INDIA

NGO
AWARDS
2012-13
Celebrating Success...
Rewarding Excellence

Organised by: Supported by :

ORGANISED BY

The Resource Alliance

The Resource Alliance is an international charity headquartered in London whose mission is to be the global
network for fundraising, resource mobilisation and philanthropy, building skills and knowledge and promoting
excellence within the civil society.
To help organisations increase their fundraising capabilities, we provide a range of services and resources,
including conferences, international and regional workshops, accredited in-depth courses in fundraising and
communications, tailor-made training and mentoring, research, publications and newsletters and award
programmes. We organise and run the annual International Fundraising Congress (IFC), now in its 33rd year,
which brings together fundraising professionals from around the world.
The Resource Alliance is an international charity registered in England and Wales, and has 501c3 status in the
US. The Resource Alliance India was registered in 2005 under the Indian Trusts Act, 1892.
www.resource-alliance.org

SUPPORTED BY

The EdelGive Foundation

EdelGive Foundation is the philanthropic initiative of Edelweiss Financial ServicesLimited, one of India's leading
and fastest growing diversified financial services firms. The Foundation provides strategic direction to the
philanthropic activities of Edelweiss, and its employees, clients and associates.
EdelGive's key priority is to create educational and livelihood opportunities for under-privileged youth. This is
achieved by bringing an investment banking and venture capital approach to the social sector. By using the
human, financial and intellectual resources from their parent company, Edelweiss Financial Services Limited, the
EdelGive Foundation aims to enrich and broaden the impact of entrepreneurial activities of non-profits in India.
www.edelgive.org

SUPPORTED BY

The Rockefeller Foundation

The Rockefeller Foundation was established in 1913 and has sought to identify and attack at their source the
underlying causes of human suffering. The Foundation pioneered the frontier of global philanthropy and
continues to find and fund solutions to many of the world's most intractable challenges. The foundation works both
within the United States and around the world. The Rockefeller Foundation funds a portfolio of linked initiatives.
Individually, and together, they draw on the foundation's deep-seated commitments to nurture innovation, build
individual and institutional capital, pioneer new fields, expand access to and distribution of resources, and
ultimately generate sustainable impact.
www.rockefellerfoundation.org
 TABLE OF CONTENTS
Introduction ...................................................................................................................................... 1
Message from The Rockefeller Foundation ..................................................................................... 2
Message from EdelGive Foundation ............................................................................................... 3
Message from the Resource Alliance .............................................................................................. 4
Board Members ............................................................................................................................... 5
Members of Jury Panel .................................................................................................................... 7

FINALISTS: CATEGORY SMALL

Hill Social Welfare Society (HSWS) ................................................................................................. 12
Dakshinya ........................................................................................................................................ 15
Action For Autism ............................................................................................................................. 18
Sree Guruvayurappan Bhajan Samaj Trust (SGBS) ........................................................................ 21
Madhuram Narayan Centre for Exceptional Children ...................................................................... 24

FINALISTS: CATEGORY MEDIUM

Dream A Dream ............................................................................................................................... 28
Network for Enterprise Enhancement and Development Support (NEEDS) ................................... 31
Raphael, Ryder Cheshire International Centre ............................................................................... 34
Vidya Sagar ..................................................................................................................................... 37

FINALISTS: CATEGORY LARGE

Hand In Hand India .......................................................................................................................... 42
Hemophilia Fedration India .............................................................................................................. 45
Magic Bus ........................................................................................................................................ 49
Socio Legal Information Centre (SLIC) ............................................................................................ 52

Assessors ........................................................................................................................................ 55
Partners ........................................................................................................................................... 56

57
 INDIA
NGO
AWARDS
2012-13
Celebrating Success...Rewarding Excellence
The India NGO Awards is a unique national competition that celebrates and rewards the best non-governmental
organisations by showcasing examples of best practice and successful resource mobilisation. The awards
focus on professional management, innovation in local resource mobilisation, and the effectiveness of the
organisation’s activities in improving the lives of the people they serve. Initially launched in partnership with the
Nand & Jeet Khemka Foundation, the 2009/11 India NGO Awards programme was funded by the Rockefeller
Foundation. The India NGO Awards 2012/13 is jointly funded by the Rockefeller Foundation and EdelGive
Foundation. Now in their seventh year, the Awards are some of the most coveted in the social sector and
honour NGOs which have adopted good standards and practices, and are accountable and transparent in their
operations.
The India NGO Awards seek to:
l Promote good standards and practices in resource mobilisation, accountability and transparency
l Recognise and celebrate excellence in the non-profit sector
l Identify and strengthen resource mobilisation practices
l Create examples and inspiration for other non-profits and promote cross learning
l Promote overall credibility of the non-profit sector for long term sustainability

Over 250 NGOs applied under one of three categories, based on their annual budget for 2011/12:
l Small: Annual budget of under Rs 1 crore
l Medium: Annual budget between Rs 1 and 5 crore
l Large: Annual budget over Rs 5 crore

From the applications, more than 30 organisations were shortlisted and visited on-site for an in-depth assessment.
After a stringent three level selection process, the finalists in each category were presented to a jury panel in
August 2013 to select the NGO of the Year in each category.
The Rising Star Award is awarded to acknowledge the huge potential demonstrated by entrants in developing
their internal capacity, sustaining growth and increasing their impact. This Award will recognise two organisations
that have demonstrated, above all other entrants, the greatest potential to achieve good governance, effective
programme impact, exemplary human resources practices, sustainable resource mobilisation and transparent
financial management. In acknowledgement of the work and aims of the EdelGive Foundation, one of the Rising
Star Awards will be given to an organisation which works on the issue of women’s empowerment.
This Casebook recognises the achievements of the thirteen finalists and showcases them as examples that can
be emulated by the non-profit sector in India.

1
 Message from the
Managing Director, Asia
The Rockefeller Foundation
The Rockefeller Foundation is pleased to continue our
support to the India NGO Awards in partnership with
The Resource Alliance and the EdelGive Foundation
which we see as a vital effort to foster the long-term
sustainability of India’s non-profit sector. The Awards
are an innovative mechanism to promote professional
and ethical standards by recognising NGOs for their
outstanding practice, achievements and financial
sustainability. It is deeply satisfying to see the growing
reach of the Awards, with over 250 applicants in
2012/13, and 13 outstanding finalists that demonstrate
exceptional stewardship of philanthropic resources
and a deep commitment to delivering high impact.
I am especially pleased to see some of this year’s
finalists supporting disadvantaged and vulnerable
youth through creative life skill development models;
for instance the Mumbai-based Magic Bus’ peer-
to-peer mentorship approach. It is also wonderful to
see many organisations utilising holistic development
approaches to support the empowerment and social
transformation for women, the poor and marginalised
communities. Among these organisations is the
Network for Enterprise Enhancement and Development
Support (NEEDS), operating in Bihar and Jharkhand,
who supports livelihood and economic development
2
of some of the poorest women in the country. I am
also pleased to see a second-time finalist, Hand in
Hand, which helps women to access micro loans
and establish small businesses, as well as smaller
organisations such as the Hill Social Welfare Society
that operates in Darjeeling to promote education and
livelihood status of the rural and urban poor.
In its 100 year history, the Rockefeller Foundation has
been at the forefront of global philanthropy, supporting
non-profits throughout the world that contribute to
the well-being of humanity. It is our belief that an
effective non-profit sector is vital for enabling poor
and vulnerable people to become more resilient,
and to access opportunities that improve their lives.
We congratulate all of the applications and finalists,
the team from the Resource Alliance, as well as the
assessors and judges for continuing to drive this
important endeavour forward.
Ashvin Dayal
Managing Director, Asia
 Message from the CEO
EdelGive Foundation
EdelGive Foundation is proud to be associated
with The Rockefeller Foundation and the Resource
Alliance to jointly host the India NGO Awards 2012/13.
The awards reward and recognise those non-profit
organisations that are creating ground breaking impact
on the ground. India NGO Awards seek to promote good standards
EdelGive Foundation is the strategic philanthropic
initiative of the Edelweiss Group, one of India’s
leading financial services firms. EdelGive’s mission is
to leverage its resources with a view to empowering
non-profit organisations towards achieving systemic
change. EdelGive’s vision to build a strong, efficient
and high-impact social sector for a better India has
emerged from our journey over the past five years. Our
experience of working in this sector and the learning
from it has strengthened our capacity to support high-
impact organisations and to foster growth.
In the sphere of women’s empowerment, we hosted
the EdelGive Social Innovation Honours (ESIH)
Awards programme. Over the last four years, ESIH
has recognised and awarded non-profits across the
country that have successfully implemented innovative
models in the sphere of women’s empowerment.
Keeping this in mind, this year we have expanded the
scope of this programme by entering into a partnership
with The Rockefeller Foundation and t he Resource
Alliance to co-partner for the India NGO Awards. The
and practices in transparency and accountability,
resource mobilisation and sustainability.
We congratulate all of the applicants especially the
finalists who have made it to the final stage of the
awards. We would also like to extend a special thanks
to all the assessors and the jury panel who helped select
the winners for this year’s award. It is our belief that
these awards help identify and celebrate excellence
in the non-profit sector and inspire other NGOs, thus
promoting overall credibility and exchange of ideas.
Vidya Shah
CEO, EdelGive Foundation
3
 Message from the CEO
The Resource Alliance
The India NGO Awards - which quite rightly recognise
and congratulate those organisations that have
demonstrated best practices in creative resourcing,
financial management, governance and impact in
the community - would not be possible without the
generous support of our sponsors. Initially launched in
partnership with the Nand & Jeet Khemka Foundation,
the 2009/11 India NGO Awards programme was
funded by The Rockefeller Foundation. The current
India NGO Awards 2012/13 is jointly funded by The
Rockefeller Foundation and EdelGive Foundation
to whom all of us at the Resource Alliance are truly
grateful.
These awards are unique – they are given to the NGO
sector by the NGO sector. And heartfelt thanks are due
for the efforts of our expert assessors and jury panel who
sacrifice their time for the benefit of the sector.
And last, but, certainly not least, are the NGOs from
all across India who applied: thank you! Hopefully
the application process in itself was a reflective and
learning process for those organisations that took part.
It is my sincere hope that the stringent due diligence
process applicants go through – which comprises a
narrative assessment and site visits for shortlisted
candidates, undertaken by a team of assessors –
4
will help strengthen the organisations concerned,
enabling them to face the future in a stronger position
than before.
In our current challenging environment leaders always
shine and the India NGO Awards have shown me that
there are so many shining examples of excellence
within Indian civil society. The excellence showcased
within this book for the India NGO Awards 2012/13 is
truly astounding. It makes me doubly proud: proud as
the CEO of the Resource Alliance whose function is to
help strengthen civil society, and proud as an Indian.
This pride isn’t for me to keep for myself alone: all of
us in civil society organisations must be proud. We
must be proud because we work in a sector that we
have seen changes lives in demonstrable ways. We
work for a sector that, no matter how big or small the
organisation, makes a strong and positive impact.
We work in a sector that is a powerful force for good,
both in India and in the world beyond. That’s certainly
something all of us can be rightly proud of.
Neelam Makhijani
CEO, the Resource Alliance, London
Board Members of the Resource Alliance, India
Major General Surat Sandhu (Chair)
Surat is Malaysian born and schooled. On his return to India he joined the Indian Army. After serving for 34
years he took early retirement to serve the development sector. He was CEO of HelpAge India from 1997 to
2001, during which period he more than tripled its revenue from fundraising. Since then he has been a trainer
at a number of conferences/workshops/seminars on fundraising in India and abroad. He has been a fundraising
consultant with Oxfam GB in the UK and to various national and international organisations. Surat is Chair of the
Kusuma Foundation and the Wellness Trust. He is Advisor and Board Member of various organisations. From
2005-09 he was the Chair of the South Asian Fund Raising Group (SAFRG) and has given a great impetus to
fundraising capacity building in South Asia. Surat is a passionate fundraising consultant, trainer and advisor
and is widely travelled and well connected. Surat also runs his own fundraising consulting organisation called
Concept Consultants.

