Funding Agencies

1 2 3 8

World Neighbors

World Neighbors works with the rural poor in 16 countries in Asia, Africa and Latin America to strengthen the ability of individuals and communities to solve their own problems of hunger, poverty and disease. World Neighbors’ programs integrate improved sustainable agriculture, community-based health, reproductive health, environmental conservation, water and sanitation, and livelihood strategies, including savings and credit.

The purpose of World Neighbors is to strengthen the capacity of marginalized communities to meet their basic needs, and to determine and sustain an equitable and inclusive development process.

Mission Statement

World Neighbors is a people-to-people nonprofit organization working at the forefront of worldwide efforts to eliminate hunger, disease and poverty in Asia, Africa and Latin America.

World Neighbors affirms the determination, ingenuity and inherent dignity of all people.

By strengthening these primary resources, people are helped to analyze and solve their own problems. Success is achieved by developing, testing and extending simple technologies at the community level and training local leaders to sustain and multiply results.

Program priorities are food production, community-based health, family planning, water and sanitation, environmental conservation and small business.

Founded in 1951 and rooted in the Judeo-Christian tradition of neighbor helping neighbor. World Neighbors is anon-sectarian, self-help movement supported by private donations. World Neighbors does not solicit nor accept U.S. government funding.

Some Facts about World Neighbors

World Neighbors currently supports 64 programs that directly affect 300,000 people in 15 countries including seven of the 12 countries identified by the World Bank as accounting for 80 percent of the world’s poor (1998 World Development Indicators, The World Bank.) Those countries are India, Indonesia, Kenya, Peru, and Nepal.

World Neighbors’ annual operating budget is just under $5 million. Support for programs comes from private contributions by individuals, foundations, churches and organizations. World Neighbors does not solicit or accept U.S. government funding.

World Neighbors has always been non-sectarian. World Neighbors has a headquarters staff of 25 full- and part- time employees in Oklahoma City.

World Neighbors Programs

Since 1951, World Neighbors has supported hundreds of programs in 64 countries in Asia Africa and Latin America. World Neighbors operates programs for an average often years. At the beginning of each program’s operation, there is already a plan in place for phasing out support. As World Neighbors moves to other areas of need, they leave behind networks of leaders with the skills to enable a community to undertake development initiatives on its own.

Please select a region going at web site to see further prefect details, general information about the people we help, and the bright futures that are curled.

Select an issue from the list below:

Sustainable Agriculture

Community Health and Nutrition

Reproductive Health

Environment/Natural Resource Management

Local Capacity Building

Gender

Income Generation

How We Work

Our approach is simple. In cooperation with our global neighbors, we:

  1. Select the areas where we work on the basis of need and opportunity.
  2. Listen to what they have to say and what limits their success. Establish a relationship of trust.
  3. Help strengthen their capacity to identify, analyze and solve their own problems using the resources and the simplest tools to do the job.
  4. Try new ideas on a small scale. Stay practical to generate early enthusiasm and success.
  5. Help document the results and apply lessons learned to improve programs.
  6. Reinforce their capacity to maintain and multiply results and ongoing problem-solving process by forming new partnerships and by coordinating with additional villages and local organizations.
  7. Widen program impact by recording and sharing the results and process with larger scale organizations, villages, networks, coalitions and governments to influence policies and actions.

Our approach aims to strengthen the ability of communities to address the problems they face and to meet their basic needs. By beginning with people and by helping them to set their priorities and manage the development process themselves. World Neighbors respects the dignity and self-worth of the people with whom we work. This approach also makes it much more likely that programs can continue without outside support.

Training & Outreach

World Neighbors does not send in “outside experts.”‘ Programs are led by committed trainers who come from the geographic areas where we work and speak the local languages. Of the more than 350 field staff based in 15 countries, only two are from North America. Many of our programs are carried out in partnership with local organizations, while others are operated by World Neighbors.

Capacity Building

By participating in this self-help process, communities gradually develop their capacity to identify, analyze and solve problems, whatever they may be. Local trainers and volunteers learn how to identify needs, experiment with solutions and evaluate results. Eventually, these local trainers replace the World Neighbors-supported staff working in the community as World Neighbors moves on to work in other areas of need.

Integrated Approach

World Neighbors starts where people are and responds to their expressed needs. Therefore, programs often address a range of critical issues such as low food production, high infant mortality, poor maternal health, scarce drinking water, soil erosion, deforestation and unemployment. All of these issues are inter-connected in the lives of the rural poor, and World Neighbors has found it effective to work in an integrated, holistic manner.

Widening Impact

As programs and local organizations are established. World Neighbors encourages them to join together to form wider networks and associations. A network of village health committees can do more to improve health conditions than a single village. Farmer groups that are linked to one another – and to other organizations – can more effectively protect a vanishing forest than a single group of farmers acting alone.

Action Learning

Action learning is the systematic and participatory analysis, learning and documentation of program need, context, process, outcomes and impact. Action learning is a fundamental feature of World Neighbors programs and these activities used to inform decision-making, improve programs and widen impact.

Sustainable Agriculture

Food and Agriculture

> While there are many different approaches, sustainable agriculture is generally defined as a type of agriculture that ensures meeting the food needs of the present without endangering the earth’s capacity and the ability of future generations to meet their own food needs. Sustainable agriculture refers to ways of practicing agriculture that balance environmental, social, and economic dimensions of farming while maintaining productivity over the long-term. Sustainable agriculture requires the integration of three dimensions:

> Sustainable agriculture includes the non-chemical but also the transition strategies of encouraging farmers to move from one method of farming to another. Sustainable agriculture is not a goal to be attained, but an on-going dynamic process that continually adapts itself to the changing environment.

Community Health

Community health care is an important part of World Neighbors programs aimed at building local capacity to meet basic needs and promote a self-sustaining local development process. World Neighbors community health programming is based on the principles of primary health care that emphasize prevention of illness, home management of uncomplicated cases of illness and prompt referral as necessary. Our programming includes 1) control of infectious disease (prevention and treatment), 2) childhood immunization, 3) clean water supply and sanitation, 4) nutrition promotion, and 5) reproductive health.

Reproductive Health

World Neighbors supports the vision of reproductive health as articulated at the 1994 International Conference on Population and Development. This vision states that:

  1. Sexual relations should be free of coercion and infection.
  2. Every pregnancy should be intended.
  3. Every birth should be healthy.

Environment/Natural Resource Management

> Community-Based Natural Resource Management is a people-centered approach to the integration of conservation and development.

NINE KEY ELEMENTS TO EFFECTIVE COMMUNITY-BASED NATURAL RESOURCE MANAGEMENT (CBNRM)

Lessons from World Neighbors’ experience around the world over the last decade confirm a number of key elements essential for building effective community-based approaches to natural resource management:

  1. Multi-stakeholder Collaboration is a pivotal mechanism for building consensus among all stakeholders and for coordinating joint efforts.
  2. Conflict Management Mechanism. Creating venues and milestones to convene stakeholders over the long-term is essential for managing natural resource conflicts.
  3. Participatory Action Research. Assessment and information gathering efforts undertaken jointly by stakeholders consciously includes local knowledge as well as scientific expertise. Collaborative fact-finding generates a mutually agreed perspective for action.
  4. Strong Local Organizations are built from the bottom-up. Forest-farmer groups address key conservation and development concerns at the farm and community levels, while inter-village networks address multi-community concerns at the ecosystem scale.
  5. Livelihood Improvement and Environmental Services. Farm and community enterprises linked to environmental conservation help sustain environmental services. Linking upland with lowland and urban communities through environmental services provides opportunities for reinvestment.
  6. Policy Support and Law Enforcement are essential to curb illegal encroachment leading to ecosystem degradation. With adequate policy support, communities of place become more effective custodians of natural resources.
  7. Collaborative Management Plan. Healthy &cost stems and sustainable communities are built on shared responsibilities and decision-making among all stakeholders through joint management plans based on the principle of subsidiary.
  8. Participatory Monitoring and Evaluation. Monitoring the natural resource base and application of the management plan is seen as a means to address accountability, build trust, and promote learning, innovation, and adaptive responses.
  9. Gender and Social Justice in Access To and Control of Natural Resources is the ultimate measure of the sustainability of community-based natural resource management efforts.

