The Sir Ratan Tata Trust is one of India’s oldest grant-bestowing foundations. It was established in 1918, following the death of Sir Ratan Tata, and it operates in accordance with his will. Sir Ratan wanted to establish a trust that would help further “the advancement of education, learning and industry in all its branches”.
The Trust broadly makes two types of grants :
> Institutional grants, under which come programme grants, endowment grants and small grants.
> Individual grants, which are medical and education grants.
The following areas of involvement have been earmarked while extending programme grants :
> Rural livelihoods and communities
> Arts and culture
> Civil Society and governance
Rural livelihoods and communities
Enhancing rural livelihoods and strengthening rural communities is the aim of the Trust’s grant-making endeavours. Within this theme the Trust focuses on two broad areas :
Land and water development : Some of the key grants made here focus on the following specific interventions:
> Water-sector research : The Trust’s initiatives in land and water development are supported by research initiatives that seek solutions on water-related issues.
> Central India initiative (CInI) : Started to address the issues of land and water development in the resource-rich but poor tribal areas of Central India, this initiative supports various organisations.
> Gujarat salinity prevention and mitigation initiative: Launched by the Trust and its partners, this deals with the problem of salinity ingress, which has rendered vast tracts of land infertile in the coastal areas of Gujarat. The initiative has been renamed as Kharash Vistarotthan Yojna.
> Resolving the Himalayan dilemma: This is a major initiative launched by the Trust, along with partner organisations, to address the crying issues of food, water and employment in the central Himalayan region. The initiative has been renamed as Himmothan Pariyojana.
> Reviving the green revolution : The Trust actively supports the efforts of agricultural organisations in promoting agricultural diversification in Punjab to revive the green revolution.
> Drought-proofing in Rajasthan: Supporting organisations to create lasting solutions, by evolving technological and organisational innovations for integrated development of drought prone areas of Rajasthan. Support is also given for drought relief activities in West Rajasthan.
Micro-finance: The Trust has encouraged the promotion of saving and credit groups, with a view to organise communities, improve access to credit, and encourage asset creation. Regional initiatives in Rajasthan and South India have been strengthened for promoting livelihoods and reducing vulnerabilities.
The Trust also encourages deeper linkages between micro-finance and development, through a focus on under-served areas and communities. To bolster these efforts, the Trust also supports research in micro-finance, besides supporting programmes in community-based health financing.
The Trust has been committed to improving the quality of education in India through efforts in the following areas:
School-based education : This is done by enhancing the quality of teaching and providing value additions in government schools to make learning an invigorating experience, minimise dropouts, and increase the involvement of children in the learning process through innovative, child-friendly methods.
Out-of school education : The specific educational needs of marginalised children are met through specially set up camps.
Education management : This is done through research that improves management training for government officers of the education department and school administration. Higher education: This happens by strengthening the reengineering efforts of existing institutions, and through institution-based fellowships in the field of development.
In this sphere the Trust focuses its efforts in the following areas :
Community-based health programme : These programmes focus on evolving innovative delivery systems.
Specialised care for the disadvantaged : This includes mental health and hospice care.
Developing programme effectiveness : This is done by building organisational capacities and human resources through fellowships for specialised training.
Research in public health : This is done by lending support to research in specific diseases such as tuberculosis and cancer.
> Arts and culture
To invigorate institutions and work towards developing new audiences, the Trust concentrates its support in the following areas:
Energising traditional arts: This is done by lending support to institutions involved in giving a
fresh lease of life to traditional art and craft forms in India.
Supporting contemporary art forms : This is done in order to break new ground and actively develop the field.
Archives and preservation : Support through grants is given to institutions to maintain their artifacts and processes, and to archive their documents.
Research and education in the field : Support is given to institutions building knowledge of
indigenous cultural practices.
> Civil society and governance
The Trust focuses its grants in this sphere on the following areas :
Citizen interface with public systems: To encourage better governance by creating awareness of the quality of elected representatives, and by increasing scrutiny of the polling process.
Bringing professionalism to the third sector : Increasing the effectiveness of public voluntary efforts.