Vikram Lal (Trustee)

Vikram studied engineering in Germany after his schooling at the Doon School, Dehradun. He joined Eicher
Tractors, started by his father, in 1966. He retired as chairman of the Eicher Group in 1997, and has since
been involved with several voluntary organisations. He is active in supporting the Shroff Charity Eye Hospital
in Daryaganj, Delhi, and the Goodearth Education Foundation, which runs 38 free primary schools in Alwar
district. As a hobby he publishes high quality maps of Indian cities and tourist guides for places of interest in
India. He is a licensed and enthusiastic paragliding pilot. He is currently serving as the president of Common
Cause, a public interest organisation.

Lalit Nirula (Trustee)

After completing his BA Honours in Economics from St. Stephen’s College at Delhi University, India, Lalit
graduated with a Bachelor of Science degree in Hotel Administration from Cornell University, USA, in January
1966. After over 40 years of work and consultancy experience in the hospitality and food processing Industry,
he is now associated with a number of educational institutions and trusts.

Kunal Verma (Trustee)

Kunal is a post graduate in fundraising and a dynamic marketer with over fifteen years of operational experience
cutting across corporate and non-profit organisations. He has been raising funds for fighting injustice and
creating a more equal and dignified world order. Kunal has successfully implemented brand building work
for international for profit and non-profit organisations for increasing awareness and subsequently mobilising
resources (from individuals, corporate and institutional donors). He comes with unique experience of starting
fundraising operations in India for three of the best known international NGOs. i.e. ActionAid India, the Christian
Children Fund and Oxfam India. Kunal is a regular keynote and motivational speaker at international fundraising,
marketing and communication conferences and seminars.

Dola Mohapatra (Trustee)

Dola Mohapatra is a Master in Philosophy, Social Work; Master of Social Work (Labour Law) and Master of Arts
in English Literature. He has completed several leadership courses and trainings and is an Accredited Trainer
in the Team Management System, Australia. He is also the promoter and founder of LEEP India. He is currently
the National Director of ChildFund India, which is the part of ChildFund International organisation based in
Richmond, USA, and which works indigenously for the overall development and well-being of children all over
the world. Mr Mohapatra has over 22 years of experience in the development sector in India, South Asia,
Africa and USA. His core interest area surrounds humanitarian and development issues, and specifically issues
related to children. He has also worked with a renowned Technical Advisory Group to set up an emergency
response mechanism for children affected by violence and conflict.

5
Anuradha Bhavnani (Trustee)
Anuradha is a senior management professional with over 25 years of experience in business and development,
across multinationals and closely guiding multiple start-ups including social enterprises and NGOs. She has
been guiding partners and supporting them to develop strategic vision and plans, create and lead successful
teams, partnerships and programmes. She is currently a Regional Director for the Shell Foundation India. She
joined the Foundation in 2005 and leads the effort across the spectrum of Shell Foundation activities in India.
Her focus has been to build and nurture innovative entrepreneurial partnerships. She has great insight into
social, environmental, business scenarios and global development and sustainability issues. She is also Chair
of the Board of CottonConnect.

Ratna Viswanathan (Trustee)

A development enthusiast and a passionate professional, Ratna is the Executive Director of VSO India. A career
civil servant, by profession she is a 1987 batch officer of the Indian Audit and Accounts Service, which functions
under the Comptroller and Auditor General of India. She resigned from the civil services in 2008 to become a
part of the development sector. During her stint with the Government of India, she worked in various operational
capacities within the Audit firmament across India. She was also seconded to the Ministry of Defence and had
a brief period as Sr. General Manager, Finance, PrasarBharti. In 2008, she joined Oxfam India as Director,
Operations and was a part of the Senior Management Team that led the merger and transition process for Oxfam
India to become an Indian NGO and an independent member of the Oxfam International Confederation. She
has significant experience in financial management, budgeting, procurement, and all aspects of HR planning
and management. With her varied, long and significant experience, especially in social audit, Ratna provides
strategic direction and leads the country strategy of VSO India.

6
Members of the Jury Panel
Amitabh Behar, Executive Director, National Foundation for India
Amitabh Behar is the Executive Director of the National Foundation for India (NFI), a
leading Indian foundation working for promoting and nurturing social justice philanthropy in
India. He is also a Co-chair of the Global Call to Action Against Poverty (GCAP). Amitabh
is also currently the Convener of National Social Watch Coalition and for five years was
the convener of the Wada Na Todo Abhiyaan (Don’t Break Your Promises Campaign) in
India. Amitabh’s areas of interest are governance and civil society. Over the years he has
worked on issues promoting governance accountability and social action. Amitabh Behar
is one of the leading experts of people centered advocacy and was the Executive Director
of the National Centre of Advocacy Studies (NCAS). He sits on several organizational boards including Centre
for Budget and Governance Accountability (CBGA), Navsarjan and Mobile Creche and is the President of Yuva.
Amitabh is a student of politics and lives in Delhi.

Anshu Bhartia, Independent Consultant

Anshu Bhartia comes with 20 years of work experience across industries and functions,
the last 3 years at Friends of Women’s Word Banking, India (FWWB), a not for profit apex
organisation providing access to finance and capacity building for microfinance institutions
across India. Under Anshu’s leadership, FWWB pioneered a Livelihood Finance Fund
especially created for providing low cost working capital to Livelihood Enterprises that
leverage benefits of aggregation for small and marginal producers including artisans,
weavers, farmers and other allied livelihoods with special focus on Farmer Producer
Organisations (FPOs). To ensure sustainability of the supported organisations, institutional
level capacity building was facilitated, along with policy level engagement for improving features and facilities
available to FPOs. The FWWB portfolio actively supported more than 60 NGOs, MFIs and Producer organisations
in the last 3 years, and led the Citi Micro Entrepreneur Awards strategy and other initiatives.

Anshuman Tiwari, Chief of National Bureau, Dainik Jagran

AnshumanTiwari is the Chief of National and State bureaus for Jagran Prakashan Limited
in India. The group is a leading media house overseeing newspapers, magazines,
advertising, promotional marketing, event management and digital businesses. Anshuman
oversees the National Bureau of Dainik Jagran in Delhi and the 13 news bureaus at state
capitals. He is also an accomplished economic and political analyst and columnist. He has
24 years of journalistic experience and has won numerous awards, including The Ramnath
Goenka Excellence in Journalism Award in 2011 and the WAN-IFRA international award
for breaking news in 2011.

Dr. Suneeta Singh, CEO, Amaltas

Dr.Suneeta Singh is the CEO of Amaltas, a research and consulting organisation based
in New Delhi. Apart from leading on the organisation’s international work on public health,
Dr. Singh is also engaged in several other initiatives of Amaltas in the areas of equity and
development dialogue. Her contribution includes providing strategic inputs and technical
support for implementation of its projects. Prior to joining Amaltas, Dr. Singh was at the
World Bank for over 9 years, leading work on the Bank’s support to the Government of
India on TB, HIV/AIDS, Leprosy and Health Systems Development. She also worked in
the Country Management Unit and at the HNP Quality Anchor in the Bank’s Washington
office. Dr. Singh has previously worked with DFID, Danida, Ministry of Health and Family Welfare GoI, St.
John’s National Academy of Health Sciences, and the Lady Hardinge Medical College. Dr Singh is the founder
and an active board member of the Amrit Foundation of India, an NGO working with intellectual challenges of
childhood.

7
 Parth J. Shah, President, Centre for Civil Society, Economist and
Former Professor, University of Michigan
Dr Parth J Shah is President of Centre for Civil Society (CCS), a public policy think tank
advancing personal, social, economic and political freedoms. In a recent survey, CCS
was ranked the number 1 think tank in India and number 51 globally. The Centre aims
to usher in an intellectual revolution that encourages people to look beyond the obvious,
think beyond good intentions and act beyond activism. CCS promotes choice, competition
and community based policy reforms. Through research, advocacy and outreach, the
Centre is reinvigorating civil society and rightsizing political society. Parth’s research and
advocacy work focuses on themes of economic freedom, choice and competition in education, property rights
approach for the environment and good governance. Parth led the Citizen Handbook Project, assessing how the
corporations, departments and agencies of Delhi, Jharkhand and Mumbai governments operate and detailing
the efficacy of their schemes and programmes. Under his guidance, CCS reprinted Voluntary City, an assembly
of analyses including community-based provision of social services and urban infrastructure, revealing the
process of public service provision in competitive markets. His has contributed to publishing booklets for the
government detailing processes to implement core reforms in urban management. His contribution brought
him on as a key member of the Delhi JNNURM Consultative Committee. Parth holds a PhD in Economics from
Auburn University and taught economics at the University of Michigan before returning to India to start CCS.

Prachi Jain Windlass, Lead Education, Michael and Susan Dell

Foundation
Prachi Jain Windlass leads Michael & Susan Dell Foundation’s Education portfolio in India,
which spans across large scale government school interventions, remedial education,
assessments and early childhood education. Working with NGOs, the government, and
socially-responsible entrepreneurs and businesses, the Michael & Susan Dell Foundation
seeks to catalyse system-level changes in the quality of education available to impoverished
urban children. Before joining the foundation Prachi worked at Boston Consulting Group
in Gurgaon, India. She has also worked extensively in the telecommunications sector
at Qualcomm and Motorola in US. Prachi has a Bachelor’s degree in electrical engineering from the Indian
Institute of Technology Delhi, a Master’s degree in electrical engineering from University of Southern California,
Los Angeles and a Master in Business Administration from the University of Chicago.

Vandana Jena, Principal Adviser, Planning Commission

Mrs Vandana Kumari Jena Principal Adviser Planning Commission is an officer of 1979
batch (Odisha Cadre) of the Indian Administrative Service. A Masters in Development
Administration, University of Birmingham, she has worked extensively in the field of
education including adult education and literacy, lifelong education, skill development,
elementary and secondary education, implementation of Right to Education and quality of
elementary education as Education Adviser DFID India, Joint Secretary Adult Education
& Director General National Literacy Mission Government of India, Principal Secretary
School and Mass Education, Government of Odisha and Vice-Chancellor Berhampur University, Odisha. She
has worked in the area of youth development and empowerment as well as adolescents as Joint Secretary Youth
Affairs and Sports and Director General Nehru Yuva Kendra Sangathan and was instrumental in formulation
of the Report of National Youth Commission as Secretary of the National Youth Commission. In the Planning
Commission she heads the Women and Child Division & Health Division and was involved in bringing the issue
of nutrition to centre stage, and in focussing on women’s agency and child rights as well is the preparation of
the 12th Five Year Plan. She is also in charge of the Voluntary Agency Cell which deals with national policy on
the Voluntary Sector, maintains the portal namely the NGO-PS Partnership and provides an interface between
the NGOs and the Government through the Civil Society Window. She has edited books on Adult Education and
Skill Development including Innovations in Literacy, Jan Shikshan Sansthans: the Policy and the Performance,
and Leading the Way New Initiatives in Adult Education, which she has co-edited along with Dr. A. Mathew.

8
 Vijay Chadda, CEO, Bharti Foundation
Vijay Chadda is the Chief Executive Officer of the Bharti Foundation, the philanthropic
arm of Bharti Enterprises, one of India’s leading business groups. The Bharti Foundation
was set up in 2000 with a vision ‘to help the underprivileged children and young people of
India realise their potential’. The Satya Bharti School Program was launched as its flagship
initiative, aiming to provide quality education, free of charge, to underprivileged children
in rural India, with a special focus on the girl child. As the CEO of the Bharti Foundation,
Vijay has played a key role in project expansion and enhancement of quality standards
and system efficiency, while constantly keeping the team morale high to deliver their best
in challenging circumstances. He has led the development of the organisation and its education programmes at
primary, elementary and senior secondary standards. Vijay has over forty years of professional experience in
different fields. He served in the Indian Army for twenty years and has headed some of the leading corporates
in the travel and hospitality industry. A graduate from the National Defence Academy, Khadakwasla, Pune, India
and the Canadian Forces Command and Staff College Toronto, Canada; Vijay also holds an MSc in Defence
Studies from Madras University.