Capacity Building

World Neighbor’s purpose is “to strengthen the capacity of marginalized communities to meet their basic needs, and to determine and sustain an equitable and inclusive development process.” The issue of community and organizational capacity building is therefore central to our work.

World Neighbor’s recognizes that we can’t remain in one site for too long- nor would it be desirable to do so. (Project initiatives generally last from 5 to 10 years.) We seek to strengthen local autonomy other than create dependency. This requires transferring responsibilities to local partners, and organisationing out of direct Financial support. In many cases local organizations evolve into NGOs or associations of rural people. Sometimes these organizations can strengthen other local organizations.

This focus on “strengthening local capacity” requires a clear vision about our role as a support organization, and a conscious, explicit strategy to identify and strengthen capacities.

Gender

A critical component of World Neighbors’ people-centered approach is empowering women and men to listen to one another and work together to improve their lives. Helping marginalized groups, including women, express their ideas and be heard is an important part of this work.

World Neighbors Approach to Gender

Because of the varied contexts in which World Neighbors operates, World Neighbors does not have one uniform ‘gender approach.’ There are, however, general principles that guide our gender-related work, These include: linking gender relations with concrete needs, involving men and women, using gender-sensitive participatory methods; addressing unequal responsibilities and decision making, and approaching gender issues at a variety of levels.

World Neighbors Programs in Asia

Keep checking these pages for the latest information about our programs in Asia. As field reports are filed, they will be posted on these pages. Also check out our News and Events pages for program updates and late-breaking news. One example is as below-

Where there is a will there is a way.

“Subhadra’s courage and leadership is showing the way for other villages.”

The small village of Nellur is one of hundreds of farming communities scattered across the dry expanses of India’s Deccan Plateau. All of Nellur’s 250 families live off the land and rely on a short rainy season to secure one meal a day. Many of the families do not own the Land they live on. The communities in this area live in extreme poverty and lack access to basic services like drinking water, schools and health facilities.

Life is especially difficult for the women of Nellur, who work an average of 15 hours per day, gathering firewood, cooking and washing, caring for their children and working in the fields with the men. Five of those hours are spent carrying water. Women suffer many health problems due to their low status, heavy workloads  and lack of health care.

“Even pregnant women, work until their date …….. and there many stories of women delivering in the field or on the road,” reports Dr. Subhash Gumaste, Eorld Neighbors Associate Area Representative for India. “The nearest primary health center to Nellur is about 11 kilometers (7miles) away. Before the program begun, the poorest families have never seen the government nurse who was supposed to visit the village once a week.

Contact Us

World Neighbors supporters come from all 50 states and throughout North America. Join together with other World Neighbors supporters for presentation by visiting field staff fund raisers and other special events and exhibits. If you would like to know more about World Neighbors we invite you to contact us:

World Neighbors International Headquarters

4127 NW 122 Street

Oklahoma City, OK 73120 USA

001-800-242-6387 or (405) 752-9700

Fax: 001(405) 752-9393

Email-info@wn.org   : Web site-http:// www.wn.org

World Bank

The World Bank’s purpose is to reduce poverty and improve living standards for people in the developing world. The Bank provides loans, policy advice based on economic and sector analytical work, technical assistance, and increasingly, knowledge-sharing services to governments.
The World Bank acknowledges the importance of the engagement of civil society in development. There are a few facilities or programs that provide grants to civil society organizations.
Bank Funds for CSOs
The World Bank manages several types of funding mechanisms geared to providing grants directly to CSOs. These funds are administered by the Development Grant Facility which provides block grants to these funding mechanisms on an annual basis. During fiscal year 2003. (July 2002 – June 2003) the DGF provided $ 157.0 million to 48 internal and external grant programs.
> Some of the grant programs funded by the DGF include a variety of small-grants funds (ranging from $ 15,000 to $ I million) geared to supporting civil society activities in specific areas such as environment, micro-credit, post-conflict reconstruction, information technology, human rights, gender and innovative practices.
A second category of mechanisms are trust funds which are funded by development governments (e.g. UK, Dutch, Japan) and also geared to specific topics such as social development and poverty reduction.
While CSOs can access the small-grants programs directly by submitting proposals to the respective offices (see below), they must partner with government agencies and/or Bank units in order to receive trust fund moneys.
Small Grants Program

Purpose
The Small Grants Program of the World Bank was created in 1983 to promote dialogue and disseminate information about development in forums outsides its own operations. It is funded by the Development Grant Facility of the World Bank. The Small Grants Program has been decentralized to World Bank Country Offices. All decisions on grant making are made through participating World Bank Country Offices once a year. Interested NGOs and other organizations of civil society should contact the local World Bank Country Office.
The purpose of the Small Grants Program is to support the empowerment of citizens to have greater ownership of development processes, thereby making these processes more inclusive and equitable. The Small Grants Program is interested in supporting activities related to this purpose.
Activities should also:
> Promote dialogue and disseminate information for the empowerment of marginalized and Vulnerable groups; and
> Enhance partnerships with key players in support of the development process. Key players could include government agencies, civil society organizations, multilateral and bilateral agencies, foundations, and the private sector.

Application Procedures

How to Apply for a Grant ?
The Small Grants Program is administered by participating World Bank Country Offices. Not all Country offices participate in the Small Grants Program. Guidelines and application forms are available from the participating World Bank Country Office in January. The Small Grants Program makes decisions only once a year by June. Applicant organizatins should apply at least four to six months in advance of the date of the grant activity. Applicants are advised to the participating Country Office. Requests and proposals should not be sent to the World Bank Office in Washington, D.C.
Who can Apply ?
> Civil society organizations based in a developing country and working on issues of development can apply for a grant.
> Civil society organizations must be in good standing and have a record of achievement in the community and record of financial probity.
> Priority will be given to organizations not supported by the Program in previous years (organizations are not eligible for more than three grants from the Small Grants Program within a five – year period).
> The World Bank Small Grants Program is able to fund only a very small percentage of the requests it receives. The demand for grants greatly exceeds the availability of funds.
What Kind of Activities are Supported ?
The Small Grants Program supports activities related to civic engagement for the empowerment of marginalized and vulnerable groups. Civic Engagement is the process through which civil society organizations actively engage in relationships and actions with the state and other development actors to address issues of public concern.
Activities should promote dialogue and dissemination of information; and enhance partnerships with key players in support of the development process. Key players could include government agencies, civil society organizations, multilateral and bilateral agencies, foundations, and the private sector.
Activities may include, but are not limited to, workshops and seminars, costs for publications or audio-visual materials, or other innovative networking efforts that small organizations generally find difficult to fund through their regular program budgets. The activity should be completed within one year of the date the grant is awarded.

