs will not see themselves as engaging directly in public policy, but their activities are always a social expression of values. Hence, NGOs are very likely to be political in the broadest sense of affecting social discourse and can often have an indirect effect on politics in the narrow sense of shaping public policy. We have seen that there is often an assumption that NGOs are operating for the general public good or even that they are "progressive".

4 9

WORKING OF NGOS

SMILE FOUNDATION NGO- A CLASSIC EXAMPLE

Smile Foundation is one of the leading NGOs of India which acts as a Social Venture Philanthropist. It promotes the universal education among underprivileged children and plays instrumental role in creating the process for embracing these children into mainstream society. It looks to facilitate the children into becoming productive assets, and generate the groundwork for nation building. Some of the programs run by Smile Foundation NGO are mentioned below.

5 0

WORKING OF NGOS

MR. SANTANU MISHRA ABOUT SMILE FOUNDATION:

Smile Foundation believes in empowerment of underprivileged children and youth through education. Smile Foundation follows a working module named social venture philanthropy. The organization identifies and builds the capacity of grassroots level NGOs. At present Smile Foundation is reaching out to 100000 underprivileged children and youth through more than 130 welfare projects on subjects like education, health-care, livelihood and advocacy across 22 states of India. Very soon Smile Foundation will be expanding their activity, basically the knowledge based activity across south-Asia also. As far as the vision of the organization is concerned, we want to support 1,500 organizations in coming 3 to 4 years.

5 1

WORKING OF NGOS

ABOUT US
GENESIS "Sustainability, social equality and the environment are now business problems. And corporate leaders can't depend on governments to solve them." - Peter Senge, founder of the Society for Organizational Learning (SOL). Senge's principles find an echo in the ideologies behind Smile Foundation formed in 2002 by two investment bankers who, along with 8-10 like-minded corporate professionals and technocrats, decided to finance, handhold and support genuine grassroots' initiatives targeted at providing education and healthcare to underprivileged children. In the process, becoming the first ever grant maker and changing the face of thousands of lives.

PHILOSOPHY As a social venture philanthropist, Smile Foundation identifies genuine local grass root initiatives doing exemplary work in promoting childrens education and health and empowers them and extends financial support, technical expertise and capacity building of these initiatives. By amalgamating business practices and new economy values into social landscape, Smile Foundation intends to initiate creative approaches towards philanthropic endeavours. The management process of the organization is in compliance with Good Governance norms sustainability, scalability, accountability, transparency, credibility and effective leadership.
5 2

WORKING OF NGOS

PEOPLE BEHIND SMILE FOUNDATION Smile Foundation is managed by a Board of Advisors which comprises of individuals from diverse backgrounds and expertise. The body is formed for a period of one year and a few independent members with eminence and reputation are nominated each year. Members of this board meet once every quarter.

Members of the board of advisors are as follows: 1. Mr. Santanu Mishra 2. Mr. Yogesh Jagia 3. Mr. Praveen Gupta Mr. Santanu Mishra an Associate Member of ICSI (Institute of Company Secretaries of India), is an Alumni of Indian Institute of Management (IIM-A). Besides also holding a degree in law, Mr. Mishra specializes in Enterprise Transformation, strategies and Scaling up. Mr. Yogesh Jagia, a Lawyer by profession with specialization in economic laws, practices in Delhi High Court & Supreme Court of India. Mr. Praveen Gupta is a Masters in Business & Economics (MBE) from Delhi University. He advices to the top corporate houses in India on various strategic issues.

5 3

WORKING OF NGOS

EXECUTIVE COMMITTEE The Executive Committee manages the Foundations operation directly and it reports to the Board of Advisors. Members of this committee are professionals working with Smile Foundation and usually it includes a member from the Board of Advisors. 1. Mr. Santanu Mishra 2. Mr. H N Sahay 3. Ms. Indrani Roy Mr. Santanu Mishra, an Associate Member of ICSI (Institute of Company Secretaries of India), is an Alumni of Indian Institute of Management (IIM-A). Besides also holding a degree in law, Mr. Mishra specializes in Enterprise Transformation, strategies and Scaling up. Mr. HN Sahay has a successful track record in the area of business development at national level for over 28 years. He has served a number of premier corporate houses like, Avery India Ltd., Usha International, Bajaj Electricals, Royal Enfield Motors and Eicher Motors Ltd. Ms. Indrani Roy, a Post Graduate from Jadavpur University (Kolkata), worked with Help Age India as Deputy Director (Resource MobilizationNorth) for 22 years. She was working with Global Cancer Concern India (GCCI) as Director, South-East [Resource Development] before joining Smile Team in Bangalore as National Director. Indrani has also launched Resource Generation Programmes in Northern Region, Southern Region and Eastern Region for GCCI.
5 4