V.S. Chandrasekhar, Country Advisor - India, Population and

Reproductive Health Program, The David and Lucile Packard
Foundation
V. S. Chandrashekar, Chandra as he is known to colleagues and friends has spent over
two decades steeped in the reproductive health field in India, bringing with him an array
of expertise in family planning, maternal health, safe abortion, and HIV/AIDS. Beginning
with Social Marketing, Chandra has managed large service delivery, technical assistance,
capacity building and behaviour change communication programmes at state and national
level. He has worked with cooperatives, national and international NGOs and the private sector. His previous
positions include - Country Programme Director, Population Services International, Country Director – Ipas,
Resident Advisor, Center for Communication Programmes, Johns Hopkins University. Prior to joining the
reproductive health sector, Chandra was involved in the dairy cooperative movement in the state of Madhya
Pradesh. He holds a post-graduate diploma in Rural Management from Institute of Rural Management Anand
(Gujarat, India) as well as a Bachelor’s in Business Management from the University of Mysore. In his current
position with the Packard Foundation, Chandra leads the foundations grantmaking strategy and works closely
with the Foundation’s grantees and other stakeholders. Prior to joining the Foundation, Chandra worked as an
independent consultant providing strategic inputs and support to a variety of programmes in the country and
Asia Pacific region.

9
Category : Small

11
Hill Social Welfare Society (HSWS)
Darjeeling, West Bengal

About Hill Social Welfare Society

Vision: To create a society with justice having ecological balance and gender equity.
Mission: The empowerment of women, children and other marginalised people in regards to
holistic development in the Hills as well as its adjacent areas without disturbing cultural heritage and
biodiversity within the period of 10 to 12 years.
Hill Social Welfare Society (HSWS) is a non-governmental, non-political, non-profit, women’s
organisation and was established in the year 2000. Since then it has prioritised working in the most
remote rural and deprived areas of the Darjeeling District covering the 4 blocks: Kalimpong I Block;
Algarah Block; Gorubathan Block; and the Tea Gardens under Rangli-Rangliot Block.
The organisation organizes activities including: non-formal education for children; the prevention and
control of STI/HIV/AIDS amongst sex workers; advanced techniques of farming initiatives; reproductive
and children’s health; anti-trafficking awareness campaigns; training initiatives in sustainable livelihoods
including handloom weaving, cutting and tailoring, mushroom cultivation, phenyl and incense stick
making, noodle making, vermi-compost production, kitchen garden practices.

12
Programmes – Interventions and
Impact
Programmes focus on gender equality and
justice and include the rights of women as well as
to provide services and support to communities
that do not receive government support or
intervention. Following the earthquake, the
organisation provided assistance to victims of
Lopchu and the Peshok Tea Gardens where 98
damaged household (16 heavily and 82 partially
damaged) were constructed by the support of
Terre des Hommes Germany. The 6.9 rector
scale earthquake damaged water sources,
farming land and roads. The organisation placed
water tanks at 10 locations and reached over
4,500 people and distributed torches, blankets,
pressure cookers and kerosene.
Innovation
The organisation places emphasis on the equal
participation of women to confront and counter
stigmatisation, discrimination, harassment and
violence against women and girls and learn about
their rights and services offered by the government
in the area. As part of this, the organisation
enables women to acquire new skills and be
economically empowered through producing and
selling products in the local market.
Scalability and Replicability
In its 12 years of existence, HSWS has been
working with socio-economically backward,
educationally disadvantaged, and the destitute
groups in the district of Darjeeling covering the
4 blocks viz. Kalimpong I Block, Algarah Block,
Gorubathan Block and the two tea Gardens under
Rangli- Rangliot Block. HSWS is running various
programmes in these areas, some of which are
listed below:
l RCH-II (WBVHA)
l TI Project (DACC/ WBSACS/ NACO)
l Women/ Girls & child Trafficking (SANLAAP)
l Towards Basic Health Care & support, (Unit I
& Unit II of Memisa Belgium-WBVHA)
l (HFI) Hill Farming Intervention (CASA)
13
l “PATSHALA”
l Comprehensive development of Children
(TDH, GERMANY- ALNATURA)
l PLPPP (Programme for Livelihood through
participatory process)
l TB/DOT (AXSHYA INDIA)
l Rescue Operation (HSWS-SANLAAP)
l Consumer Awareness (CA & FBP)
l Youth Development Centre (NYK) & SHG
Formation
Best Practices – Governance and
Financial Management
Every board member has taken responsibility of
looking after a particular area of activity, based
on their interest and expertise such as program
monitoring, finance monitoring, checking proper
books of accounts, daily update of accounts,
system of accounting, monthly evaluation of
ongoing projects, HR policy update, involvement
in child protection, gender policy, & networking
14
with funding agencies of the government & non-
government sectors.
The books of accounts are maintained on
regular basis, updated, verified and signed by
the Chief Functionary on daily basis. All project
have 3 - 6 months audit system to check the
system of accounting. Budgets are prepared by
a panel comprising of the chief functionary, office
administrator, accountants and finalised by the
treasurer. Budgets are prepared according to
the project proposal for the benefit of the target
beneficiaries & efficient utilization of resources.
Hill Social Welfare Society
Sherpa Building, Pritam Road
Kalimpong - 734301
West Bengal
Tel No:(+91) 94341 66419
www.hswskalimpong.org
Dakshinya
Guntur, Andhra Pradesh

About Dakshinya
Vision:The quality of life of every child with mental retardation is equal to other people in the community
they live with, and to live independently to the maximum extent possible in the given environment by
transforming their ‘disability into working ability’.
Mission: Dakshinya works:
a. To establish, maintain and regulate the all-round development of persons with mental retardation
and their families
b. To develop vocational rehabilitation centres for adults with mental retardation
c. To promote educational research activities in the field of mental retardation
d. To organise seminars, workshops, camps and sensitisation programmes
e. To establish schools and welfare centres irrespective of caste, creed, religion, sex and
language.
Dakshinya is the result of the personal experience of Dr. T.V. Rao, a father of two daughters with
mental retardation. He transformed challenge into strength and founded the organisation to provide
hope for several families with children with special needs in the rural belt of the Guntur Area,
Coastal Andhra Pradesh. Services and activities include a life cycle approach comprising of early
intervention, schooling and vocational training. Thus Dakshinya is marching forward with the banner
of empowerment to make rights real for people with mental retardation and their families.

15
Programmes – Interventions and
Impact
Dakshinya provides services to 483 children with
the support of 73 staff members. The organisation
also has a large building of 22,000 square feetin
a campus of 4½ acres of land. The building is
adapted to be accessible for all with barrier free
construction consisting of ramps, railing, tactile
flooring, bathrooms and restrooms.
During the last 18 years the Dakshinya
rehabilitation programme includes early
intervention services through to a schooling
programme with the ultimate aim of independent
living and successful inclusion in the community.
Components include:
l Sensitisation and awareness creation in the
community, about the needs of persons with
mental retardation which includes prevention,
identification and the assessment of persons
with disabilities.
l Early intervention services for children with
developmental delay or at risk ranging from 0-6
years. The earlier the training, the faster the
development for better inclusion in society.
l A special schooling programme for children
between the ages of 6 and 18 years. The
training focuses on major areas of life such
as communication, socialisation, functional
academics, safety, mobility and hand functioning,
leisure time and recreational skills.
l Vocational training services include support to
adults with mental retardation to be employed
and receive training in appropriate workplace
behaviour and conduct. This includes
personal hygiene, personal interaction,
quality and quantity of work, sex education
and self-advocacy skills. In addition, work
placement services are provided through
sheltered employment, self-employment and
open employment.
l Therapeutic services such as speech, hearing
and communication, physiotherapy, Yoga,
dance and leisure time activities.
l In line with recent developments in national
and international level policies such as the
United Nations Convention on the Rights
of Persons with Disabilities (UNCRPD),
Dakshinya has extended its rehabilitation
16
services through its centres and in the home
and community to reach those in remote and
rural areas.
Innovation
Dakshinya empowers family members and
motivates them to gain and update their knowledge
through various training programmes offered by
the Rehabilitation Council of India. Through this
programme most of the parents are empowered
from the state of parent to an efficient teacher,
by not only serving their child, but for a larger
group and becomes a role model to society.
Such parents also become actively involved in
the decision making progress.
Scalability and Replicability
Dakshinya actively collaborates with other
organisations and Ministries to further its work
and scope. Some examples include:
l Early Intervention Centre
Supported by Ministry of Social Justice &
Empowerment, New Delhi
l Special School for mental retardation
Supported by Ministry of Social Justice &
Empowerment, New Delhi
l Vocational Training Centre
Supported by Ministry of Social Justice &
Empowerment, New Delhi
l Residential / Respite Care Centre
Supported by National Trust, New Delhi
l Samarth CBS
Supported by National Trust, New Delhi
l Caregivers Training Centre
Supported by National Trust, New Delhi
l Sheltered Workshop
Heart and Hand for the Handicapped, USA
l Quality and Inclusive Education – Save
the Children
European Union, UK
l Community Based Rehabilitation Centre
Supported by Hans Foundation, Rural India
Supporting Trust
l Inclusive school for regular children
Supported by Hans Foundation, Rural India
Supporting Trust
Best Practices – Governance and
Financial Management
Dakshinya follows a transparent and open
governance and management practices. Thus
includes:
l For the purpose of accounting, the financial
l The General Body elects the Governing Body
including General Secretary.
l The Office bearers and members of the
Governing Body,including the General
Secretary, shall be elected by the General
Body and hold office for a period of 5 (five)
years or until their successors are elected.
l No person shall be eligible for election to the
Governing Body and shall cease to continue
in the Governing Body, if s/he becomes
insolvent.
l The vacancies in the Governing Body caused
by death, resignation or disqualification during
the 5 (five) years term of the Governing Body
shall be filled by Co-option from the members
of the General Body by the remaining
members of the Governing Body.
Financial management practices include the
following:
l Accounts are maintained for all amounts
received and spent by the society.
l All accounts shall be reconciled at the end
of each month. A statement of receipts and
charges for every quarter is prepared and
placed before the Governing Body for its
approval.
year runs from 1 April to 31 March. The
accounts are closed at the end of each
financial year. They are audited by a chartered
accountant and the audited statements are
placed before the General Body for approval.
Dakshinya Institutes For The Mentally
Handicapped
J.K.C. College Road Extension,
Pedapalakaluru Panchayat,
Guntur - 522 006
Andhra Pradesh
Tel No:(+91)(863) 2359181, 2236826
www.dakshinya.org
17
Action For Autism
New Delhi

About Action For Autism

Vision: A society that views the interdependence of people of every ability as valuable and enriching
and seeks to provide equal opportunities for all.
Mission: To facilitate a barrier free environment; to enable the empowerment of persons with autism
and their families; and to act as a catalyst for change that will enable persons with autism live as fully
participating members of the community.
Action For Autism (AFA) is a parent driven non-profit organisation that pioneered the movement for
autism in South Asia. Started in 1991 as a parent support group AFA currently works in advocacy,
research, education and training to facilitate an environment where persons with autism and their
families can lead inclusive lives. AFA’s focus is on empowering individuals with autism and their families,
and it does not view autism or disability as tragic condition but rather as a different way of being.Since
its inception AFA has played an active and leading role in raising awareness and understanding of
autism and has put autism on the map of India. AFA is now internationally acknowledged as a centre
of excellence.