What Kind of Activities are not Supported ?
Small Grants can not fund; Research programs, formal academic training programs, operational projects, ongoing institutional core support (such as equipment), scholarships, fellowships, study programs, individuals applying on their own behalf, or non legal entities. Proposed activities should not complete with or substitute for regular World Bank instruments; the activity should be clearly distinguishable from the Bank’s regular programs.
What Size of Grants are Awarded ?
Most grants are in the range of $ 3,000 to $ 7,000 with a maximum of $ 15,000. The Small Grants Program rarely funds more than half of the proposed budget for an activity, and therefore prefers that its grants help leverage additional contributions from other sources. Applicant organizations are asked to describe how a grant from the World Bank might help them to raise matching funds from other donors.
Development Marketplace
World Bank generally invites civil society groups (NGOs), Societal entrepreneurs and private sector corporations for submitting innovative developmental ideas and roughly US $ 3 million is awarded to small scale projects that not only delivers results but also have the potential to be expanded or replicated. Generally this is announced in between Nov-Dec of every year e.g. for 2005., the last date of submission of the proposal was up to 21 Jan 2005. Each year the theme is also given e.g. for 2005, the theme was “Innovations for Livelihoods in Sustainable Environment”.
For more details contact DMinfo@worldbank.org
Website: www.developmentmarketplace.org
Contact for Small Grant Program

The World Bank
70 Lodi Estate, New Delhi-110 003, India
(Postal Address : P.O. Box 416, New Delhi – 110 001)
Tel : (91 – 11)2461 7241, Fax : (91 – 11)2461 9393
e-mail: gchopra@worldbank.org
Web: http://www.worldbank.org.in

Wadhwani Foundation

Launched in 2000, the Wadhwani Foundation is a not-for-profit organization founded by Dr. Romesh Wadhwani, an IT entrepreneur in Silicon Valley, California.

 

Our Mission

To help individuals achieve their full potential, regardless of background.

 

We believe entrepreneurship is a powerful tool for individuals to realize their potential. Entrepreneurship is more than starting a business; it is a way of thinking, and a critical drive of growth in any economy. Entreneurship bring to market new products and services, and devise better and more efficient ways to operate. In doing so, they create valuable, productive new jobs. Successful entrepreneurs create wealth for themselves, their families, their communities and society.

 

Our Strategy

We employ a two-pronged strategy to fulfill our mission:

 

To inspire, educate and nature new entrepreneurs, we develop and fund not-for-profit programs and organizations that create entrepreneurial education, build networks, raise awareness, perform research and help develop a supportive policy environment.

 

In addition, certain sections of the population need extra support – individuals who due to physical and economic constraints often do not have the opportunity to explore, let alone reach, their full potential. We therefore fund not-for-profit efforts to empower the disadvantaged, with a focus on helping disabled gain productive employment.

 

For more details on individual activities, please see Programs. For information on the organizations that we have funded please go to Portfolio.

 

The Foundation does not invest in for-profit business opportunities.

 

Programs

It’s clear: India, like many emerging countries, needs more valuable jobs, in 2000, unemployment among youth with some technical education hovered at almost 24%. And while overall unemployment was 7%, at the same time 26% of India’s population lived below the national poverty line. In other words, many people, while they are working, earn barely enough to sustain themselves And every year increasing numbers enter the job market (Figures above from Planning Commission Report, 2001).

 

We believe that successful entrepreneurs can help create much-needed productive jobs. But to choose entrepreneurship, and to succeed, individuals need confidence, skills and other forms of support. Entrepreneurs also require a conducive policy environment – one that eliminates unnecessary barriers before them; and encourages their success.

 

Other individuals, particularly the disabled, require specialized help to succeed, because they have to overcome extraordinary odds before being able to support themselves.

 

Our programs are designed to provide solutions across this spectrum :

  1. Entrepreneurship Programs
  2. Programs to Empoer the Disabled

 

Grant Program

The Wadhwani Grant Program funds non-profit organizations with innovative, effective approaches to helping differently-able individuals achieve their potential.

 

Status

The Wadhwani Foundation Grant Program was developed and launched in 2003 with the first grant cycle starting in August 2003.

 

The Grant Committee approved grants to the following 4 organizations:

> Mitra Jyothi – Bangalore.

> The Association of People with Disability- Bangalore.

> Spastics Society of Kamataka – Bangalore.

Medical Research Foundation – Chennai.

 

Goal

The Wadhwani Grant Program aims to help thousands of differently-abled people (disabled persons) gain productive employment over the next 10 years, both directly, or indirectly through successful advocacy efforts.

 

Strategy

To do this. we are funding a group of non-profit organizations that will offer a full set of mutually reinforcing programs that provide the differently-abled people opportunity to start their own enterprises or to have opportunities to be gainfully employed. The members of this network will be able to leverage each other’s knowledge and resources to increase effectiveness.

 

We invest in projects or activities where an infusion of funds will make a significant difference, either by increasing scale or quality, or by launching a new effort.

 

If you are part of an non-profit organization that shares our vision, please contact us and if you are a non profit organization seeking funds please see our ‘Grant Process’ and ‘Proposal Format’ sections.

 

How to Apply

Each proposal should contain three parts :

  1. Summary Cover Sheet
  2. Description of organization and proposed activity

III.  Budget

 

  1. Summary Cover Sheet

> Name of organization

> Date accredited

> Contact Information

> Name and title of primary contact

> Address    > Phone  > Fax > Email

 

Program/Project Summary Information

> Name of project or program seeking funding

> Total organization annual budget, total project budget

> Amount being requested

> Project timing/period – period proposed funding would cover

> Executive summary of proposed program or project, (Please do not exceed 2 paragraphs)

 

  1. Description of Organization and proposed program or project

Please do not exceed 5 pages. Please cover the following :

> Organizational Information

> Its mission

> The need it is addressing, or the problem it is trying to solve

> Impact to date

> Key activities or programs currently running (in brief)

> Leadership who heads the organization ? Board members ?

> Size of team

> Total annual budget

> Key funders, and other revenue sources (e.g. services or products)

> Program or project for funding requested in this proposal

> The economic, social or health need or problem to be addressed

> The goal, and how impact will be measured (please quantify or describe specifically)

> Target audience – the participants and communities that will benefit

> Project or Program Activity to achieve goals (if this is a new activity for your organizations, please also explain how it fits in with or supports your current activities)

> Background information on the leader and team members for this program or project

 

III. Budget for the project or program

 

Eligibility and Criteria

To qualify for a Wadhwani Grant, the applicant must be.

> A legally registered (under 80 G and FCRA) NGO in India.

> Non-religious, non-political, non-biased.

 

The Foundation funds non-profit organizations who:

> Provide health care; design, manufacture or distribute prosthetics

> Develop and deliver education and skills training to the disabled

> Provide job placements to the disabled or

> Provide advocacy for disabled rights and policy implementation

 

We fund programs where the grant will significantly increase scale, quality or launch a new effort. In addition to fitting the above mentioned categories, the other important factors are demonstrated management strength, clarity in strategy, ability to scale, and track records of innovation and effectiveness.

 

Grant Sizes

Grant amounts are flexible. Organizations will be considered for one grant per year, but successful applicants can reapply in following years for additional grants.