Building knowledge and awareness about non-profit sector governance: Towards supporting institutions in enhancing the capacities of panchayti-raj institutions, besides promotion of people’s participation in governance through the strengthening of panchayats.
In order to sustain mission-driven institutions that are instruments for positive change, the Trust has developed and used endowments as a tool. Since 1997 the Trust has formulated a formal endowment strategy with well-set norms and clearly defined criteria that enable it to identical and appraise deserving institutions.
This is no formal procedure for application, but organisations with the following strengths are considered for endowments:
> The activities of the organisation should be closely integrated with the thematic areas of the Trust, and should have a satisfactory and mutually rewarding programme partnership with the Trust.
> The organisation should have an impact on society or be strategic in a sector of the field.
> The organisation should demonstrate staying power.
> The organisation should have an established tradition of collective leadership.
> The organisation should have a proven track record of being mission driven.
Launched in 1998-99, these catters to the needs of small, welfare-oriented organisations, and those needing support to implement innovative ideas. Small organisations, with a life span of at least a year, expenditure not exceeding Rs. 2 million in the last financial year, and employing not more than 20 people, are eligible for these grants. Grant limits have been raised to a maximum of Rs. 0.5 million per year per grant.
Larger organisations can also apply for:
> Strategic planning and/or exercise:
> focused research activities:
> mainstreaming of innovations:
> setting up or strengthening of internal systems:
> project planning and appraisal:
The Trust also awards grants to individuals, largely for medical and educational purposes.
Grants are disbursed to patients requiring assistance towards treatment expenses. The financial aid given may be impart, or whole, depending on the merit of the case. Over the years the Trust has built links with specific departments of reputed hospitals to obtain recommendations for patients deserving financial assistance, an interacts with social workers at these hospitals to ensure appropriate selection and speedy processing. Currently, the Trust has linkages with 19 hospitals across India. The Trust sanctioned Rs. 59.55 million towards support for 1973 patients in 2002-03.
The Trust supports individuals for higher education through:
Merit scholarships : These are for higher studies in India and are awarded to academically outstanding students, primarily for undergraduate professional courses in engineering and medicine. Awards are also given to scholars pursuing postgraduate courses in fine arts and literature, law, the social sciences, information technology, and education. Though the award of the Trust is on merit, the amount varies according to the family’s socio-economic standing. The programme begins in September each year.
Travel grants: These are used to provide part-travel assistance for individuals, particularly scholars, for postgraduate and doctoral courses, doctors from municipals and government hospitals, and professionals for mid-career programme, or to attend relevant and meaningful seminars and conferences.
During 2002-03 the Trust sanctioned Rs. 25.69 million as educational grants to 1,774 scholars.
Sir Ratan Tata Trust,
Bombay House, Homi Mody Street, Mumbai – 400 001, India
Tel : +91 – 22 – 5665 8282, Fax: +91 – 22 – 5665 8013
E-mail : [email protected]
The J.N. Tata Endowment for the higher education of Indians, was established in 1892 by the founder, Jamsetji Tata. It is the first Tata benefaction in the field of education, and is perhaps the first of its kind in the whole of Asia. Annually the Endowment awards about 125 loan scholarships to Indian nationals who have graduated from an Indian university for postgraduate, Ph.D. and postdoctoral studies abroad in all fields, and irrespective of caste, creed or community.
In the 1880s when the country was under the administration of the Indian Civil Service manned entirely by Britishers, Jamsetji Tata being a staunch nationalist was perturbed that Indians were excluded from senior positions. Realising that it was necessary to make available the finest possible university education to talented young Indians, he started sending out from his own resources two graduates with outstanding academic records for higher studies in England. This was the genesis of the Endowment.
Applications for the loan scholarships are invited by the Endowment once a year, through advertisements in leading Indian newspapers on the first Saturday of December, for the following academic year. The application is to be made on a prescribed form which can be obtained from the Endowment administrative office from the first week of December to January 31. The application form is issued on payment of an application fee of Rs. 100. The amount should be sent by ‘money order’ only or be paid locally in cash. Complected applications should reach the Endowment’s office by February 15 of the year for which the scholarship is sought. The selec- tion process involves a personal interview in Mumbai by subject experts.