WORKING OF NGOS

GOOD GOVERNANCE:

Governance is the need of the hour in the development sector in order to ensure and promote application of best management practices, compliance of law and adherence to best possible ethical standards. The entire management processes and practices of Smile Foundation are in compliance with the principles of Good Governance. I. MAKING POLICIES & DECISIONS Smile Foundation, from the inception itself, works on a delegated work environment. Each and every person in the organization is involved in the process of decision making in a scientifically designed system. Making Policy & Decision in the Foundation are done through a four tier system. a. Departments & Divisions Monthly review meetings are held for each division and department regularly.
5 5

WORKING OF NGOS

b. Executive Committee The Executive Committee manages the Foundations operation directly and it reports to the Board of Advisors. Members of this committee are professionals working with Smile Foundation and it is mandatory to include a member from the Board of Advisors. The Executive Committee of Smile Foundation holds a meeting each Quarter (every three months) and looks after day to day management. c. Advisory Body The Board of Advisors comprises of technically competent people from diverse backgrounds and expertise. The body is formed for a period of one year and a few independent members with eminence and reputation are nominated each year. Members of this board also meet once every Quarter.

The Board of Advisors advises the Trustees of Smile Foundation, taking regular inputs from the Executive Committee. d. Board of Trustees The Board of Trustees sets the vision and broad guidelines for the Foundation and ensures good governance in liaison with the Board of Advisors; although, the Board of Trustees is not involved in the day to day operation of Smile Foundation.

5 6

WORKING OF NGOS

II. CREDIBILITY NORMS Smile Foundation encourages its partners to follow Credibility norms for ensuring good governance in the development sector. Smile Foundation also follows norms of good governance itself. The Foundation strives to build capabilities of its grassroots NGO partners towards good governance. The Governance & Credibility System includes a systematic set of norms, which is administered and monitored by a qualified Company Secretary.

III. PROJECT MANAGEMENT & MONITORING SYSTEM The project management & monitoring system in Smile Foundation comprises of a systematic and well laid down processes. These are as follow a) Selection of NGO Partners Partners are invited selection of partners for required locations under specified programme through advertisement in relevant forum, websites; and also through reference from credible partners as well as perennial submit a proposal section in Smile Foundation website. Also, prospective partners keep on submitting proposals directly to the foundation round the year. Initial selection is done on these bases. b) Desk Appraisal Prospective proposals are put through the desk appraisal process at respective programme divisions.
5 7

WORKING OF NGOS

c) Field Appraisal Short-listed proposals from desk appraisal are considered for field appraisals by the programme departments located across India. d) Monitoring Once a partner is selected under a particular programme, an MoU is signed, guidelines and initial trainings are imparted and the particular project is started. The project is put under a systematic and periodic monitoring system. The processes include the following steps:

IV.USE OF TECHNOLOGY FOR GOOD GOVERNANCE

a) Online Monitoring System Smile Foundation advocates use of technology for ensuring impartial monitoring and to cut down over head cost. Smile Foundation has already started the system in a few of its national level programmes. Gradually, all its projects will be compatible with this system. The biggest challenges so far have been lack of access to technology in remote project areas and lack of working knowledge among grassroots NGO partners. The Foundation is taking up the task of building capacities of all its NGO partners and project staffs. Two separate and customized monitoring systems have been developed for 50 Smile Twin e-Learning Programme (STeP) centres and 41 Mission Education projects across India.

5 8

WORKING OF NGOS

b) Beneficiaries Management System A successful beneficiary management system is operational across 100 projects in 21 states of India. This technology is helping Smile Foundation in tracking the progress and development of all the beneficiaries in two major national level programmes as of now.

c) Management Information System (MIS) A monthly MIS is prepared and analyzed by the MIS Officers and it is submitted and discussed in Executive Committee meetings for assessing the operational activities and to do future planning.

V. PEOPLE MANAGEMENT Our people are our assets. Smile Foundation believes in a democratic and participatory work culture. Appraisal and review system is conducted twice a year in a democratic way to identify the future leaders of the organization.

VI. EDUCATION SUPPORT Smile Foundation encourages its employees to take up higher studies so that they emerge as future leaders and grow individually as well as professionally.