 

Selection and Review process

Selection will be made by a group of advisors and experts from the field, based on the merit of submitted proposals, combined with due diligence performed by the Foundation.

 

Applicants will be notified of their status within 6 weeks of the meeting of the Grant Committee.

 

Grant Submission Process

In submission of your proposal please follow the ‘Proposal Format’

 

* Please submit the proposals (or any enquiries) in English Via email, fax, courier or post to the address given at the end.

 

Programs to Empower the Disabled

Differently-abled individuals need special help to achieve their full potential. In India, for variety of reasons, including physical and economic constraints, it is often difficult for them to become employed. With the right enablement and support, these individuals can not only achieve the potential but also contribute more value to society.

 

We seek to help the differently – abled gain productive employment through the following programs.

> The Wadhwani Grant Program (WGP)

> The Wadhwani-Ashoka Fellowships (WAF)

 

Wadhwani Ashoka Fellowship

The Wadhwani Ashoka Fellowship identifies and supports leading social entrepreneurs who are building non-profit organizations with innovative approaches to solving problems faced by the different-abled.

 

Goal

To empower differently-abled individuals to live independent lives.

 

Strategy

Ashoka searches the world for extraordinary individuals with unprecedented ideas for change in their communities. Ashoka invests in these “social entrepreneurs” when no one else will, through stipends and professional services that allow “Ashok Fellows” to focus full time on their ideas for leading social change in education and youth development, health care, human rights, access to technology and economic development.

 

We are partnering with Ashoka, a global non-profit organization, to support social entrepreneurs working with the differently-abled people. In addition to the support provided by Ashoka, Wadhwani Ashoka Fellows will have access to all our entrepreneurial development programs and resources.

 

Contact:

The Foundation’s offices are located in India and USA

> Wadhwani Foundation, Divya Singh Gurbuxani, 2, Bina Apartments, Ground Floor, Guru Gangeshwar Marg, 6th Road, Khar (W), Mumbai400 052, India, Tel: +91 22 26006158

> For any queries please mail us at: mfo@wadhwani-foundation.org. or divya@wadhwani-foundation.org

> Wadhwani Foundation, 4015 Miranda Ave, 2nd Floor, Palo Alto, CA 94304, USA

> Website: www.wadhwani-foundation.org

Voluntary Service Overseas (VSO)

Voluntary Services Overseas (VSO) is an international development organisation. At the heart of our contribution to development is international volunteering. Our distinctive competence is working with our partner organisations to bring together skilled professionals from different cultures and backgrounds, enabling them to share skills and learning.

 

Vision

> A world without poverty in which people work together to fulfill their potential.

 

Purpose

VSO promotes volunteering to fight global poverty and disadvantage. We bring people together to share skills, creativity and learning to build a fairer world. (Provides skilled experienced professionals to VOs as per their requirement on mutually agreeable terms) As part of VSO Country Strategic Plan. we are making some fundamental decisions about where we will work, how will we work and on what issues. In future VSO India will place volunteers only in the east of the country and in Delhi.

 

VSO India will focus on three programme areas :

> Disability

> HIV Aids

> Governance

 

Geographical Focus

The geographical focus of our programme will be in Orissa, West Bengal, Jharkhand and Chattisgarh.

 

Could you be a VSO partner ?

> Would your organisation benefit from new skills and ideas?

> Could training help your co-worker ?

> Do you need support for your new area of work ?

> Is your organisation committed to the sustainability of a volunteer input by ensuring that his/her skills will be acquired and used by your staff after their departure ?

 

If the answer to any of these questions is yes, then you could work with VSO.

 

To become a VSO partner, your organisation should :

> Work in one of VSO India’s priority development sectors and geographical focus.

> Be able to manage and support the work of a VSO volunteer.

> Share the values of VSO’s work, which are explained in this leaflet.

> Be open to working with people from different backgrounds and cultures, be flexible and tolerant.

 

How would the partnership work ?

VSO works in partnership with local organisations, both government and non-government, and sometimes with private-sector employers.

> Together, we identical the changes that the employer wants to make.

> If a VSO volunteer can help, we write a placement description together. This sets out the job, the VSO volunteer will be expected to do and the objectives you as the employer want to achieve.

> VSO will seek to recruit and place a suitably qualified and experienced volunteer.

> The host organisation decides, on consideration of the CV and or dialogue whether the volunteer offered is suitable.

> Getting Visa for the volunteer.

 

The whole process may take up to 6 months and event more than that

 

Once the volunteer has arrived, VSO, the volunteer and the employer work in partnership to meet the agreed objectives of the placement. Volunteers can work for up to two years, but the length of a placement depend on how long the partner thinks it will take to complete the job. Partnership can be for longer periods, a second and third volunteer might be required. To become a VSO partner, your organisation should work in the above regions and sectors.

 

Name and contact address of the organization at H.Q. and in India

Voluntary- Service Overseas, B-8/25, Vasant Vihar, New delhi 110 057, Tel: 011-51661030/31/26153051 52/53/ Email : vsoindia@vsnl.com

Voluntary service Overseas, 317 Putney Bridge Road, London SW152 PN, UK, Tel : 0044208 7807200, Email : enquiry@vso.org.uk , Website : www.vso.org.uk

 

About MITRA

MITRA was started as an entrepreneurial initiative by a few alumni of the Institute of Rural Management, Anand (IRMA), India in November 2000 with the initial support from ICICI, India’s second largest financial group. MITRA is registered as a not-for-profit company under section 25 of the Companies Act, 1956 in December 2001.

 

Since its inception, MITRA has been working towards promoting the spirit of volunteering in India through its flagship program iVolunteer. iVolunteer was founded on the fact that volunteering is becoming a popular way for individuals to give back to society. Its vision is, “An India where people contribute back to the society by sharing their skills and time with those who need it the most”.

 

iVolunteer works with its network of partner organizations across India to create volunteering opportunities for individuals who want to make a difference to the community. To be able to service the need of individuals and organizations better, it has set up volunteer centres in the cities of Delhi, Mumbai, Pune, Bangalore, Chandigarh and Chennai.

If you also need volunteers who are also expert/professional in their respective field you may write to-iVolunteer Overseas

D-134, 1st Floor, East of Kilash, New Delhi, 110-065 India, Telefax : 91-11-26217460. email : ivo@mitra.org.in

 

Voluntary Health Association of India (VHAI)

Making Health a Reality for the People of India

Voluntary Health Association of India (VHAI) is a non-profit, registered society formed in 1970. It is a federation of 24 State Voluntary Health Associations, linking together over 4000 member institutions across the country. VHAI is one of the target health and development networks in the world.

 

VHAI advocates people-centered policies for dynamic health planning and programme management in India. VHAI initiates and supports innovative health and development programmes at the grassroots with the active participation of people.

 

VHAI strives to build up a strong health movement in the country for a cost effective, preventive, promotive and rehabilitative health care system. It works towards a responsive public health sector and responsible private sector with accountability and quality service. VHAI promotes health as an issue of human right and development.

 

The beneficiaries of VHATs programme include health professionals, researchers, social activists, and government functionaries and media personnel.

 

Vision

“Making Health a Reality for the People of India”

 

Mission

> Promotion of social justice, equity and human rights in the provision and distribution of health services for all, with emphasis on the less privileged millions.

> Strengthening a people’s health movement in the country.

> Advocating congenial policies and programmes aimed at improving the health status and quality of life of the people.

 

Strategies

> Supporting voluntary efforts in the country through formation and strengthening of state level organizations.