J.N. Tata Endowment’s administrative office
Mulla House, 4th floor, 51 M.G. Road, Fort, Mumbai 400 001
Email: [email protected] / [email protected]
The Sir Dorabji Tata Trust was established in 1932 by Dorabji Tata, the son ofJamsetji Tata and is one of the oldest, non-sectarian philanthropic organisations in India. The Trust’s vision of constructive philanthropy has been sensitive to the fast growing needs of a developing nation and the work initiated by the Trust bears contemporary relevance.
The Trust broadly sanctions two types of grants :
> Institutional grants, under which come endowment grants, NGO grants and small grants.
> Individual grants, which are medical and education grants.
During 2003-04 the total disbursals made by the Trust was Rs 4423.90 lakh.
The Trust is known for promoting pioneering institutions of national importance. They include the Tata Institute of Social Sciences, Mumbai; the Tata Memorial Centre for Cancer Research and Treatment, Mumbai; the Tata Institute of Fundamental Research, Mumbai; the Tata Agricultural and Rural Training Centre for the Blind, Phase and the National Centre for the Performing Arts, Mumbai.
Over the last 15 years, it has helped in establishing the Sir Dorabji Tata Trust Centre for Research in tropical diseases at the Indian Institute of Science, Bangalore, the J.R.D. Tata Eco technology Centre at Chennai and the National Institute of Advanced Studies at Bangalore.
The Trust makes grants to NGOs in five major sectors of social development. They include :
> Management of natural resources : The Trust has made a significant contribution in this sector by supporting projects related to water and water resources, land degradation and better methods of cultivating and harvesting crops. The significant grantees include the N.M. Sadguru, water and Development Foundation, Gujarat; the Samaj Pragati Sahayog, Madhya Pradesh; the himalayan Consortium for Himalayan Conservation, Uttaranchal and Prerana, kamataka.
> Livelihood : The Trust has backed several projects in the livelihood sector. The projects cover the plight of unorganised labourers, capacity building of grassroots groups, business development of a variety of people-based organisations among others.
The significant grantees include SHARE, Andhra Pradesh; the Pan-Himalayan Grassroots Development Foundation, Uttaranchal; Nidan, Bihar; Dastakar Andhra, Andhra Pradesh and the DHAN Foundation, Tamil Nadu.
> Education : The Trust has supported several innovative initiative in the field of education, focusing on both children and adults – within and outside the formal education system.
The significant grantees include the Bharat Cyan Vigyan Samiti, New Delhi, Sandhaan, Rajasthan, New Delhi; the MV Foundation, Andhra Pradesh and Nalanda, Uttar Pradesh.
> Social development initiative : The social development initiatives covers a range of activities which include community development initiatives, human rights initiatives, family welfare, initiatives for the physically and mentally challenged, civil society initiatives, art and culture and relief.
The significant grantees include Ekiavya, Madhya Pradesh; the Childline India Foundation, Mumbai; the Centre for Social Justice, Gujarat; the Kutch Mahila Vikas Sangathan, Gujarat; the Jan Sanskriti Theatre of the Oppressed, West Bengal; the Spastics Society of Karnataka, Kamataka and the Tata Relief Committee, Mumbai.
Before sanctioning a grant, the Trust assesses the project or the organisation on the parameters of innovation, timeliness, sustainability, value addition and promotion of linkages, geographical spread and felt needs of the community.
The Trust also gives small / modest grants to organisations for starting new activities. The Trust believes that a grant, however small, given at a crucial time can make a great difference in impacting the lives of people and also enable the organisation to have more leverage with donor organisations.
The Trust gives merit and need based educational and medical grants to individuals. A total of Rs 404.89 lakh was disbursed as individual grants during 2003-2004.