18
Programmes – Interventions and
Impact
AFA’s programmes include the Open Door
Day Programme, early intervention, social
communication, handwriting, sensory and
occupational therapy and a range of programmes
to support independence, cognitive, and daily
living skills. It runs programmes for vocational
and work behaviours. In addition there are
parent empowerment programmes and outreach
programmes tailored to the needs of families from
within Delhi and across South Asia. AFA also
provides diagnostic and functional assessments.
In addition it carries out a range of trainings and
is involved in research and impacting policy. AFA
celebrates diversity of every kind.
AFA has been successful in advocating for the
inclusion of autism in disability policies and
legislation. In the last five years AFA’s programmes
have impacted 14,514 children; trained 7,134
parents and professionals and disseminated
information to 39,954 families through its journal
and to 5,36,055 visitors to its website.
Innovation
AFA has initiated several new intervention
programmes for young children as well as for
adolescents and adults. It has developed a
programme for work behaviours for adults and
started the setting up of the innovative project
‘Ananda’ to provide supported living to adults with
autism and supported the first person with autism
to become a self-advocate.
Scalability and Replicability
AFA collaborates with agencies like the Ministry
of Human Resource Development’s Department
of School Education and Literacy on the Sarva
Siksha Abhiyan Programme. AFA partners with
Autism Action, USA, Heartspring, USA, Best
Buddies USA and Dortmund University, Germany
which helped AFA scale up its programmes. AFA
also partners with organisations within India to
share learning, support school education, for
research, to raise funds, and to collaborate on
sustaining already running programmes.
AFA plans programmes and shares information so
19
that these programmes can be replicated. AFA’s
school programme, vocational programme and
the innovative Parent Child Training Programme
have all been replicated by organisations in India
and beyond.
Best Practices – Governance and
Financial Management
AFA has clear management and governance
systems. Governing Body members are elected
every two years at the Annual General Meeting
of the General Body. AFA’s Governing Body
provides strategic direction to operations. The
Governing body meets at least four times a year.
Meetings maybe also called beyond this if there
are any critical issues to be discussed and any
decisions to be made.
AFA has a Human Resource Management
Policy that looks into matters concerning
recruitment and selection of staff, working hours,
honorarium and compensation, leave, benefits,
performance review and staff development,
grievance procedures, disciplinary procedures,
ending employment, administrative policies and
practices, and amendment of HR policies.
AFA also has investment policy, purchase and
20
disposal policy. All Governing Body members are
associated with AFA fundraising. All expenditures,
however small, are individually approved by the
Director of Finance and Operations. All purchases
are made after a careful market study. Finances
are audited each year by an independent, external
qualified auditor.
AFA publishes an Annual Report that gives details
of programmes, staff, income and expenditure,
AFA board members and details of international
travelling.
In addition, AFA is an accredited member of
Credibility Alliance and meets its norms.
Action for Autism
Pocket 7 & 8
Jasola Vihar
New Delhi - 110025
Tel No: (+91)(11) 6534 74 22, 4054 0991
www.autism-india.org
Sree Guruvayurappan
Bhajan Samaj Trust - SGBS
Bangalore, Karnataka

About SGBS
Vision: ‘With society, towards serenity’ embodies three concepts:
1. Reaching out to all sections of society
2. Enabling people to be happy and to lead a life of fulfilment
3. Motivating people who are leading a life of fulfilment to give something back to the society

Mission: The mission serves as a blue-print to achieve the vision with the following objectives:
l Serving all sections of society and bringing about harmony through focused programmes
l Providing primary education for the underprivileged through Shiksha
l Providing vocational training for unemployed/underprivileged youth through Unnati
l Preserving Indian traditions, and promoting art and culture through Utsav Unnati’s mission
l Training 1 million youth across the country.

21
Programmes – Interventions and
Impact
Unnati is a vocational and social transformation
programme for the unemployed, less educated,
uneducated and underprivileged youth with a
guaranteed job placement at the end of the
training. The impact of the programme is very
evident at all levels as under:
l Individual
l Economic
l Social
l Workplace
l Corporate
In the last 3 years, the organisation has trained
over 2,000 youth in its centres and placed them
in jobs with reputed corporates. They have
introduced practical elements to the training
curriculum which helps young people understand
the nature of work, its demands and the
responsibilities involved. Working very closely
with industry, the organisation trains people in a
cost effective and quality assured way.
22
As the programme is available to both men and
women, it has had a positive impact on women
and their role in the family. The programme
slogan is “In just 70 days a generation goes
above poverty line—forever” and the same is
proven true in each and every case. With a 100%
placement record, young people are earning over
Rs.6000 per month, immediately after completion
of the training.
Innovation
The combination of theory with basic computer
skills, life skills, values as part of the curriculum
of the whole training programme is unique to the
Unnati programme.
Another very unique aspect is the social
transformation that the Unnati programme brings
about in the youth and their family. It is not just
about getting them a job, but ensuring that they
are responsible citizens.
Scalability and Replicability
The programme has been replicated by
collaborating with other NGOs and running 6
centres across the country but the experience
was limiting. Therefore, the decision was made
to collaborate with other NGOs for infrastructure
support, whilst focusing on the delivery of training
and activities alone. The organisation depends
on sponsorships and donations to manage the
programme and is working hard to create and
implement a sustainable model.
Best Practices – Governance and
Financial Management
The organisation has a Board of 5 Trustees which
constantly works to ensure that best practices
in terms of accountability and transparency are
followed and maintained.The Trustees meet
every month and discuss ongoing activities and
future plans. All decisions are taken with majority
consent. The minutes of each meeting are kept.
There is a robust financial budget process
coupled with a well-defined accounting process
to capture the revenue and expenses by project
and cost centre. All payments are approved by a
minimum of two Trustees. The Trustees do not
draw any remuneration or even reimbursement
of expenditure for their involvement with the
Trust.The fact that the administrative cost is as
low as 4% of the total expenditure is a strong
indicator of how well the finances are managed.
The organisation has all the required approvals
from the government and all submissions to the
statutory authorities happen well within the due
dates.
SGBS Trust - Unnati Centre,
#1, Temple Road,
NGEF Layout, Sadananda Nagar,
Bangalore - 560038
Karnataka
Tel No: (+91) (80) 25384443, 25384642
www.unnatiblr.org
23
Madhuram Narayan Centre for
Exceptional Children
Chennai, Tamil Nadu

About the Madhuram Narayan Centre for Exceptional Children

Vision: Reaching early intervention services to every child with mental retardation and associated
conditions.
Mission: To provide services in early detection, identification and intervention in mental retardation; and
to empower parents and family members in the care and management of children with disability.
The Madhuram Narayanan Centre for Exceptional Children (MNC) was established in Chennai in
December 1989 as a Research come Demonstration Centre to provide early intervention services to
children with mental retardation, and associated disabilities like hydrocephaly, microcephaly, metabolic
disorders, cerebral palsy, Down’s syndrome, autism, and attention deficit hyperactivity disorder/
Attention Deficit Disorder through an indigenously developed systematic programme of training.
Upanayan- meaning ‘to lead along’ - engages parents as partners in the implementation of the
programme. They are trained by the special educators to lead the children towards their developmental
goals. An interdisciplinary team consisting of experts in Developmental Psychology, Neonatology,
Audiology, Occupational Therapy, Physiotherapy, Education, Special Education, Yoga and Information
Technology, besides a Nutritionist and Dietician, have worked on the project which was launched by
Mother Teresa in July 1992 at Kolkata. The training programme, covering children in the age group
2 to 6 years, has since been successfully implemented and more than 5,000 children have benefited
over the last 23 years.

24
Programmes – Interventions and
Impact
The organisation provides early intervention
services for the habilitation of the child with mental
retardation; the rehabilitation of parents and their
empowerment; a nutrition programme; preparing
children to become members of an “inclusive
society” along with non-disabled children; and
supporting children to make a smooth transition
into mainstream society. Key achievements
include:
1. On completion of the early intervention
programme, 17 children out of 60 children in
the 4 to 6 years age group-- i.e. 28% of them--
have joined mainstream schools. Three
children have moved on to special schools
2. 30 children have been selected for the Project
Annapoorna, which caters to the nutritional
aspect of early intervention
3. Twenty parents have gained professional
qualifications in the field of special education
(mental retardation)
4. Three of them have started their own schools,
and some have taken up teaching positions in
other schools
5. A one year diploma course in Early Childhood
Special Education accredited by the
Rehabilitation Council of India saw its first
batch of 13 students complete the course in
2012-2013 creating Special Educators
Innovation
The early intervention programme ‘Upanayan’
an innovation in itself, is based on the legacy
of traditional childrearing practices in India, and
founded upon the results of scientific studies
in child development. Simple and easy to use,
yet structured and suited to the cultural milieu,
Upanayan is both a tool for assessment as well as a
curriculum for training. Its workability and suitability
having been established, Upanayan has opened
up several avenues for the use of novel training
strategies, wafting and weaving the ‘goodness’
in each of the several available augmentative
systems related to human development. To name
a few, yoga practices and music therapy, in each
25
of which an individualised education plan has
been formulated and networked into the matrix of
early intervention training.
Total parental involvement in the training where the
parent is a carry-over agent for the training of the
child in activities of daily living is a unique aspect
of the innovation. Comprehension, precision and
brevity, the hallmarks in the assessment profile of
each child, become presented in the document
‘Social accounting’ carried out periodically, the
recent one 2011-2012 conducted by the Social
Audit Network- SAN India’.
This year, the spirit of innovation is taking on
the children, in their transition to mainstream
education by providing them with the ‘Montessorial’
environment in situ, before they move ahead.
Scalability and Replicability
The Tamil Nadu Government has selected MNC
as a mentor for all the 32 District Early Intervention
centres which means that the Upanyan Early
Intervention programme has benefitted more than
1,500 children across the state of Tamil Nadu.
A public/private partnership with the NRHM was
started to provide services in early detection of
disabilities and referrals to the early intervention
services at the early intervention centres in the
Public Health Centres (PHCs). Two districts,
each having eight centres, have been set up in
the first phase of the project. This has facilitated
in bringing more than 100 children in the rural
villages into early intervention.
MNC has three main sources of funds –
government, corporate sponsorship and individual
donations. MNC gets an annual grant from the
Ministry of Social Justice and Empowerment.
MNC also conducts annual workshops and
international conferences on early intervention in
mental retardation which are now sponsored by
corporates such as banks. Resources are also
mobilised thorough face to face contacts. MNC
is continuously working on a fundraising strategy
for building up a corpus fund to minimise risk and
increase independence.
Best Practices – Governance and
Financial Management
MNC has an 8 member Board who are a mix
26
of development psychologists, educationists,
scientists and lawyers. Board members are
recommended by existing members – based
on skill areas, influence and more importantly
sensitivity to exceptional children. Board
meetings are consistently held every 3 months to
determine the direction of the organisation as well
as its financial stability. The activities are subject
to both social and financial audits.
MNC is run by an effective team of 55 dedicated
individuals under the leadership of an advisor
who, in turn, is accountable to a governing body.
Capacity building of staff is a high priority of the
organisation and it invests in its team.
Annual budgets are prepared for both the
estimated receipts and expenditure based on
the performance of the prior years. A monthly
MIS is prepared to monitor both the receipts and
expenditure and accordingly corrective actions
are initiated. Quarterly accounts are prepared
and submitted to the Board for review during the
meeting. Annual accounts are submitted for audit
and on certification are placed before the Board
for review and approval. For the funds received
from the Government a utilisation certificate duly
certified by the auditor is prepared for submission.
The Centre is externally audited every year by an
external auditor selected by the Board.
Madhuram Narayanan Centre for
Exceptional Children
No.18, Prakasam Street
T. Nagar, Chennai - 600 017
Tamil Nadu
Tel No: (+91) (44) 2834 0575, 28340574
www.mncindia.org
Category : Medium

27
Dream A Dream
Bangalore, Karnataka

About Dream A Dream

Vision: Empowering young people from vulnerable backgrounds by developing life skills and at the
same time sensitising the community through active volunteering leading to a non-discriminatory
society where unique differences are appreciated.
Dream A Dream offers interventions targeted at empowering young people and transforming adults.