> Initiating innovative grassroots level sustainable health and development programmes in some of the least developed in the country.

> Capacity building of voluntary agencies through formal and non-formal training, awareness building and orientation programmes.

> Developing and sharing effective development communication tools aimed at promoting educational activities and campaigns.

> Doing health policy research for influencing policies and programmes for a cost-effective, preventive, promotive and economically sustainable health care system in the country.

> Doing advocacy and lobbying with policy makers by suggesting viable alternatives supported by research, for improving governance and programme implementation.

> Repackaging and dissemination of information collected globally to network partner in the country.

> Effective networking with Government, UN Agencies and voluntary and professional bodies with regard to sharing of expertise and resources.

> Responding to medical and health emergencies during and after natural disasters.

 

Know VHAI

The Voluntary Health Association of India *VHAI was founded in 1970 as a secular, non-political, non-profit organization. It is registered under Societies Registration Act XXI of 1860 as a Non-Governmental Agency. VHA federates 27 State level Voluntary Health Associations in the country. It is linked to over 4500 member institutions through State Voluntary Health Associations. VHAI works closely with a large number of associates and partners in India and abroad. This includes a Health Workers Collective of over 120000 members, spread across the country. These make VHAI as one of the largest health and development networks in the world.

 

For more detail please contact :

Sri Alok Mukhopadhyay, Chief Executive, VHAI

Voluntary Health .association of India

40 Qutub Institutional Area. New Delhi – 110 016

Phone : 265  807  -72.2651  018,2695871 Fax: 011-26853708

Email: vhai@vsnl.com   Website : www.vhai.org

 

“There are not paths. Paths are made by walking.”

 

UNIFEM

UNIFEM is the Women’s Fund at the United Nations. It was created in 1976 by the UN General Assembly resolution in 1976, in response to the call from the women’s movement. It was set up to be an aid to and advocate for women of the developing world-to give them voice and visibility. It serves as a bridge between global policy-makers and grassroots women in the developing world and is a key institution for forming linkages and bridging micro-voices to macro-policies.

 

The fund is an autonomous organization that works in close association with the United Nations Development Programme (UNDP)

 

Programs

 

  1. Engendering Governance:

> Strengthening accountability by engendering institutions, systems and processes of governance, which include engendering of development planning processes as also systems of economic governance through engendered fiscal systems.

> Engendering the leadership of women in politics to play a transformatory role in policy and development planning in South Asia.

> Enabling gender responsiveness in the bureaucracy.

> Strengthening the intellectual and conceptual understanding of South Asia networks of organizations and individuals committed to gender-just and sustainable development.

 

  1. Promoting Human Rights:

> Facilitating the implementation of human rights instruments and bring laws into conformity with human rights standards.

> Strengthening institutional mechanisms for gender justice.

> Addressing different forms of violence against women and girls in the home and the community and socio-cultural practices and socialization processes that perpetuate it.

> Developing actions to address women’s human rights in the context of conflict and post-conflict.

> Promoting well defined preventive, protective and prosecution strategies in the region to reduce trafficking of women and children.

> Projecting the gender dimension of HIV/AIDS into the public discourse in HIV/ AIDS, including the Government, NGOs, bilateral and UN agencies.

 

  1. Economic Security and Rights:

> Highlighting women’s work and their economic contributions by engendering Census Exercises in India, Nepal and Pakistan.

> Building women’s capacities and improving their access to larger markets and financial products and services.

> Improving living and working conditions for migrant women workers in Nepal and Sri Lanka, home-based workers and mountain women.

 

  1. Catalyzing gender mainstreaming within the UN system:

> Building gender sensitivity’ into the UNDAF process.

> Supporting and catalyzing the work of the Inter-agency Working Group on Gender.

  • Building synergy with UNDP and other UN agencies.

Contact Address

Ms. Chandni Joshi,

Regional Programme Director

L’mled Nations Development Fund for Women (UNIFEM)

223 Jor Bagh. New Delhi – 110 003

Tel: 91-11-24698297. 24604351

Fax: 91-11-24622136.24627612

E-mail: chandni.joshi@undp.org

Website: www.unifem.org.in

The Tata Trusts

Service

Trusts created by the Tata Group have provided valuable service to society ghrough the funding of educational and healthcare institutions and scientific and artistic teaching and practice, besides aiding community welfare activities.

 

Sir Dorabji Tata Trust

This multipurpose trust was established in 1932 when Sir Dorabji Tata committed all his wealth to it. The trust is best known for promoting six pioneering institutions of national importance. Four of these were established

in Mumbai : the Tata Institute of Social Sciences (in 1936) ; the Tata Memorial Centre for Cancer Research and Treatment (1941); the Tata Institute of Fundamental Research (1945) ; and the National Centre for the Performing Arts (1966). The National Institute of Advanced Studies (1988) and the Sir Dorabji Tata Centre for Research in Tropical Diseases (1999) are in Banglore.

 

Jamsetji Tata Trust

Set up in 1974, this trust is named after the founder of the Tata Group, Jamsetji Tata. Established to mark the centenary year of the first Tata enterprise, it bestows grants in areas where innovative efforts are being made.

 

J.N. Tata Endowment

Established in 1892, the trust funds higher education for deserving Indian scholars. The trust has supported 3,500 scholars and awarded more then Rs 68 million to promising students from various strata of society.

 

J.R.D. and Thelma J. Tata Trust

Set up in 1991 by J.R.D. Tata with his and his wife’s personal wealth, the trust works to uplift women and children.

 

J.R.D. Tata Trust

Established in 1944, this trust supports, by way of institutional donations, the advancement of learning. It also gives research grants and scholarships, provides relief in the wake of natural calamities, and backs social-welfare projects and philanthropic activities.

 

Lady Meherbai D. Tata Education Trust

This trust was set up in 1932 by Sir Dorabji Tata in memory of his wife. Lady Meherbai Tata. It helps women graduates go abroad to study social work, and has thus far supported 228 women graduates (with total disbursements of Rs 30,70,000).

 

Lady Tata Memorial Trust

Established in 1932 by Sir Dorabji Tata in memory of his wife Lady Meherbai Tata, this trust promotes research in diseases of the blood. It disburses funds mainly by way of  international awards, which are decided by a scientific advisory committee in London. A fifth of the trusts income is expended on Indian awards for research on the alleviation of human suffering.

 

M.K.Tata Trust

This trust was set up in 1958 by Minocher K. Tata his personal resources. The objectives of the trust are the advancement of learning in all fields by way of research grants and scholarships; and providing medical and other relief in the aftermath of natural calamities.

 

Sir Ratan Tata Trust

The trust was established in 1918 in accordance with directives in Sir Ratan Tata’s will. It utilises its funds in five areas : basic and advanced (postgraduate) education; primary and preventive health; rural livelihoods and communities; arts and culture; and public initiatives. Preference is given to projects based in rural India, and those that involve the advancement of women and children.

 

R.D. Tata Trust

Set up in 1990, the promoted the advancement of learning by way of institutional grants. It also backs social-welfare projects and philanthropic activities. Tata Social Welfare Trust and Tata Education Trust Established in 1990, the trust encourages the advancement of learning in all fields by way of research grants and scholarships. It also provides medical and other relief to people who have suffered in natural calamities.