> Medical : Financial help is extended to individuals for treatment of various diseases like cancer, heart ailments, kidney failure, neurological ailments, gynecological problems and respiratory ailments among others. Over the past four years, the total disbursals made by the Trust rose to Rs 266.59 lakh from Rs 100 lakh. There was an increase of 67 percent in the number of cases supported by the Trust.
> Education : The Trust also offers scholarships for higher education and travel grants for studying abroad as well as for attending conferences, presentation of papers for research and sports related activities. During 2003-04, the Trust disbursed Rs 138.30 lakh by way of education grants to nearly 534 applicants.
Besides the Sir Dorabji Tata Trust, allied Trusts like J.R.D. Tata Trust disbursed around 2,200 scholarships aggregating to Rs 291.13 lakh for graduate level studies in various fields during the year of 2003-2004.
The allied Trusts
The allied Trusts are primarily smaller trusts and while some have specific mandates, the rest are broad-based in their approach to grant making. The Sir Dorabji Tata Trust administers the allied Trusts. A total of Rs 2239.10 lakh was disbursed through the Allied Trusts in the year 2003-2004.
> The Tata Social Welfare Trust, the R.D. Tata Trust, the Tata Education Trust, the J.R.D. Tata Trust, the J.R.D. Tata and Thelma Tata Trust [with a specific focus on women and children] and the Jamsetji Tata Trust focus on over all developmental issues.
> J.N. Tata Endowment : The first Trust established by Jamsetji Tata, in 1892 it provides scholarship loans to a large number of deserving individuals for pursuit of higher studies abroad. Over one hundred students are selected every year as J.N. Tata Scholars from all over India.
> Lady Tata Memorial Trust : Established by Sir Dorabji Tata in 1932 in memory of his wife, Lady Meherbai, who died of leukemia in 1930, the Trust spends four-fifths of its income on international research, and an International Advisory Committee, based in London which invites applications for awards for support for research on leukemia world-wide. The Trust also supports institutional research carried out by recognised
Indian institutions, research laboratories and leading scientific / medical centres doing research work in the
> Lady Meherbai Tata Education Trust: Set up in 1932, the Trust grants scholarships to young Indian women graduates of recognised Indian universities for pursuing higher studies abroad in the field of social work and public health.
The secretary and chief accountant
Sir Dorabji Tata Trust
Bombay House, Homi Mody Street, Mumbai 400 001, India
Tel : +91-22-5665-8282, Fax: +91-22-2204-5427
Email: [email protected]
SIGHT AND LIFE is a humanitarian initiative of DSM. This homepage gives information about our aims and activities and it is intended to help in project work for the elimination of vitamin A deficiency and to improve nutrition in developing countries.
About us gives overall information on our mission, on some of the projects as well as of vitamin A. Facts and figures can be found under frequently asked questions (FAQ).
News contains miscellaneous information about our organisation as well as information not fitting to other topics. We will try to update this page continuously.
Information is a collection of all the documents on vitamin A. It contains those issued by SIGHT AND LIFE as well as publications from other sources with the aim facilitating the access, to information in other languages. Documents in French, Spanish, German and in other languages are presented. The SIGHT AND LIFE Newsletter contains various levels of news on projects, scientific results and literature overviews.
Tools are intended to support communication and training. Examples of presentations are given. Slide sets issued by SIGYT AND LIFE can be used to prepare own talks. Various materials are available for project work. A new tool available is the SIGHT AND LIFE vitamin A intake calculator.
In order to avoid downloading large files, a CD with the SIGHT AND LIFE website is available (status October 2004).
SIGHT AND LIFE is dedicated to the prevention and eradication of nutritional blindness and all forms of vitamin A deficiency in developing countries.
SIGHT AND LIFE is a humanitarian initiative of DSM.
It is aim of the Task Force SIGHT AND LIFE to raise awareness of vitamin A deficiency as a public health problem, and it is dedicated to effectively fighting this condition.
The Task Force was founded in 1986 by Roche and has been taken over by DSM in October 2003. It is entirely financed by DSM. We do not engage in any fund-raising activities. This allows maximum flexibility.