Programmes – Interventions and Impact

The Life Skills through Sports, Life Skills through Arts, Dream Mentoring, Dream Connect Programme,
Outdoor experiential camps and Teacher Development are structured interventions that have been
refined over years and today have a combined outreach of over 31,000 young people.
Dream A Dream’s interventions are targeted towards young people coming from vulnerable
backgrounds typified by poor socio-economic situations, unprotected environments and limited
access to opportunities outside of the conventional education system. A total of 5022 hours of life
skills education was delivered throughout arts and sports programmes in 2012-13. Throughout its
programmes the organisation strives to maintain a healthy gender ratio of 43:57 and has an average
attendance rate of 83.20% across batches.
The organisation’s programmes are inclusive, actively involving community volunteers in our
development model and work towards transforming teachers, youth workers, and facilitators in formal
and non-formal education systems. Further, the organisation ensures that all programme stakeholders
actively participate in the development of meaningful interventions.
Dream A Dream has grown to impact the lives of over 31,000 young people from vulnerable
backgrounds and contributed to an increasingly sensitive society by engaging over 2,000 enthusiastic
volunteers.

28
Innovation
Dream A Dream uses innovative approaches
to empower young people from vulnerable
backgrounds by developing their life skills using
a variety of experiential mediums such as sports,
creative arts, outdoor experiential camps and skills
for career development. It further deepens this
impact by empowering teachers, youth workers,
facilitators in adopting a unique Life Skills Model
within their interventions through an intensive
training programme. Dream A Dream achieves
this through a professional team and following the
highest standards of transparency, accountability
and impact. Its unique curriculum, delivery model,
training design framework, partnership model are
geared to sustainability enhance the substantially
of the organisation in the years to come.
Over the last 3 years, the organisation has
innovated in three key areas:
1. Establishing a robust volunteer engagement
model engaging over 2,000 volunteers
clocking over 20,000 hours per year
2. Establishing a robust Life Skills Assessment
tool and quality monitoring model that helps
to measure quantifiable impact and build
consistency across interventions
3. Establishing a Teacher Development
Programme that focuses on transformations
within teachers, youth workers and facilitators
in schooling systems and partner NGOs thus
helping them integrate Life Skills within their
interventions. This has helped to build an
enabling model that will help the larger eco-
system adapt the Life Skills Model and scale
the impact of work substantially.
Scalability and Replicability
Dream A Dream believes systemic change
and lasting impact can only happen through
a collaborative effort. Dream A Dream has
partnered with varied organisations and
institutions within the country and internationally
since inception as well as more intensively over
the last few years with a view to scaling its impact
sustainably. Some of these partners include:
l Partners in the area of curriculum design for
the Life Skills through Sports and Life Skills
through Arts programmes are Grassroots
Soccer, South Africa and Partners for Youth
Empowerment (PYE Global) respectively
l Scale partners include Agastya International
Foundation, Salaam Bombay Foundation
and schools like Mt. Everest School and
Pragna School for the Teacher Development
Programme implementation and scaling
across the country
l Dream A Dream partners with 18 partner
schools and institutions in Bangalore for
the direct delivery of programmes such
as Ananya Trust, Centre for Social Action
(Christ Education Society) and Bangalore
Metropolitan Round Table School among
others
l In addition, the organisation has partnered
with the Global Fund for Children, Marshall
Foundation, Street Football World Network,
B1G1, Oberoi Family Foundation, and
Dell Youth Learning Network amongst
others for long-term support and volunteer
engagement
l Dr. Dave Pearson and Dr. Fiona Kenney, Clinical
Psychologists from UK have been working
closely with the organisation for the last 7 years
to establish the Mentoring Programme and the
Life Skills Assessment tool.
The sustainability of programmes is evident
through the model of partnership and
collaboration. Further, sustainability is built on
refined engagement methodologies, integrating
international best practices, robust and long-term
fundraising strategies, strategic planning and
careful financial planning and execution.
Best Practices – Governance and
Financial Management
Dream A Dream has always strived to build
benchmarks in governance and financial
management practices. The organisation is
governed by a Board of Trustees with clear roles
and responsibilities in areas of governance,
statutory compliances, financial accountability
and strategic direction. The Trustees meet 3-4
times a year to discuss and take decisions critical
for the growth and governance of the organisation.
A Leadership Team comprises of the Executive
Director and Chief Operating Officer ably supports
29
the strategic planning, financial planning and
implementation of the goals of the organisation.
The organisation works on a 3-year strategic plan
process that defines the direction and goals of
the organisation. The strategic direction is setup
through a highly participatory process involving
multiple stakeholders. The direction is then
translated into Annual Goals and Budgets which
are establishing by individual teams and fed back to
the Leadership Team for consolidation. This bottom-
up approach ensures high levels of participation,
engagement, ownership and accountability by
the teams and also helps the team understand
and actively participate in strategic planning. With
ownership and accountability, it also ensures the
right checks and balances are in place to closely
monitor budgets on a quarterly basis.
Variance reports generated throughout the year
once this budgeting information is entered and
tracked per cost centre helps to keep a close
tab on monthly cash flows, pre-empt any large
expenditures in the near future and enhance the
reserve fund, ensuring cash flows are available
for at least 6 months in advance.
Through a robust fundraising strategy, Dream A
Dream also invests in ensuring that it pursues
multiple sources of funding and strive to engage
donors with multiyear commitments.
Finally, the organisation ensures the highest
30
standards of transparency and accountability in
its budgeting and financial reporting processes.
It follows the Credibility Alliance compliance norms
and is accredited by Guidestar India and the
Charities Aid Foundation in India, US and UK.
Dream A Dream has been recognised for its
governance and innovation at the India NGO
Awards in 2007 and 2009; was awarded the
Runner-up at the Most Innovative Development
Project by Global Development Network; and
was a winner of the Outstanding Annual Report
Awards in 2011 and runners-up in 2009 and
2010; and regional finalists for the Apeejay India
Volunteer Awards in 2012.
Dream A Dream
# 11/17, 3rd Cross, 1st Block,
Jayanagar,
Bangalore - 560 011
Karnataka
Tel No: (+91) (80) 40951084
www.dreamadream.org
Network for Enterprise Enhancement and
Development Support (NEEDS)
Deoghar, Jharkhand

About NEEDS
Vision: Value-based communities of dignified and informed citizens.
Mission: Sustained food and nutritional security of marginalised, especially women and children,
through environmentally sound interventions, while considering equity and human rights.
Established in late 1998 as trust, NEEDS [Network for Enterprise Enhancement and Development
Support] started intervention in selected poverty stricken pockets of Bihar and Jharkhand. NEED
has brought about a significant change in the lives of women and children in terms of food security,
sustainable livelihood and overall empowerment of the participating community.
Inclusion strategies are put at the forefront of work, gender issues are incorporated and the digital divide
has been addressed as empowerment indicators across programmes. The technology modulation
centre known as RTP [rural technology park] established in one of the blocks is to conduct Research
and Development in technical and social enterprising and makes a large contribution to the success
of the programmes of NEEDS.

Programmes – Interventions and Impact

NEEDS conducts volunteering and leadership programmes among youth known as Community Leaders
and service providers and engages them with the community. This has become a successful community
led model by NEEDS which supports the development of knowledge and skills. NEEDS takes a holistic
approach to development that includes improved to health service access by women and children in
particular. The activities of NEEDS can be grouped into the following programme areas:
1. Livelihood and food security work with tribal and the most marginalised communities, focusing on
women and children, and ultra-poor initiatives.

31
2. Reproductive health: Working with pregnant
women, newborns and providing interactive
education and pregnancy tracking.
3. Child education and child protection: Providing
courses, remedial education, mainstreaming
with government schools and intervening in
schools for quality of education.
4. Child leadership programme within the
education sector.
Each programme area considers the following
cross-cutting issues:
l Gender
l Entitlement realisation
l Inclusion of excluded [people with disability,
ultra-poor families etc]
l Use of ICTs to address the digital divide
Innovation
Health:
To address the maternal and newborn death,
NEEDS initiated a mobile application which
tagged the ASHA workers home visit programme.
This has created amazing results in behavioural
change among pregnant mothers as the
technology based communication motivated them
to address risk behaviours. The application is
available in the local dialect and includes relevant
pictures and gives users the option to interact and
ask questions. Once the conversation is over, the
data is transferred to a cloud based server and
becomes part of the data stored for monitoring
purposes. Since the data is saved in real time,
monitoring can happen anytime and anywhere
and support decision making processes.
Based on the successful pilot, NEEDS is now
replicating the same mobile application in 3
blocks of Jharkhand and also have incorporated
a research component into it. The design is
developed in such a manner that the technology
can be adopted by the Government for large
scale replication.
Livelihood:
The Ultra poor initiative as a prototype is a unique
selling point for NEEDS which has demonstrated
how a poor family living in a village can be
taken out from poverty through small seasonal
32
interventions into a sustained food security
framework. This 3 year intervention model
involves a direct investment of only Rs.12,000/-
per family.
Child education:
Children led advocacy model of NEEDS has
created large number of child leaders and have
helped resolve various problems of their schools
and their surrounding community. Children are
trained in social enterprising and leadership
modules.
This has also created visible changes in the
personality of children. As a result it has seen
decrease in child marriage, increased girl child
enrolments and retention in schools, reduced school
drop outs, initiated child banking in Government
schools etc. Child banking is helping procurement
of study materials, supporting emergency needs of
children and their respective families.
Scalability and Replicability
NEEDS focuses on developing prototypes that
can be replicated through convergence with
the mainstream programme of government and
facilitating collaboration. Some programmes are
being replicated in over 125 schools and others
include; the ultra-poor programme initiative; and
the ODF/WASH programme initiative.
Best Practices – Governance and
Financial Management
NEEDS is governed by its 9 member board
of trustees which, in addition to governance,
extends technical support to the staff team as
and when required based on their core skill areas.
The Board also helps mobilising resources and
helps in establishing linkages. NEEDS also has
a core committee of 6 members representing all
sectoral team leaders, admin and finance and
gives feedback to the Executive Director to:
1. Take up issues to resolve that are beyond the
control of sectoral leaders
2. Review resource mobilisation and develop
mechanism to support other sectors on
resource mobilisation etc
3. Review 5 years strategic plan periodically
and review and facilitate within organisation
 programme integration strategies vis a vis
Strategic plan
4. Feedback on HR and admin issues.
NEEDS is governed by the following
policies:
1. HR Policy
2. Financial Manual and policy
3. M&E policy
4. Gender and diversity policy
The above policies are developed through
participatory process engaging board and team.
Project performance is reviewed through monthly
review meetings, field level periodic monitoring
visits, mid-term review and evaluations, monthly
result reporting systems.
Individual staff have annual performance plans
and performance plans are reviewed 6 monthly
basis and feedback is given by their direct
reports. Performance is tracked through a strong
monitoring system.
Financial management is guided by a manual.
Accounting is done in tally, annual budgets are
prepared, and expenses are made against
approved indents, requisitions and as per
procurement policy, this is monitored by internal
auditor. The statutory audit is conducted on 6
monthly basis by an external auditor. NEEDS
complies with all statutory norms of governance
and maintains transparency through disclosures
in annual reports and websites.
Network for Enterprise Enhancement and
Development Support (NEEDS)
Circular Road,
Deoghar - 814112
Jharkhand
Tel No: (+91) 9204795008
www.needsngo.in
33
Raphael, Ryder Cheshire
International Centre
Dehradun, Uttarakhand

About the Raphael Centre

Vision: To alleviate human suffering by providing relief and rehabilitation facilities to those in need
and to be a model centre of excellence in the chosen fields.
Mission: To provide relief in the field of the Leprosy cured, intellectually disabled and those with
Tuberculosis both in-house and through outreach.
Raphael was established by world-renowned humanists Lord Cheshire and his wife Lady Sue Ryder
in 1959. It is a registered Society named Raphael Ryder Cheshire International Centre for the Relief
of the Suffering. Raphael signifies the Archangel of healing. Main areas of activities are in the field
of intellectually disabled children and adults, Leprosy cured including Leprosy parentage children,
Tuberculosis, courses related to disability (mental retardation) and learning disability (Dyslexia).