 

Contact:

Bombay House, 24, Homi Mody Street, Fort, Mumbai – 400 001, India Tel: +91-22-5665 8282

The Stichting Kinderpostzegels Netherland (SKN)

Foundation for Children’s Welfare Stamps Netherlands

The stichting kinderpostzegels Nederland – SKN (Foundation for Children’s Welfare Stamp Netherlands) is concerned with raising and allocating funds for the benefit of children under the age of 18 in the Netherlands and abroad. Physically, mentally or socially handicapped children constitute out target group. SKN considers projects from organisations irrespective of race, religion or political conviction.

 

Fund-raising

SKN raises funds by selling special stamps and greeting cards. Every year the Dutch Postal Service issues a series of children’s stamps. These stamps are a little more expensive than regular stamps. The surcharge is transferred to SKN. The first children’s stamps were issued in 1924. Since 1948 a substantial part of the door-to-door sale has been done by schoolchildren.

 

With the proceeds of the children’s welfare stamps campaign SKN finance hundreds of projects each year, both in and outside the Netherlands. These projects are set up to improve the position of disadvantaged children. The main point is that all children should have equal opportunities to grow up and become independent adults with a respected place in society. Where this opportunity is at stake, the SKN tries to help.

 

Relations

SKN does not have its own offices outside the Netherlands. However, a network of international contacts has been built up. SKN has frequent contacts with other organisations in and outside the Netherlands which work with children, including Dutch co-financing organisations like Novib, Cordaid, Hivos and lcco and international organisations like Defense for Children International.

 

Third World Countries: criteria and application procedure

 

Criteria for granting funds

Applications for financial support are submitted to independent committees of experts. The committees consider whether the project proposal meets the criteria as stipulated by SKN. The most important issues in this context are:

 

Disadvantaged children

SKN is concerned with groups of children living under difficult conditions or children running risks. This may be because of a handicap or on account of social circumstances or limitations in their own environment. The projects that receive financial aid from SKN are therefore, mostly focused on:

Physically and/or mentally handicapped children.

Street and working children.

Children who are victims of abuse, violence, exploitation and/or discrimination.

 

Children’s rights

SKN endorses the United Nations Convention on the Rights of the Child. Children should be taken seriously and, if possible, be involved in the preparation and execution of projects that are concerned with their welfare. The participation of children in these projects is important, because only then the focus of attention will really be directed at their interest.

 

All applications for financial support .SKN must regard projects that revolve around the child. Children constitute the group that is most at risk in society and the group that can least defend itself. SKN, however, is not in favour of an institutional approach to the problems of children. Institutional care should only be provided in cases where there is no alternative and only as a temporary measure.

 

Local support

SKN prefers to support projects which are initiated by local communities. Local people are the best judges of the situation and they can see to the integration of the project into the heart of local society. Therefore, SKN values the training of local personnel, social workers and staff members.

 

Short-term support

SKN prefers to support starting projects, thus providing the opportunity to prove that there is sufficient demand for the facilities offered. The total period of support is limited, as the project should not remain dependent on external financial support.

 

Ineligible projects

SKN does not fund projects in the field of:

Research and curative medicine.

Formal education, orphanages and means of transport (unless specifically).

Intended for handicapped children).

The cost of clothing, food and medication.

Emergency aid, for instance in case of a natural disaster.

Setting up pre-school centres for children from 0-6 years of age.

 

Reports

All organisations that receive funds are required to keep SKN informed about the project through progress reports. These reports serve to check the use of the funds made available by SKN and to evaluate SKN’s policy on allocation.

 

Application procedure

Within SKN a committee of experts in the field of international aid and child care has been established. Applications for support are submitted to this committee. Your proposal should address all topics listed in the application checklist.

 

Application checklist for Third World Countries

In your request for financial support, please address all topics mentioned in this checklist. A correct and complete proposal ensures a swift procedure and a timely reaction to your request. You can print this checklist.

 

  1. Organisation requesting financial support

Please state:

Name, Address, Postal Code, Municipality, Country

Contact Person

Telephone and fax number

E-mail address

 

Should the organisation responsible for the execution of the project not be the same as the applicant, please state the name of the executing organisation State the legal position of the applicant in the country where the project will be executed.

 

Describe the background the purpose of the organisation.

State the name, address, account and SWIFT code of the bank to which money should be transferred.

 

  1. Project

Please state :

The name of the project

The geographic location of the project

The social-economic situation of the area/region where the project will be executed

Describe the project:

Aim of the project

The number of children which will benefit from the project.

The general situation, reasons and needs for the execution of the project.

What do you want to achieve ?

Is this project part of another project that is already operation. If so, describe its results so far.

Are there any long-term-plans with respect to the project for which you are requesting funds ?

Are there similar projects which have been carried out by the applicant or other people in the same region ? If so, what were the results ?

Which operational measures have been taken to prepare for the project ?

(e.g. existing buildings, detailed planning, cadre formation, equipment, etc.)

What staff is needed; is personnel available for this project ? (professional experience, qualifications etc.)

Are volunteers involved in the project ? If so, how many and what is their role ?

What are the contacts with (representatives of) the target group ? How do they participate in the decision-making process ?

How much time will the realisation of the project take and when do you expect the project to be completely executed ?

Who is responsible for the project ?

 

  1. Costs

Please attach a copy of your most recent annual financial report.

Please State:

The total budget for the project; attach a detailed budget.

The applicant’s resources for the execution of the project, apart from the running costs. This should include an estimate of the approximate value of land, buildings, livestock etc.

The amount of money that is requested from SKN; specify for which part of the budget.

If the applicant has also asked for assistance from other organisations (including authorities)

than SKN, please state their names and the reactions that have been received and/or may reasonably be expected ?

Indicate the running costs for the project during the first years; state the method and sources of financing that will guarantee the continuation of the project.

 

  1. Additional

The applicant must guarantee that, incase the requested assistance is allocated, regular reports about the progress of the project will be sent to the SKN.

 

List of enclosures.

Send signed and dated applications to:

Stichting Kinderpostzegels Nederland/Foundation for Children’s Welfare Stamps

Schipholweg 73/75

2316 ZL LEIDEN

THE NETHERLANDS

 

For more information please contact :

 

Stitching Kinderpostzegels Nederland

Schiphoivveg 73 / 75

2316 ZL LEIDEN

THE NETHERLANDS

Tel: 0031-71-525 9800

Fax: 0031-71-5130147

E-mail: skn@skn.nl , kmatthijsse@sk.nl

Website: www.kinderpostzegels.nl

The Poorest Areas Civil Society Programme against Poverty in India (PACS)

The PACS Programme is a seven year (2001-2008) efforts to empower millions of poor people living in many of India’s most backward districts. It seeks to achieve this by strengthening civil society oranisations (CSOs) working for the poor. The programme today covers over 10500 villages in around 74 districts of 6 states through a network of over 350 CSOs.

 

Aim

The PACS Programme stems from the overall aim of the UK’s Department For International Development (DFID) to reduce global poverty and promote sustainable development.

 

In particular DFID is committed to achieving the UN Millennium Development Goal of having the number of poeple living in extreme poverty in the world by 2015.

 

In India DFID is working in partnership with the state governments of Andhra Pradesh, Orissa, West Bengal and Madhya Pradesh on a variety of programmes.

 

The PACS Programme was conceptualised to help the very large number of poor people living in other regions of the country.

 

To achieve maximum long-term impact over a large area in an effective and manageable way, the PACS Programme focuses on strengthening the awareness and capabilities of poor people, so that they can demand and exercise their rights – political, economic, social and human – to improve their own lives. In other words, the programme focuses on the demand side, rather than on supply side activities such as building infrastructure.