In developing countries 200-300 million children of preschool age are at risk of vitamin A deficiency. Every year about 500,000 of them lose their sight. The majority (about 70%) die within one year. It has been shown that improving the vitamin A status of young children in deficient populations leads to a reduction in all-cause mortality of about 23%. Improved vitamin A nutrition would be expected to prevent up to 2.5 million deaths annually among children under 5 years.
What is SIGHT AND LIFE?
SIGHT AND LIFE was set up in 1986 by the healthcare company F. Hoffmann-La Roche Ltd to help in the tight against vitamin A deficiency in developing countries. SIGHT AND LIFE is a non-profit humanitarian programme. In October 2003 SIGHT AND LIFE was taken over by DSM. DSM is active worldwide in life science products, performance materials and industrial chemicals (www.dsm.com)
Who makes up the Task Force SIGHT AND LIFE ?
The Task Force consisted of one full-time manager and specialists drawn from various Roche departments. Under the new organisation within DSM a suitable structure will be established.
How does SIGHT AND LIFE participate in the fight against vitamin A deficiency ?
SIGHT AND LIFE distributes free vitamin A. It also supports research projects and education and training programmes. The know-how of DSM is made available. SIGHT AND LIFE does not create new organisationals tructures; instead, it concentrates on cooperating with organisations that are managing local projects.
SIGHT AND LIFE is distributing vitamin A capsules in poor regions. Isn’t there a danger that recipients will become dependent on this supply ?
The involvement of SIGHT AND LIFE is never limited to vitamin A donations. A vitamin A deficiency prevention programme always includes information about healthy nutrition and the importance of eating foods rich in vitamin A. These campaigns are all aimed at implementing solutions that are sustainable without vitamin A capsules.
Task Force SIGHT AND LIFE
PO Box 2 II 6. CH-4002 Basel, Switzerland
Physical address for courier, parcels or other mailings:
DSM Nutritional Products
Task Force SIGHT AND LIFE
BuiSding241/171. Wurmisweg 576,
CH-4303, Kaiseraugsl, Switzerland
Tel : ++41-61-688 74 94, Fax : 4-4-41-61-688 19 10
E-mail: sight. [email protected]
The Task Force SIGHT AND UFE is a humanitarian initiative by DSM. (http://www.dsm.com )
Save the Children was founded in 1919 by Eglantyne Jebb, in the UK. Angered by the plight of children starving as a result of the economic blockade due to the war, she vowed to help children in distress everywhere, regardless of their race, creed or religion, and declared “Every war, just or unjust, is a war against the children”.
In 1923, she drafted the Geneva Declaration of the Rights of the Child, which was adopted by the League of Nations, and led in turn to the UN Declaration of the Rights of the child in 1959 and finally the UN Convention on the Rights of the Child in 1989. Today Save the Children and its partner organisations help to change the lives of millions of children in more than 70 countries. All programmes are supported by caring and concerned individual donors, corporate as also through bio-lateral and multi-lateral funds.
Save the Children work to achieve lasting benefits for children within the communities in which they live by influencing policy and practice based on its experience and study in different parts of the world. In all its work Save the Children endeavours to make a reality of children’s rights.
We look forward to a world which
> Respects and values each child.
> Listens to children and learns.
> Where all children have hoped and opportunity.
In a world, which continues to deny children their basic human rights we
> Champion the rights of all children to a happy, healthy and secure childhood.
> Put the reality of children’s lives at the heart of everything we do
> Together with children, we are helping to build a better world for present and future generations.
Our values underpin everything we do and is reflected in all our communications. We are Child-focused : We try to view the world through children’s eyes.
Ambitious but practical : We set our sights high for children, but we accept that our main responsibility is a practical one. We concentrate on making a real difference to children’s lives.
Independent : We are prepared to be radical and outspoken.
Open : We work without prejudice of any kind. We learn from our experiences, both our success and OUT failures and we share these widely and honestly.
Collaborative : We seek to work with others whenever we can, in order to achieve more for children.
Accountable : We are responsible to : children, their families and communities as well as to those who support our work. Professionally and financially, we are sound, scrupulous, efficient and effective.