Programmes – Interventions and Impact

The organisation provides relief and rehabilitation of adults and children who are intellectually disabled
and associated support for their well-being consisting of the following:
l A ‘Day Centre’ including early intervention unit for schooling of children
l A hostel
l Vocational training
l Community Based Rehabilitation (CBR) programme
l Assessment and remedial measures for children with specific learning difficulty (Dyslexia)
l Training of professionals in the field of disability management.
l Rehabilitative workshop

34
l Appointed as ‘State Nodal Agency Centre’
(SNAC) for Uttarakhand by the National
Trust.
Achievements include:
l Providing a life of purpose and dignity to those
cured of Leprosy
l Providing boarding and schooling facilities
and assistance in rehabilitation to children of
leprosy parentage
l OPD and Hospital care for TB patients
including Multi Drug Resistant (MDR)
l Bronze Medals to 29 intellectually disabled
and 26 leprosy parentage children on
successful completion of International Award
for Young People
l 35 children and adults with disability in the
CBR programme rehabilitated
l One of their boys, Sumit Roy participated in
Special Olympics held in February 2013 in
South Korea and won a Silver Medal
l 19 MDR patients cured successfully
l 9 students of leprosy parentage are now
employed in various jobs
l The National Trust declared them as the Best
NGO in India in 2011
l 19 Children and adults with intellectual
disability are presently working in Raphael’s
Rehabilitative Workshop and are receiving
stipends
l Cure rate of TB patients over 85% and of
MDR TB Patients around 50%
l On an average 170 residents are cared for
on a daily basis. Added to this is another 77
who benefit from services daily from the local
community.
Innovation
l An Assisted Independent Living Programme
for four girls with intellectual disability
l Conducted two mobile outreach programmes
for the intellectually disabled in the interior of
the state, with the help of District authorities
l Possibly the first NGO to have brought
children with disabilities to participate in the
International Award for Young People (IAYP)
programme
l Instrumental in establishing a Dehradun
Disability Forum consisting of NGOs working
in the disability field
l Of 106 employees, 60 are females
l Of the 360 beneficiaries of different
programmes, 50% are females
l The independent living skills project involves
four girls
l In a course capacity of 170 students for
professional course, 93 are females
l Preference given to persons with disabilities
towards employment. Presently there are 23
such employees.
Scalability and Replicability
The organisation collaborates with mainstream
schools towards remedial help for children
with special needs. Students from main stream
schools volunteer their services and work with
children. The organisation also collaborates
with the association of parents of children with
disability for long term planning in respect of their
wards and with disabled person’s organisations to
promote advocacy. Partnerships are also formed
with other NGOs for service provision as well as
with State Government.
There are plans to scale up the Assisted Living
Project to cover four boys. The mobile outreach
programme is being extended and the ultimate
aim is to reach the doorsteps of as many as
possible in the remote areas. This approach is
being replicated through NGOs in other areas.
Impressed with the success of the organisation’s
intellectually disabled children, the IAYP
authorities are considering involving more children
with disabilities. The State TB authorities already
have a MDR ward facility in another hospital.
However in case of shortage of beds they have
desired to use the organisation’s MDR ward.
Best Practices – Governance and
Financial Management
There are 14 Governing Council Members all
of high social standing with varied experiences.
The tenure of a Council Member is 3 years with
provision for re-election. The Council members
are elected at the Annual General Meeting. The
Governing Council meets once in a quarter. The
responsibilities of Members include:
35
l Technical guidance and advice through
quarterly meetings
l Advice on sound financial Investments and
accounting procedures
l Spreading awareness about the organisation
and thus obtaining donations for the
organisation
l Mentoring and monitoring campus
development, rehabilitative workshop and
PR activities along with keeping in touch with
Sponsors, on finance matters and legal issues.
The CEO is the executive head. Policies and
standard operating procedures have been made
for different activities/programmes/administrative
aspects.
Financial Practices
The organisation has a well-documented financial
policy, there is a Finance Committee chaired by
the Chairperson with a few co-opted members
(financial experts) from the society, who provide
independent guidance and advice. The budget is
prepared annually. Key decision makers are:
 Finance Committee
 Chairman
 Governing Council Members
l The annual budget and the annual audited
statement of accounts audited by experienced
Chartered Accountants are approved by
Governing Council Members
36
l Control on expenditure is exercised through
regular monitoring by the CEO and the
Chairman
l The auditor is appointed at the Annual General
Meeting
l The Finance Committee identifies and
monitors the market trends and other
opportunities and risks and renders advice to
Finance Manager and the CEO
l Individual sponsors take ownership of
identified individuals and bear their
maintenance costs in Raphael
l Heads/senior executives visit Raphael before
funding decisions to see the benefits of their
support.
Raphael, Ryder Cheshire International
Centre
P.O. Box -157, End Mohini Road
Trans Rispana Nadi
Dehradun - 248001
Uttarakhand
Tel No: (+91)(135) 2674901
www.raphael-ryder-cheshire.org
Vidya Sagar
Chennai, Tamil Nadu

About Vidya Sagar

Mission:
To focus on:
l Persons with cerebral palsy, no matter how profoundly affected, and other disabilities, where
facilities are inaccessible
l Their families and the communities they live in
l Demystification of disability, independence and social inclusion of the disabled.
The organisation believes:
l In the right to equality of opportunity
l In the right to make informed choices and so, meet one’s individual needs
l That disability is a development and a human rights issue.
The organisation values:
l Differences
l Collective initiative
l The spirit and positive attitude we bring to our work each day.
Vidya Sagar works with children and adults with neurological impairments, their families and their
communities.

37
Programmes – Interventions and
Impact
Programmes and services include:
l Advisory and Referral Clinic
l Out Station Programme
l Home Management
l Early Intervention Programme
l The `Day Centre’
l The `Employment Education Centre’
l `Adult Leisure Programme’
Programme’
l `Kalakkal Café’
l Marketing Federations
l The Inclusion Department
l The `Community Based
Programme
l The Disability Legislation Unit
l Human Resources Development Programme
l Assessment
38
l Intervention programmes in special education,
therapy, vocational training, employment,
leisure, inclusive education, capacity building
of community workers, creating trained
professionals and advocacy.
The impact is seen from the number of individuals
and organisations demanding services and the
attendance of individuals in these programmes.
The number of students in the Day Centre stands
at 167, with many still to be enrolled. The demand
for ‘Early Intervention’ services have increased.
The need for services in Low Vision and Alternative
and ‘Youth and Augmentative Communication’ (AAC) has
been on the rise. Alumni have been employed
in private and public sector undertakings, or
have started independent units. The Disability
Legislation Unit has impacted laws and policies
at the state and national level by bringing persons
Rehabilitation’ with disabilities together.
The organisation is now recognised and invited
by many organisations to conduct specific training
programmes in Early Intervention, Low Vision,
Alternative and Augmentative Communication
and Inclusion. All students irrespective of their
economic condition, religion, caste or gender,
access available services.
Innovation
The Advocacy Unit has been recognised as a
strong force with networking capabilities, bringing
persons with disabilities together and impacting
changes in various programmes, policies and
schemes.
Scalability and Replicability
Programmes are cost-effective, need based and
community oriented and, therefore, scalable and
sustainable. Funds are raised with and by the
community. Partners include:
l Parents who attended the ‘Out Station
Programmes’ who have started services in
their localities, with technical support
l The Sarva Siksha Abhyian programme to
train the teachers and set up resource rooms
l Board of Indian Schools, Muscat for creating
inclusive education systems
l Professional colleges to let their interns work
at the centre
l `Perkins School for the Blind,’ providing us
skills and exposure for international training in
Alternative and Augmentative Communication
and Low vision
l The Indian Institute of Technology (IIT)
Madras, the Anna University, 99 & I, and
other professionals for creating indigenous
communication devices such Aditi, a non-
contact switch; Slate, a communication device;
and Avaz - a voice output communication
device
l Hospitals to provide medical services to
students
l Developmental organisations receiving
technical support through the Community
Based Rehabilitation Programme
l An international organisation called “Basic
Needs” in the area of mental health
l The Government programme, Vazhndhu
Kattuvom, to increase the reach and build up
more human resources.
39
Best Practices – Governance and Vidya Sagar does not have formal
Financial Management appraisals.
Vidya Sagar is a society registered under the The Fundraising Department has a full time
Tamil Nadu Society of Registration Act 1975. The employee in the post of ‘Coordinator-Resources’.
management of the society, administration of its Budgets for projects are made every year. Funds
funds, assets and properties is vested solely in are raised through fundraising events and project
the Governing Body. proposals, government grants, and cards and
calendars made by students. Sadya, a fundraising
The term of office for the Governing Body is
annual event, raises an assured income.
three years. Election of its members is held at the
General Body meeting. The primary role of the The organisation follows a foolproof and
Board is to formulate plans and programmes to transparent system of accounting. Transactions
achieve the aims and objectives of the Society. are made ona cash basis if is less than Rs.10,000/-.
The Governing Body meets at least twice a year. All other transactions are done by cheques, or
The quorum for the meeting is 5 members. by RTGS.The accounts are audited by external
auditors.
The General Body meets annually within six
months after the expiry of the financial year.
Major policy decisions are made by the Director
and the Chairperson, and presented to the board
for approval. The Governing body may, from time
to time, convene an extraordinary general body
meeting to transact any special business.
The senior management team plays a significant
role in the planning and implementation of
projects at the operational level and in strategic Vidya Sagar
planning. Major operational decisions are made
# 1, Ranjith Road, Kotturpuram
in the senior staff meetings. Planning for human
Chennai - 600 085
resources, financial resources and infrastructure
Tamil Nadu
is made during these meetings. All staff members
Tel No: (+91) (44) 22354784, 22354980
are actively involved in both planning and
www.vidyasagar.co.in
implementation.

40
Category : Large

41
Hand In Hand India
Kancheepuram, Tamil Nadu

About Hand In Hand India

Vision: Hand in Hand’s vision is to alleviate poverty through job creation and integrated community
development.
Mission: Hand in Hand’s mission is to work for the economic and social empowerment of women, by
creating enterprises and jobs through an integrated development approach that creates sustainable
communities.
Hand in Hand India (HiH) is a public charitable trust with its headquarters in Kancheepuram. HiH initially
focused on a child labour eradication programme in Kancheepuram district when it was registered in
2002. Later HiH expanded its interventions and now implements a holistic development approach referred
to as the Five Pillar Programme spanning across key sectors to address the factors pertaining to poverty
and to bring out the sustainable development in the communities. These sectors are:
1. Self-help groups and job creation
2. Education
3. Health
4. Environment
5. IT and Governance
Currently HiH operates in 30 districts across 8 states in India and reaches around 835,000
underprivileged people.