 

Focuses on around 100 of the poorest districts of India, the PACS Programme seeks to build the capacities of poor people to:

>  Influence policies, and

>  demand services and entitlements that can improve their lives.

This is the primary objective of the programme. The programme seeks to achieve these goals through a network of civil society organisations (CSOs). CSOs have been deliberately chosen as agents of change. In many of the poorest areas they have a far more effective reach than governments or market forces.

 

The secondary objective of the programme is to strengthen the capacity and role of Indian civil society and CSOs working for the poor. This will ensure that the benefits of the programme are sustained over the medium term.

The long-term goals of the programme are :

>  Supporting the poor to help themselves as well as demand their rights

>  Influencing government to adopt successful methods for reducing poverty

>  Making government at all levels more effective and accountable, and

>  Making society more responsive to the problems and aspirations of the poor.

 

Strategies

The PACS Programme’s strategies are derived from its Aim.

 

The Programme supports a network of civil society organisations (CSOs) working on projects aimed at increasing the capacity of poor people to demand and use political, economic, social and human rights, and services to improve their lives.

 

The carefully selected CSOs, including some large Indian and international organisations, usually work in partnership with other organisations.

 

The PACS Programme is currently (as per internet checked on 2/3/2005) supporting 80 CSOs; known as programme partners. Including small and medium -sized organisations allied to these CSOs, the PACS Programme network extends to over 350 non-governmental organisations.

 

All the programme partners work within the scope of clearly defined and rigorously appraised project proposals. To know more about partners and their projects, click here going into website.

 

The PACS Programme has been designed to determine and implement the most effective strategies to empower the poor and build the capacities of local communitee. It supports an integrated approach to key development concerns, including.

>  Improved local self-governance : Many PACS Programme projects develop the capacity of the poor to voice their needs and views through panchayati raj institutions, so that they can exercise democratic control over local representatives and public services.

>  Women’s empowerment: Many PACS Programme projects focus on improving women’s participation in local government.

>  Social cohesion : The PACS Programme works to increase awareness of rights and catalyse change in institutions and policies to reduce discriminatory practices in communities, especially discrimination against tribals and dalits, the landless, women, children and minorities. The programme encourages peaceful and cohesive approaches to securing rights.

>  Policy advocacy : The absence of relevant and effective state and national policies compounds the problems of the poor. In other instances, pro-poor policies exist but are not implemented. PACS Programme managers and partners are working on advocacy efforts for the formulation and implementation of policies in favour of the poor.

>  Self-help : For the poor to work towards the long-term outcomes listed above, it is essential that their immediate, basic needs are met. Hence the PACS Programme supports sustainable self-help initiatives which complement the efforts of governments and provide a platform for addressing other key issues. Self-help also promotes the development of participatory leadership and economic security.

 

The PACS Programme seeks to promote the creation of clusters and networks of CSOs so that concerted effort can be made on these and other inter-related and pressing issues such as :

>  Denial If land rights.

>  Problems of the disabled.

>  Rights of children

>  Integrated development of specific regions such as Bundelkhand.

>  Creation of sustainable livelihoods on a large scale.

 

Parterres work to meet programme objectives by :

>  Creating awareness among the poor about their constitutional and legal rights.

>  Providing training and information in management or technology skills.

>  Organising exposure visits.

>  Encouraging and supporting microfinance groups.

>  Facilitating the development of new livelihood opportunities.

>  Establishing links to government institutions and programmes.

>  Developing their own and other organisations involved with issues of the poor.

>  Undertaking issue-based advocacy.

 

While the PACS Programme is primarily focused on the poor, it is also strengthening the capacity and role of CSOs. The programme has a long-term capacity -building framework with specific training programmes, seminars and workshops on issues and topics identified by the programme’s managers in consultation with the programme partners.

 

Stronger CSOs with enhanced skills, exposure and knowledge will ensure that the benefits of the programme are sustained over the medium term.

Through advocacy, communities of success stories and networks with other institutions, the programme attempts to meet the long-term goals of:

>  influencing government to adopt successful methods for reducing poverty

>  making government at all levels more effective and accountable, and

>  making society more responsive to the problems and aspirations of the poor.

 

Geographical Coverage

The PACS Programme is operational in an extremely backward region of central and eastern India spanning six states:

>  Maharashtra  >  Madhya Pradesh  >  Uttar Pradesh

>  Chhattisgarh  >  Bihar    >  Jharkhand

 

Rationale

The PACS Programme area across these states has been defined on the basis of a list of 100 ‘poorest’ districts of India prepared by a committee of the Government of India’s Ministry of Rural Areas and Employment, in 1997. After new districts were carved out, this list increased to 108 districts. See India’s poorest districts for a discussion on this list, a more recent list prepared by the Planning Commission and another list prepared by non-government experts.

 

From the 1997 list, the PACS Programme area was carved out in such a way that it covers the maximum number of ‘poorest’ districts in a geographically contiguous region, so that the programme could reach the largest number of poor people in an effective and manageable way.

 

The PACS Programme area so created covers around 85% of the ‘poorest’ districts of India, as defined by the Government of India in 1997. About 40% of India’s population lives in the programme area. An estimated 100 million people living in the programme area are ‘extremely poor’.

 

Present Scope

Till the end of 2003, PACS Programme projects were being implemented in 74 districts across six states; covering around 10,500 villages.

 

Submit a Project Proposal

The PACS Programme’s managers welcome concept papers for projects from reputed civil society organisations (CSOs).

CSOs seeking support should not submit project proposals at the first stage. Please read the following carefully on how to proceed.

>  First read about the PACS Programme’s Aim, Geographical Coverage and Strategies to see if your project proposal fits into the programme framework. You can also look up the Partners & Projects section to contact CSOs in your region that are already associated with the PACS Programme.

>  If your project proposal fits into the PACS Programme framework, see whether your organisation meets the Selection Criteria for receiving grants directly.

>  Read about the Selection Process and submit your concept paper in the specified format.

 

Does the PACS Programme support efforts like construction of schools and hospitals ?

No. The PACS Programme is aimed at demand-side issues: making poor people more aware of their human, political, social and economic rights and building their capabilities to exercise these rights for the betterment of their lives. The programme is not aimed at supply-side issues like construction of schools and hospitals.

 

However, CSOs participating in the programme could be involved in tackling supply-side issues through other programmes. The PACS Programme managers are also exploring the possibility of linking some of the programme’s projects to supply-side assistance, with the aid of other donor agencies and government programmes.

 

For more details write to:

PACS Programme Co-ordinator

Development Alternatives

B-32, TARA Crescent, Qutub Institutional Area

New Delhi – 110 016, India

Tel:+91-011 -26968904 (direct) / +91-011-26967938/26851158/26565370 (extension numbers 277/258)

Fax: -91-011-26866031

email: pacsindia@devalt.org

website: www.empowerpoor.org

The Paul Hamlyn Foundation (PHF)

The Paul Hamlyn Foundation is a company limited by guarantee (No. 5042279) and is a registered charity (No. 1102927) at U.K. Its primary concern is to address issues of inequality and disadvanse, particularly in relation to young people, through the arts, learning and education.