A Team : We value diversity in those who work for Save the Children. We have to balance many expectations, but we support each other through our shared purposes.
Based on an assessment of the most important internal and external challenges which we face in our work. Save the Children has set itself the organisational goal of building a coherent, effective global programme, capable of bringing children to the centre of social development across the world.
Six core areas for -work have been identified as focal points for Save the Children’s work around the world
> Social Protection, Welfare and Inclusion.
> Food Security and Nutrition.
> Children and Work.
The International Save the Children Alliance
SC UK is part of a wide network of Save the Children organisations around the world – the International Save the Children Alliance, which aims to be a truly international movement for children.
The Alliance is a federation of member countries, which have similar vision, mission and values for children and have come together because :
> They share a common identity and are working towards the same goals.
> They have different strengths that can complement one another.
> They can be more effective and influential if they work together.
Save the children began working in India in the pre-independence days by providing relief during emergencies. The sponsorship programme targeting individual children started in the mid 1960s. In October 1975 Save the Children opened its office in India, in New Delhi.
Save the Children UK in India
Strategic Issues for Save the Children in India
There is a wide range of issues that adversely impact on children in India, making them especially vulnerable. However, Save the Children has chosen to address five core issues for the period of 2001-04. These issues are
> Children and Work > Quality Education > MV/AIDS
> Violence against Girls > Food Security
These have been selected because :
> We consider there is reasonable potential to affect significant change in children’s lives in India in the medium term.
> We can make good use of existing work and partnerships in India, and to develop new ways of working on these issues to broaden impact.
> They come within Save the Children’s global priorities and competencies so we can link with regional and global resources.
Cross cutting issues
Save the Children will strive to ensure that cross-cutting issues such as Disability, Gender Private Sector and Citizenship will be incorporated effectively into our work.
Child Rights Programming
Save the children is committed to children’s Rights Programming as an approach to all its work. The overall goal is to create an environment, which is respectful to children’s rights. We are therefore committed:
> To address the constraints on the realisation of children’s rights, to build up and sustain a constituency of support for children’s rights, including children themselves.
> To create effective accountability among those with formal obligations for the protection of children’s rights.
Within the Child Rights Programming framework, all activities are seen as contributions to achieving the overall goal, whether practical action, research, advocacy or any other initiative at different levels-local, national and international.
Working in partnership
Working in partnership is an important principle of Save the Children’s work approach. One of our key partners children, who are active and legitimate holders of rights which they can exercise themselves in accordance with their maturity and experience.
We implement our programme through partner organisations, by providing both funding and non-funding support. With them, we seek a two way process of learning and influencing.
Where We Work
Save the Children programmes are located in selected areas in seven states of India and managed by four Zonal Offices. The Central office in Delhi provides programme and administrative support to the zonal offices as well as representing Save the Children at the national level.
Issues we work on
“We believe that children have the right to quality education”
Objectives for the India programme
> To increase the enrolment, retention and benefits received for children, especially those most vulnerable and marginalised, in both primary and pre-primary schools, through a focus on child focused, gender sensitive and friendly learning environments.
> To increase the involvement of children and communities in determining education policy and influence in school management.
> To ensure that education policy makers will make a reality of the commitments made by the Indian government at the World Education Forum, through developing concrete action plans at National and State level to achieve their goals on equity, access and quality of education.
“We believe that children have the right to information and services to help them avoid HIV”.
Objective for the India Programme
> To reduce the vulnerability of children and young people to HIV infection in project intervention areas through informed choices.
> To influence policy makers on successful approaches to reduce children’s vulnerability.
> To ameliorate the impact of HIV/AIDS on children affected by or living with HIV/ AIDS in high prevalence areas through increased awareness and support from families, communities and state, through addressing discrimination, poverty, property rights and access to health and education services.
Children and work
“We believe that children have the right to be protected against dangerous and exploitative work”.
Objectives for the India Programme
> To ensure that working children’s voices are heard and that their views are integrated in interventions designed to combat hazardous and exploitative child labour.