5 9

WORKING OF NGOS

SMILE FOUNDATION: PROGRAMMES

PROGRAMME FOCUS: EDUCATION

Mission Education is a national level programme from Smile Foundation which focuses on basic education for underprivileged children and youth. Smile Foundation believes that whether you are addressing healthcare, poverty, population control, unemployment or human rights, there's no better place to start than in the corridors of Education. Because education is both the means as well as the end to a better life: means, because it empowers an individual to earn his/her livelihood and the end because it increases one's awareness on a range of issues from healthcare to appropriate social behaviour to understanding one's rights - and in the process evolve as a better citizen.

6 0

WORKING OF NGOS

PROGRAMME FOCUS: SMILE ON WHEELS

"Smile on Wheels" is a national level project of Smile Foundation, with an objective of providing comprehensive mobile health care services to under-privileged community in urban slums, outreach and remote rural areas. The underlying theme of the programme is to provide comprehensive and promotive health health care care) services to (including preventive under-privileged

community in the needy areas, with a special focus on health needs of children and women. 'Smile on Wheels' (SoW) seeks to address problems of Mobility, accessibility and availability of primary health care services to under-privileged population living in urban slums and remote rural areas of the country. Smile Foundation had established this initiative - Smile on Wheels, in 2006 to facilitate affordable, accessible and accurate health care services to the underprivileged community. The programme is also operational in Delhi, Uttar Pradesh, Tamil Nadu, Andhra Pradesh, Gujarat, Madhya Pradesh and Jharkhand. In addition to this intensive health programme, Smile has been implementing health camp activities - multidisciplinary mega health camps and general health camps.
6 1

WORKING OF NGOS

PROGRAMME FOCUS: SWABHIMAN

A land having the distinction of boasting the world's largest number of professionally qualified women is yet to ensure a life with dignity for the majority of its womenfolk! Indias male to female ratio is an alarming 1000:933. Women form half of the countrys population, yet only about half of them are literate. Close to 1.5 lakh women become victims of various crimes annually, as per reported cases. Further, an estimated 5 crore women face mental and physical cruelty. Although, the legal marriageable age for a girl in India is 18 years, our girl child doesnt have a say when she is going to be a woman! As a matter of fact gender-based discrimination and societal behaviour leading to physical and psychological harassments, emotional violence bordering on cruelty is never scant in womans basket of woes. Social evils begin at the womb with female feticides, infanticides, sexual harassments, rape and dowry related tortures putting an end to her misery only at the tomb! In order to make the women realize their inner strength and importance in the society, Swabhiman has taken a pledge to illuminate their lives with Pride and Dignity!
6 2

WORKING OF NGOS

PROGRAMME FOCUS: SMILE TWIN E-LEARNING

The youth comprises over 22% of the Indian population which in turn constitutes a major part of the labour force of the country. But according to the reports of the Financial Express Only 15%of the young graduates passing out of colleges are employable; the rest are branded unemployable. It is not their lack of theoretical knowledge that causes this. Instead, it is the lack of right skills and attitude. There is thus, an increasing concern among the leading employers of the country, about the dearth of ready-to-deliver employees. In addition, the macro perspective affirms that, it is crucial for such young energy to be channelized correctly in economic growth and nation building to elude their addition to family woes, social stress and national misery. Smile Twin E- learning Programme (STeP) is such an initiative of Smile Foundation that aims at creating a pool of young and independent people, from the marginalized section, through skill enhancement in tandem with market requirements. It is an effort towards bridging the gap between demand and supply of skilled manpower in the fast emerging services and retail sectors of modern India.
6 3

WORKING OF NGOS

PROGRAMME FOCUS: HEALTH

HEALTH with SMILE is a special programme initiated by Smile Foundation with an aim to reaching out to underprivileged children across India. Under this innovative approach, intensive health camps are being organized across India, covering preventive, curative and referral services. Smile Health Camps is one such special initiative of Smile Foundation to provide health care services to meet the immediate health care needs of the marginalized community in remote rural areas and slums through standalone camps. Smile organizes customized health camps extensively across the country offering comprehensive health services curative, preventive, promotive and referral, to a large number of people in selected intervention areas. Smile Health Camps aims at reaching out to at least 500 districts in 2 years time and expects to improve the health seeking behaviour among the community. The uniqueness of the model lies in its comprehensive approach where health promotion and prevention are given equal importance while curative care is administered.
6 4

WORKING OF NGOS

PROGRAMME FOCUS: DISASTER MANAGEMENT

Smile Foundation, with a mission to lay a helping hand and brining Smile back, responds to the call of humanity in times of emergencies like natural calamities and disasters. Be it the Gujarat Earthquake, the Tsunami, Mumbai Floods or the Kashmir Earthquake, Smile has been there. Smile thus has come up with a Disaster Relief and Rehabilitation Policy, wherein it ties up with local NGO's and institutions to enable genuine and effective responses to critical local needs and realities. Relief & rehabilitation for children and women during natural calamities like Tsunami, Earthquake in Kashmir, Mumbai Flood, Bihar Flood and Chikungunya.