 

Paul Hamlyn

Paul Hamlyn, entrepreneurial publisher and philanthropist, set up his original charitable Foundation in 1972 and enlarged it substantially in 1987 with a personal gift of U.K. Pound 50 million. From the outset his overriding concern was to open up the arts and education to everyone, but particularly to young people.

 

Although Paul Hamlyn died in August 2001, his view of the Foundation’s purpose remains at the heart of all our grant giving. His magnificent, bequest of his residual estate to the Foundation is being used to build on that approach.

 

Priority areas

 

The Arts

 

Increasing Access to the Arts

The Foundation is interested in supporting arts initiatives in the UK which address inequality of access and opportunity, particularly among young people, including those ‘at risk’ and young offenders

 

Education and Learning

The Foundation has a strong interest in combating disaffection and alienation in young people and supports initiatives which try to tackle these issues by encouraging learning and creativity.

 

Publishing Training Schemes Administered by the Publishing Training Centre The Foundation’s training grants schemes provide much needed support which focuses on:

>  Making skills training available to small publishers (employing ten people or fewer) and freelances who do not have access to the training which some large companies offer.

>  Providing publishing training for the voluntary sector.

 

For information and application forms please click on the link below. Publishing Training Schemes.

 

India

Direct support is given to local projects in India, run by Indian organisations. The Foundation does not support UK organisations working in India. Support focuses on the following areas:

>  development schemes

>  programmes to strengthen NGO’s through training.

>  schemes which benefit disadvantaged children.

Initial consideration of all applications is by the Foundation’s adviser in India, Ajit Chaudhuri, who can be contacted at : phf_ajit@yahoo.com

 

Small Grants Programme

Awards up to U.K. Pound 5,000 are made to local schemes that fall within the Foundation’s priority areas. Applications should be for specific projects rather than revenue or deficit funding. The grant requested should represent the major part of the funding required.

 

Grants will be made for one year only and applications in the following year from the same organisation will not be considered.

 

How to apply

There is no standard application form but applicants should refer to the ‘Making an Application’ section on page 8 of our Guidance Notes (to download see below). All applications must be accompanied by a Project Details Form which is available either by post from the Foundation or downloaded as a PDF file (see below).

 

Guidance Notes

Project Details Form

The Foundation was established in 1987 by Paul Hamlyn the publisher and philanthropist who died in 2001. His overriding concern was to address issues of inequality and disadvantage, particularly in relation to young people, and this is the focus of the Foundation’s grant giving programmes. Support is concentrated on projects in the UK which address these issues through the arts and educations. The Foundation also supports a number of local projects in India which are developed by Indian NGOs.

 

These guidance notes set out the Foundation’s priority areas for funding and should help you to decide whether to make an application for funding. The Foundation also runs its own special projects which focus on areas where there is an urgent need for positive change. These may lie outside the published priorities.

 

We are happy to receive exploratory phone calls or letters describing your work before you consider making a formal application to the Foundation. We are glad to comment on ideas at an early stage.

 

There is no standard application form but applicants must address all the questions on page 8 of these notes and complete the enclosed Project Details Form which can also be downloaded from the Foundation’s website.

 

The Foundation welcomes applications from minority ethnic groups and from organisations based outside London.

 

For further information about the work of the Foundation, and its special Projects visit : www.phf.org.uk.

 

India

The Foundation gives direct support to local projects in India, run be Indian organisations. It does not support UK organisations working in India. Focus is on the following areas :

>  Development schemes.

>  Programmes to strengthen NGO’s generally through training information exchange and networking.

>  Scheme which benefit disadvantaged children.

 

Initial consideration of applications is by the Foundation’s adviser in India. Ajit Chaudhuri, who can be contacted by e-mail at: achaudhuri@hotmail. corn. The funding exclusions described on page 7 of these notes apply equally to projects in India.

 

The Foundation will only exceptionally consider applications which fall outside its declared areas of interest and priority. lt only considers supporting staff posts as part of a project which falls within its priority areas. Funding from the Foundation is normally for a maximum of three years.

 

The Foundation does not make grants for any of the following:

 

>  Genera! appeals or endowments.

>  Capital project.

>  Buying, maintaining or refurbishing properly or equipment.

>  Support for individuals, except where the Foundation has established a special scheme.

>  Performances, production costs, exhibitions, resource packs and publications.

>  Large national charities.

>  Medical causes.

>  Applications for retrospective funding.

>  Organisations which do not have charitable purpose.

>  Research.

 

If you want to make an application :

>  Talk to us first, or send an outline letter.

>  Complete the enclosed Project Details Form.

>  Write no more than five single sides ofA4 (unbound), with a further page for the budget. Supporting information may be supplied in appendices, but the main statement should be self contained and provide the essential information required by the Trustees.

 

This should include:

>  what sort of organisation you are.

>  what is the general aim of the project and its specific objectives.

>  how it is to be done and by whom.

>  what problems you anticipate in doing it.

>  whom it is intended to benefit and how many.

>  when it will start and how long it will take.

>  how much money you need and for what purposes-salaries, rent, administration and so forth.

>  how other interested parties will be informed of the outcome.

>  how you will know whether or not it has succeeded.

>  which other fonder you have approached and with what success.

>  if you will need funding beyond the period of the grant, where it is to come from.

 

Important

Please enclose with your application a copy of your most recent annual report and financial statement, and details of the management and staffing structure, including trustees.

Applications sent by e-mail or facsimile will not be accepted.

 

Applications will acknowledged when received but it may take some time to assess them. This may involve correspondence and meetings between staff and applicants and will involve consultation with the Trustees, advisers and independent referees.

 

Applications for sums of U.K. Pound 5,000 or less are handled by a Small Grants Committee which meets monthly, except August and December. Grants will be made for one year only and applications in consecutive years from the same organisations will not normally be considered. Applications received by the first Friday of each month except August and December, will be dealt with in the same month, otherwise the following month, ideally, applications should be submitted at least two months prior to the commencement date of the project.

 

A second Grants Committee, which meets four times a year. deals with applications for sums from U.K. Pound 5,000 to U.K. Pound 30,OOO.Creneraly these meetings take place in January, April, July and October. Applications should reach the Foundation in the first week of the preceding month.

 

Applications for sums above U.K. Pound 30,000 will be considered at the quarterly Trustees Meetings. In 2004 it would have taken place in February, May, September and November. The closing date for applications is the first week of the proceeding month. Applications in excess of U.K. Pound 100.000 will be considered in two stages. Trustees will look at an application in principle at a first meeting and, if they wish to take it forward, the full application will be considered at their next meeting.

 

Although we endeavor to consider applications received by the given closing date of the next relevant meeting we cannot guarantee that applications will be considered at any particular meeting.

 

How to contact us

 

Contact Details

Postal Address

18 Queen Anne’s Gate, London SW IH 9AA, Tel : 020 7227 3500, Fax : 020 7222 0601

email : information@phf.org.uk , website : www.phf.org.uk

 

India

Mr. Ajit Chaudhuri, J-1863, Chittaranjan Park, New Delhi 110 019, email: phf_ajito@yahoo.com

 

(Financial support broadly for health, edn, disabilities, shelter, street-children etc. The applicant must be a FCRA holder, no connection to political or religious activities and having internal commitments to excellent honesty. The geographical overage is whole of India. Please contact by email or post your concept note or outline letter first)

 

1 2 3 8
NGO Consultancy
NGO Consultancy
How to Register NGO
NGO Registration
NGO Directory
NGO Directory
Add your NGO in NGO Directory
Add your NGO in NGO Directory