42
Programmes – Interventions and
Impact
An earlier goal of creating 1.3 million jobs by 2013-
14 has been achieved well ahead with creation
of more than 1.3 million jobs by Feb 2013 itself.
Now the new goal is to create 5 million jobs by
2020.
HiH’s “Unique 5 Pillar Approach” is founded on the
concept of help to self-help, through participation
at the grassroots level.
1. The Self Help Group pillar focuses on
mobilising poor women into self-help groups,
build their capacity, facilitate credit access
and enable them create enterprises and jobs.
Jobs created: 1.3 million as of March 2013
2. The child labour elimination pillar focuses on
moving children out of any income generation
activity and ensuring that all children out of
school enrol and attend school regularly. This
pillar also runs transit schools and tuition
centres. 162,165 drop outs are enrolled in
regular schools
3. The health pillar focuses on providing basic
health care services to areas that have limited
access to primary health care and creates
referral linkages with the government. To
date, 7,192 children have been brought out of
malnutrition
4. The Citizen Centre pillar focuses on
strengthening democracy at the grassroots
level by delivering governance related
services and bridging digital divide by
offering computer based services through an
information technology kiosk. So far, 395,685
persons were given computer literacy.
5. The Environment pillar focuses on promoting
solid waste management and watershed
management. 360,559 households are
covered with daily garbage disposal and
effective solid waste management system.
Activities are inclusive and have reached out to
835,000 marginalised women. More than one third
of the total beneficiaries are from most vulnerable
sections such as scheduled castes, scheduled
tribes, single women, widows and differently
abled persons. The organisation also reaches out
to the members in the underdeveloped regions in
Madhya Pradesh, Rajasthan, Uttar Pradesh and
Odisha.
Innovation
Hand In Hand has applied business principles
of corporate management in development
interventions and measuring results through
external evaluation, which has led to more
efficiency. The organisation promotes value
chains in the key sub-sectors (dairy and vegetable
cropping) and supports activity based groups.
Scalability and Replicability
l Replication & Scale: HiH has achieved the
scale by replication of Hand in Hand’s model
of “Job creation” in diverse geographies
including 8 states across India and in Brazil,
South Africa, Kenya, Afghanistan and
Cambodia. Such replications are successful
due to the contextualisation of the base
model and continuous capacity building and
handholding support offered by Hand in
Hand
l Collaborations: Hand in Hand has collaborated
with Multi - laterals (Inter - American
Development Bank for replication in Brazil,
the Asian Development Bank for promoting
energy based livelihoods in Madhya Pradesh,
UNDP for preparing Policy Practice Atlas for
Microfinance in India, UNICEF for a study on
Village Health & Nutrition in Tamil Nadu)
l With international agencies such as GiZ
(German International Cooperation) for
undertaking National level study on Self Help
Groups and developing training modules on
SHG bank linkage for Bankers, Asian Institute
of Technology, Bangkok for replication of HiH
model in South East Asia
l Ministries and Departments of National, State
and local Governments (Ministry of Women
and Child Development, Government of India
for facilitating convergence in Rajasthan and
for promoting eco-tourism in Uttar Pradesh in
association with Dept. of Tourism, Government
of Uttar Pradesh, Government of India for
SSA programme, Government of Tamil Nadu
for State Balanced Growth Fund project,
NABARD for natural resources management
programmes and local governments for solid
waste management and elimination of child
labour programme)
43

l Academic research Institutes like the Frankfurt
School of Finance and Management,
Germany for ADB project backstopping and
IFMR/CMF-Institute of Financial Management
& Research / Centre for Micro finance for
impact evaluation in SHG programme) and
l Corporates (Salcomp, Flexotronics, Apollo
Tyres, L&T, Auromira and BNP Paribas for
implementing CSR programmes).
The organisation is taking the following steps
towards sustainability:
o Diversifying the donor bases and targeting
institutional donors
o Promoting the community based
institutions to continue the work in the
post project period
o Transforming income — generating
portfolios into a regulated entity in order
to reinvest profits into the organisation
and help to subsidise its activities.
Best Practices – Governance and
Financial Management
l The Board comprises of eminent people from
diverse fields to give strategic inputs
44
l Gender: Out of 6 Board members, 2 are
women
l Board members undertake field visits and
guide the team
l Quarterly Board meeting dates are finalised
upfront for the year and printed in the diary
l The Board agenda is circulated well ahead
(i.e. 10 days before) of the Board meeting
l Each Board meeting is conducted in a
professional manner and minutes are
circulated
l The Chairperson and Chief Executive Officer
positions are held by different persons as a
better form of corporate governance.
Financial Management practices
l More transparency in financial management
(i.e. uploading of annual reports and financial
statements in the organisation’s website and
appropriate disclosures)
l Professional audit of accounts by one of the
Big 4 audit firms – E&Y
l Internal audit systems in place to ensure
effective control and checks and balances
l Availability of Finance and Accounts manual
and a team of around 120 accounting persons
to ensure the implementation and supervision
of the financial aspects
l Project-wise special audits to give Utilisation
Certificates to the donors
l Compliance with FCRA and IT rules and filing
of returns on the due dates
l All donor funds routed through separate bank
accounts
l Tally based accounting software to ensure
effective tracking of transactions
l Headed by a group CFO assisted with
professional chartered accountants.
Hand in Hand India
90 A Nasarathpet village,
(opposite Pachayappas Men’s college)
Little Kancheepuram
Kancheepuram - 631503
Tamil Nadu
Tel No: (+91) (44) 6720 1000
www.hihindia.org
Hemophilia Federation India
New Delhi

About Hemophilia Federation India

Vision: Hemophilia without Disability, Children Free of Pain
Mission:
l Reaching out to persons with Hemophilia
l Providing total care
l Educating, training and rehabilitating
l Involving government and other organisations
l Research and prevention of Hemophilia
The Hemophilia Federation India (HFI) is the only national umbrella organisation in India working
for the welfare of the People with Hemophilia (PwH) through a network of 76 chapters spread over
four regions. It aims to reach out to PwH and provide total quality care, education, make treatment
available at affordable cost, psycho-social support, and economic rehabilitation and thus help them in
improving the quality of life without disability and free of pain.

Programmes – Interventions and Impact

All programmes areall inclusive in terms of gender equity and are for underprivileged community
members. They include:

45
MEDICAL ASSISTANCE PROGRAMMES

PROJECTS BENEFICIARIES IMPACTS

Sponsor A Child-SAC Regular AHF support was
provided to 76 Children with
Hemophilia (CWH) disability and premature
The Hans Foundation 30 P/CWH were given
immediate medical assistance in
emergencies. blood borne diseases like
SAIL Supported Special Cell
Group (HIV infected) to 100
beneficiaries worth Rs 10 lacs.
BHEL 151 BPL & Poor P/CWH were
supported with free AHF
ONGC Financial assistance for CD for
unmarried women & pre-natal
diagnosis for female members of
hemophilia family.
Give India Financial support for carrier
detection & pre-natal diagnosis,
Factor support in emergency
cases.
Continuous AHF support
has resulted in preventing
death. This also has reduced
the risk of contracting
HIV, Hepatitis C & B Virus.
Through this support many
lives are saved & many P/
CWH are able to live a normal
life.
- Identified Hemophilia
carriers
- To arrest spread of
Hemophilia population
- Prevention of a newborn
child with Hemophilia

EDUCATIONAL SUPPORT

PROJECTS BENEFICIARIES IMPACTS

Sponsor A Child-USA 529 poor CWH were supported
through scholarships
The Hans Foundation 50 poor and BPL CWH were given
scholarships
ONGC Education support to 1000 BPL
CWH under the Project HEAT
(Hemophiliacs Education And
Transformation)
Through this support the
organisation met the basic
necessities, school fee, books,
stationeries and transportation
of beneficiaries. As a result they
have been able to continue
their studies.

EDUCATION & AWARENESS ON HEMOPHILIA

PROJECTS BENEFICIARIES IMPACTS

The Hans Foundation Awareness on Hemophilia Awareness and remedial
(CHETNA) generated through 90 measures
educational institution
Continuouse Medical Medicial Fraternity (Doctors, More than 15,000 medical fraternty
Education to Medical medical students, researcher & were educated about Hemophilia,
Fraternity (CME) para-medical staff) their management and treatment

46
CAPACITY BUILDING PROGRAMMES

PROJECTS BENEFICIARIES IMPACTS

Volkart Foundation
DANIDA/DHS
Novo Nordisk Hemophilia
Foundation (NNHF)
Chapter Development through
technical and financial support
Creation and Development of
Youth Group of HFI (YGHFI)
Creation and Development of
Women Group of HFI (WGHFI)
4 model chapters were
developed
Creation of 2nd line
leadership generation More
than 200 youth leaders are
actively involved in national
and local level activities.
Identified more than 150
women leaders who are
actively involved in national
and local level activities.

Innovation & KEM Hospital Mumbai and started locating

In the last 3 years, the organisation has engaged
in the following innovations:
l Extensively involved in directing research on
Hemophilia
l Research on treatment of Hemophilia through
Homeopathy
l Development and empowerment of Youth
and Women group of HFI
Lobbying with the Government has resulted in:
l Availability of free AHF in 18 states of the
country
l PIL has been filed in the high courts of the
remaining states
l Inclusion of Hemophilia in the list of bench
mark disabilities
l Hemophilia along with other bleeding
disorders has been included in the draft
12th Five Year Plan for comprehensive care
services through 120 medical college across
the country
l The development of National Hemophilia
Registry (NHR) a detailed database of all the
PWHs of the country
l 250 laboratories across the country have been
brought under External Quality Assurance
Services (EQAS) programme
l India has designated two International
Hemophilia Training Centres (IHTCs) for Asia
Region i.e. Christian Medical College-Vellore
4 National Hemophilia Training Centres
(NHTC) across the country.
Scalability and Replicability
Because of its forceful lobbying and awareness
programmes at various levels such as government,
civil society, funding agencies, corporates,
institutions and individuals, the organisation has
successfully been able to collaborate with:
a) ONGC for supporting education to children
with Hemophilia programme, carrier detection
of women, prenatal diagnosis of married
women and finally treatment support to people
and children with Hemophilia
b) SAIL for treatment support to those patients
who have also acquired HIV because of
whole blood transfusion
c) BHEL for treatment support to school going
children with Hemophilia
d) The Hans Foundation for both educational
support and treatment support to the children
located in far flung villages and hilly areas
e) Save One Life project by an US based
organisation for generating livelihoods
amongst families and children with
Hemophilia
f) Sponsor A Childon a project supported by
Hemophilia society UK for giving regular
treatment support to CWH’s.

47
Best Practices – Governance and
Financial Management
Executive Committee (EC) Members are
appointed in the Annual General Meeting through
voting for a term of 3 years. EC meetings are held
on a quarterly basis i.e. four meeting in a year. It
is mandatory for all the board members to attend
the meeting.
of each month is analysed, suitable corrective
steps taken and results reported to the Executive
Committee.
During the Annual General Meeting held in
September every year, the Members present
appoint the Audit firm as the External Auditors,
and who holds Office till the next Annual General
meeting.

Within the Executive Committee, there is a Vice-

President Finance, who is an Honorary Office
Bearer, generally having excellent Finance
Background. As per the decisions of the Executive
Committee, all expenses are monitored and
controlled, and suitable follow up measures
taken to achieve the goals for Income generation
and programme implementation. On a year to
year basis, budget estimates are made and
review carried out at every Executive Committee Hemophilia Federation (India)
Meeting. A-128, Mohammadpur
The financial powers of departmental heads have (Behind Bhikaji Cama Place),
been fixed, and overall responsibility is placed on New Delhi - 110066
the Chief Executive Officer. A monthly information Tel No: (+91) (11) 2617 4020, 2617 5791
system reporting is in place and the performance www.hemophilia.in

48
Magic Bus
Mumbai, Maharashtra

About Magic Bus

Vision: Magic Bus will give millions of children living in poverty the opportunity to control the way they
view the world, the freedom to choose the role they will play in it, and the power to define their own
destiny.
Mission: Magic Bus is committed to developing local community mentors who take children living
in poverty on the journey from childhood to livelihood. Its mentors work with children and parents
through a weekly curriculum of sporting activities, which are used as metaphors to change behaviour
in the areas of education, health, gender and livelihood 
They always access existing community
partnerships to ensure that young people move from poverty, and develop into young adults with
greater control and choice. All Magic Bus graduates are offered the opportunity to enrol in livelihood
programmes, creating at scale, a movement of competent, confident young people ready to make a
significant difference to their lives.
Magic Bus trains and guides community-based mentors to deliver a long term programme that focuses
on education, health and gender equity to create proven behaviour change among children. To do
this, it uses a comprehensive curriculum that uses sport and activities as a metaphor and is delivered
using a mentoring approach.

Programmes – Interventions & Impact

Magic Bus works exclusively with India’s geo-graphically, economically and socially marginalised
communities, living in pockets of urban and rural poverty. Interventions are focused on delivering
sport for development programmes based on a curriculum developed and incubated in Magic Bus. At
the core of the interventions are the sessions delivered to groups of up to 50 children. 42% of children in
Magic Bus programmes are girls.