6 5

WORKING OF NGOS

WORKSHOP & EVENTS Coca Cola India invites Smile Foundation for the launch of 22nd Limca Book of Records - New Delhi 29 March 2011 Smile felicitates gymnast Ashish Kumar for his outstanding performance in CWG 2010 Allahabad First look at I am Kalam - New Delhi 04 Feb. 2011

12 Nov. 2010

Beti Bhi Apni Hai, a success at Poster-Making at the Delhi College of Arts - New Delhi 10 to 12 Nov. 2010 Tata Teleservices employees train STeP students New Delhi 20 & 23 Sept. 2010

NGO Connection Day on Life Skills and Education - New Delhi May 26 & 27, 2009

Ajay and Kajol play Valentine for Smile Kids- Mumbai -14 Feb. 2009 Bachpan Bachao Andolan - Jaipur SMILE for a SAFE Earth Sept 6, 2008

- Kolkata 22 April, 2008 - Kolkata 31

Canara Bank for Smile Kolkata Children Jan., 2008

Make a Difference this Children's Day - All India Nov., 2007

14th

Launch of Smile on Wheels - West Bengal 11 Aug., 2007 Boogie Woogie - Mumbai 28 Oct., 2006
6 6

WORKING OF NGOS

Lil Champs from Smile in Zee TV - Mumbai 21 Sept 2006 Woman Development Programme 2006 World Disability Day - New Delhi Smile... For The Children - Mumbai 03 Dec 2005 30 Aug 2005 22 Dec 2004 24 Apr 2004 - Delhi & NCR 14 Jan

First Aid And Oral Health Care - New Delhi Oral Health Workshop - Chhattarpur Pahari Discovering Self 30 Aug 2003

You Can Make A Difference And many more......

22 Feb8 Mar 2003

6 7

WORKING OF NGOS

CELEBRITIES AND GUESTS

Mr. Amitabh Bachchan, dr A.P.J. Abdul Kalam, Amir Khan, Arshad Warsi, Priyanka Chopra and cricketer Saurabh Tiwari spreading smiles :).....

Salman Khan and Priety Zinta celebrates christmas with childrens at smile foundation.

6 8

WORKING OF NGOS

Kajol and Ajay Devgan with childrens at smile foundation on valentines day

Sameera reddy and ravi kishen at smile foundation

Anandi and Jagdish (star cast of t.v. series "Balika vadhu") and Darshil Safari spreading smiles :)...
6 9

WORKING OF NGOS

CORPORATE PARTNERSHIP The very foundation of Smile was laid on the realization of a group of young corporate professionals that it was their Social Responsibility to give back to the society. In partnership with many corporate bigwigs, it has brought sea changes in the lives of more than 200,000 less privileged children and youth across 22 states of the country through more than 150 welfare projects. Corporate Social Responsibility (CSR) has acquired new dimensions in the recent years. Today, companies are proactively taking up this good hearted investment and giving a social value to all their business endeavours. In India, though corporates have a strong will to dedicate their resources for a social cause, they find it difficult to reach the right people considering the demography and diverse social problems of the country. The uniqueness of Smile Foundation lies in its working model Social Venture Philanthropy. accountability, SVP seeks sustainability, scalability, transparency,

credibility and effective leadership. Smiles governance structure has a 4 tier audit and evaluation mechanism to ensure right use of money and ultimately contribute a huge Social Return on Investment against traditional methods. Its working model has made Smile Foundation one of the most sought for charity brand today.

7 0

WORKING OF NGOS

SOME OF OUR PARTNERS

CRISIL

7 1

WORKING OF NGOS

BIBLOGRAPHY:
BOOKS REFERRED: guide to fundraising and public relations for ngos and nonprofit organizations By- V.K. Puri NGOs in India By-R.Sooryamoorthy NGOs and socio-economic development opportunities By-Kamta Prasad, Davinder Kumar Madaan, INTERNET SOURCE: www.smilefoundation.org.in www.timesofindia.com www.rtiindia.org.com www.giveindia.org.com

7 2