49
Impact measured by external and
internal studies:
l Education – Participation in the Magic Bus
programme makes a child attend more
regularly at school, reducing his/her chances
of dropping out and increasing the possibility
of the child moving into higher grades
l Gender Equity – By the time a Magic Bus child
finishes her or his first year in a programme,
she or he is more aware of issues relating
to gender equity and rights, and is therefore
better equipped to behave fairly with people
of any gender
l Health and Hygiene – By the time a Magic
Bus child finishes his or her first year, she or
he starts exhibiting a high degree of health-
related knowledge, beliefs and practices
l Sexual and Reproductive Health – Young
women and girls in Magic Bus report a higher
degree of control over their sexual and
reproductive health.
Innovation
l Use of sport and play based activities
l Address diverse development issues
50
l Use local (in-situ), community-based
mentors
l Has developed a unique constructivist
curriculum focusing on learning by doing
l The curriculum is flexible, to address varying
needs of context
l Work on long-term engagement
Backed by a strong Monitoring and Evaluation
System
l Regular data collection and tracking through
an online MIS
l Specific tools and formats to assess impact
l External evaluation and action research
partnerships
Scalability and Replicability
Magic Bus has focused on building two broad
kinds of collaborations to scale up and replicate
its programmes. First, the organisation works with
many of the Government of India’s own programmes
including the Sarva Shiksha Abhiyan (SSA), and
the PYKKA, a government rural sports initiative to
enable replication of the Magic Bus model.
Second, it works with and through donations from
strategic and individual partners to scale up our own
outreach. In the last 3 years, such donor partnerships
have helped Magic Bus reach 11 States.
Magic Bus is planning a tripling of its fundraising
income using segment-specific strategies with
corporate and other donors to meet its projected
outreach of one million children by 2016.
Best Practices – Governance and
Financial Management
Transparency is one of Magic Bus’ core
approaches, and something the organisation
uses to help build resilient relationships with all
stakeholders. Within the organisation, the value
is held in terms of sound auditing practices and
ensuring the communities (including strategic,
institutional and individual donor partners) have
full access to any information they need or seek.
The organisation has a professionally qualified
Finance, HR and Legal team headed by the CEO
to look specifically into continuous improvement
of systems and practices as per best practices in
terms of financial management. A Finance Manual
governs all transactions at Magic Bus. Similarly,
a Governance Manual details all systems and
practices related to running the organisation.
As per industry standards, Magic Bus is audited
externally as well as internally, every year. All
audited statements of accounts are published on
the website for anytime access. Visit http://www.
magicbus.org/transparency for more information.
Child protection is a core value in the organisation’s
work and it is mandatory for all staff, volunteers and
visitors to sign the Magic Bus Child Protection Policy,
translated into 7 languages for easy access in all
the regions of India we work in. Read the complete
Child Protection Policy on http://www.magicbus.
org/cms/know-more/child-protection-policy.
Magic Bus
Room 5, 2nd Floor, A Wing, Todi Estate
Sun Mills Compound, Lower Parel
Mumbai - 400013
Maharashtra
Phone: (+91) (22) 43339393
www.magicbus.org
51
Socio Legal Information Centre (SLIC)
New Delhi

About Socio Legal Information Centre (SLIC)

Vision: To create a justice delivery system that is accessible, accountable, transparent, efficient, and
affordable and which works for the underprivileged.
Mission: To protect fundamental human rights, increase access to justice for marginalised communities,
and eliminate discrimination.
Socio Legal Information Centre evolved out of a national workshop on “Human Rights, Social
Movements and the Law in India’ in 1989. In the late 1980s, when its work began it took the form of
day to day legal aid for poor people. The Socio Legal Information Centre found itself growing in a
situation where there were very few groups providing legal aid for the poor.
Since 1989, SLIC has grown into an organisation with legal aid centres in several parts of India. The
Network has grown to become one of the foremost organisations in the country working on access
to justice for marginalised individuals and communities. In collaboration with effective communities,
NGOs and the judiciary, SLIC also works on training in human rights law, law reform, monitoring and
investigation into human rights abuses and ‘Know-your-rights’ publications. SLIC was started as a
network to enable people to use the courts to fight for justice, and it is with that vision that it continues
to expand and grow.

52
Programmes – Interventions and
Impact
SLIC is a non-profit public trust which houses
four divisions. These are the Human Rights Law
Network (HRLN), which focuses on legal aid, the
Centre for Constitutional Rights, India (CCRI)
which conducts academic courses on human
rights law and access to justice; the Indian/
Independent People’s Tribunal, a people’s court;
and Human Rights Law Network (HRLN) journal,
Combat Law.
The HRLN provides legal aid to tens of thousands
of people every year and has become the leading
group in the country on the use of public interest
law to bring practical benefits for the working
people. The Centre for Constitutional Rights,
India, though in its formative stages, has the
potential of becoming an important human rights
law training academy in South Asia, particularly
since countries in the developing world look to
India for human rights law jurisprudence. Combat
Law has become the finest journal of human
rights law in India.
SLIC works:
• To raise the level of pro bono legal expertise
for the poor to make the work uniformly
competent as well as compassionate
• Bring human rights law education in India into
the mainstream
• Build alliances between the judiciary and
rights based initiatives to sensitise the judicial
system to a more inclusive understanding of
human rights and to an increased awareness
of human rights law and practices in different
parts of the world.
Innovation
Providing free legal services to the poor and doing
a large number of public interest litigation (class
action petitions) is innovative in the sense that
there is no country in the world with the exception
of Colombia where the legal system entertains
public interest litigations on the scale India does. It
is innovative in that any socially conscious person
can file a petition in the High Court of the states
53
or the Supreme Court of India for reliefs for large
sections of the poor on issue such as the right to
food, the right to healthcare, the right to education,
and the right to education, and the right to housing
and so on. The use of public interest litigation
on the scale done by SLIC (Human Rights Law
Network) with the practical impact it has had on
lives of the poor is unprecedented in the world. It
is also unparalleled for any organisation to access
the legal system in the manner to win substantial
victories and change the lives of the exploited in
an immediate and quantifiable manner. In this way
lofty constitutional law principles, are translated
into order of the court which are implemented
bringing relief to the disadvantaged.
Scalability and Replicability
SLIC/Human Rights Law Network through its state
units and district level network is collaborating
with the NGOs, CSO judiciary, Law colleges,
universities and likeminded institutions for
advancing the cause of human rights violations
in the urban and rural areas of the country.
SLIC is expanding its services to the poor and
marginalised communities in Pakistan, Nepal,
Bangladesh, Sri Lanka, Afghanistan and other
countries of South East Asia by providing training
to the lawyers, paralegals, social activists,
judges and the communities on constitutional
rights, legal aid and public interest litigation by
collaborating with the universities and human
rights organisations in these countries. India is
seen as leading the world In Public Interest Law.
Hence, the countries of South East Asia naturally
look towards India for collaboration in the field
of Public Interest Law. SLIC through its sister
concern, the Centre for Constitutional Rights is
54
collaborating with the institutions and universities
of South East Asia for imparting training to the
lawyers, judges, social activists and paralegal
persons with the goal of advancing the rule of law
and protecting human rights by supporting the
poor in these countries.
Best Practices – Governance and
Financial Management
SLIC/HRLN strives to follow a professional system
of governance and has made its functioning
transparent and uses democratic methods in
decisionmaking. It has well documented financial
and personnel policies, the internal audit is carried
out quarterly, and statutory auditing takes place
at the end of the financial year. It has developed
some financial formats which are strictly used by
the Delhi staff as well as by units across India.
Based on the information submitted by them,
joint monitoring visits are made by staff from
time to time. Sometimes surprise visits are also
made to units by programme and finance staff
from Delhi to ensure that all the resources given
for approved activities are properly utilised and
accounted for. The units also receive training on
programme and financial management.
Socio Legal Information Centre
576, Masjid Road, Jangpura
New Delhi - 110014
Tel No: (+91) (11) 24374501, 24379855
www.hrln.org
Assessors

Hiren Mehta is with Harmony for Silvers Foundation as Head of Programmes and is
responsible for the overall functioning of the Harmony Interactive Centres, the initiation of
networking activities with other organisations nationally and internationally, workshops, the
Senior Citizens’ Run (in Mumbai, Delhi and Bangalore), and the Harmony Silver Awards. He
also plays a key role in conceptualising and the implementation of a state-of-the-art senior
citizens commune being developed in Jaipur. He was part of the committee constituted
by Government of Maharashtra for reviewing the State policy on Ageing. He is also the
committee member of the National Alliance of Senior Citizens Association in India (NASCAI).
He has served as external assessor of the India NGO Awards for the past four years.

Kumar worked with a multinational company in the corporate world, before he found his
calling in the social sector. He has been with The Samarthanam Trust for the Disabled for
the past couple of years, working round the clock towards the vision of a level-playing field
for the differently-abled. A passion for the cause keeps him going. Kumar is delighted to be
associated with The Resource Alliance as an assessor for the India NGO Awards 2012/13,
which he feels is a great way of recognising the dedication of everyone who is striving hard to
make a difference. He has also served as external assessor of the India NGO Awards 2011.

D Narendranath, has been working in PRADAN, since 1989. For the first 10 years of his
career, he worked on Jharkhand-based projects of PRADAN and then moved to Rajasthan
to initiate PRADAN’s intervention in a new area there. His work in the field mostly involved
promoting SHG based poor peoples’ institutions, undertaking livelihood interventions, and
building linkages with a variety of stakeholders. Narendranath currently heads the Resource
and Research Centre (RRC) of PRADAN. As part of the RRC, he has been involved in
a number of national and international level studies and in projects related to developing
knowledge resources for livelihood practitioners. Narendranath is a graduate in Mechanical
Engineering from Kerala University and holds a rural management degree from Institute of
Rural Management, Anand (IRMA).

55
Partners

GUIDESTAR INDIA, Mumbai (Maharashtra)

GuideStar India is India’s leading provider of NGO information. Its portal is India’s
largest, fully searchable database of reliable and comparable information on over
4000 NGOs. With a systematically organized repository of NGO information and
a range of NGO outreach & due diligence solutions, GuideStar India enables
individuals, corporate, government and other institutions to effectively engage in
philanthropy. GuideStar India educates and equips NGOs to embrace best practices
on transparency and public accountability for greater social impact.
www.GuidestarIndia.org

S.P. Jain Institute of Management & Research, Mumbai (Maharashtra)

Bhartiya Vidya Bhavan’s S.P. Jain Institute of Management & Research (SPJIMR)
is rated amongst the top ten business schools in the country. The Institute’s
Centre for Development of Corporate Citizenship (DOCC) was established with an
objective based on SPJIMR’s philosophy of “Value Based Growth” and “Influencing
Practice.”
www.spjimr.org

Samarthanam Trust for the Disabled, Bangalore (Karnataka)

Samarthanam was established in 1998 and since then has been working to empower
the visually impaired, disabled and underprivileged people in India. Samarthanam
supports these communities by providing quality education, accommodation,
nutritious food, vocational training, placement based rehabilitation to achieve
personal independence, thus helping them to keep pace with society. However the
long term focus of Samarthanam is shaping an inclusive society which provides
opportunities – without any discrimination – for the development of the visually
impaired, disabled and underprivileged people.
www.samarthanam.org

Child In Need Institute (CINI), Kolkata (West Bengal)

CINI is an award-winning, registered Non Governmental Organization (NGO),
operating primarily in West Bengal and Jharkhand. It has over 35 years of experience
in the issues affecting poor women, children and adolescents from some of the most
disadvantaged areas of India. CINI helps mothers and children in India break free
from the cycle of poverty. It reaches out across all levels of Indian society from
villages and slums to locally elected representatives and influencing public policy.
Adopting a multi-layered rights-based approach CINI works towards a sustainable
improvement in nutrition, healthcare and education while trying to protect children
whose lives are blighted by poverty.
www.cini-india.org

SAIL, New Delhi

Steel Authority of India Limited – the largest steel producing company in India is
the biggest supplier of steel to the core sectors like Power, Railways, Defence,
Infrastructure (construction) and Petroleum. SAIL has been implementing corporate
social responsibility initiatives in its townships and also taken measures for ensuring
clean environment in and around its plants and mines.
www.sail.co.in

56
 RESOURCE ALLIANCE INDIA
B-4/106 (Basement) Safdarjung Enclave, New Delhi - 110029, India
Tel: 011 41354766 | Website: www.resource-alliance.org