> To reduce the number of children in hazardous and exploitative work through increased effectiveness of legislatiion, codes of conduct, improved working conditions and more responsible social attitudes and corporate practice. This will be based on a better unstanding of the realities of the lives of girls and boys at work, creation of choices and promoting access to quality education.
“We believe that children have the right not to go hungry in a world where there is enough food for everyone”.
Objectives for the India Programme
> To understand local coping mechanisms, and predict the impact of crisis on children in terms of nutrition, education and child work, promoting effective responses.
> To support national and state government and international agencies to ensure responses are effective to secure long-term benefits to children.
Violence against girls
“We believe that Children have the right to basic care and protection, and that children who are marginalised because of poverty, disability or gender should have the same opportunities as others”.
Objectives for the India Programme
> “To support girls and boys to analyses and to increase the awareness in the target communities of violence and discrimination against girls.
> To reduce violence in target communities through change of attitudes amongst boys, families, teachers, police, health workers, community and religious leaders and the media.
> To support girls and boys to monitor attitude change and violence levels.
“As long as we are young, we study, we are loved, we are given things. As we grow older our rights to these become less and less”.
Save the Children is organisationally mandated to respond to emergency situations and has a long and global experience of working in emergencies. The specific competencies developed are in health, food security, nutrition, tracing of separated children, education, disability and HIV/AIDS. While Save the Children does respond to the immediate needs of children and their families, it tries to do so with their development needs in mind.
In India we have a long experience of working on the issue of emergency, starting from the pre independence period. Lately we have been involved in responses to the Orissa Super Cyclone, persistent drought in Rajasthan, floods in West Bengal and Orissa and the Earthquake in Gujarat. In our interventions, we have been acutely conscious about the needs of the children and we have ensured that they are addressed. We aim to restore normalcy for children as quickly as possible. As part of our advocacy work during emergencies, we aim to place children on the agenda of other organisations too.
The Individual Child Support Programme (ICSP)
The sponsorship programme worked with individual children and started in the mid 1960s, by providing support in the form of financial input for appropriate education and counseling to the children who would have not been able to access facilities available to their peers elsewhere.
This form of support is being phased out since 1994 and will be completely discontinued after March 2003.
Save the Children UK
Director General, 17, Grove Lane, Camberwell
London SE 5 8RD, United Kingdom
Tel: 00 44-207- 7035400, Fax: 0044-207-7937610
Save the Children UK
A 20 Kailash Colony, II Floor, New Delhi – 110048
Tel: 011-2 6441174/75/76, Fax : 011-2 6443740
North Central India Office
20, Kiran Path, Surej Nagar, Civil Lines, Jaipur – 302 006
Rajasthan, Tel: 0141-2225078, Fax: 0141 -2226013
North West India Office
Shey Lompo House, Near Larimo Hotel,
Fort Road, Leh-194101, Ladakh
Tel : 01982-252135, Fax: 01982-251164
West Bengal Office
Flat I- C, 1st Floor
37 A, Garcha Road
Calcutta – 70001, West Bengal
Tel : 033 – 24741245
Fax : 033 – 24769478
South Zone Office
Plot No. 8, 1st Floor,
Aparajitha Housing Colony,
Ameerpet, Hyderabad – 500 016 (AP)
Tel : 040-26632384
For any further information you can contact us at [email protected]
The Movement Called Save the Children
“Save the Children” movement was initiated in 1919 as a response to the war-torn Europe during the World War II. The International Save the Children Alliance currently consists of 32 autonomous organizations working in over 100 nations throughout the world.
Save the Children – Canada
Save the Children – Canada (SCC) has been operational since 1920. At present, besides Canada itself, SCC is working in 9 countries: Bolivia, Peru, Burkina Faso, Mali, Kenya, Ethiopia, India, Haiti, and Nicaragua. Efforts are targeted at the most critical needs of children. SCO’s principal objective is to help change the conditions which deprive children and their families of the capacity to realize their potential. The programs range from thematic areas of development, survival, protection and participation.
SCC has been associated with the children of India since 1967 and the India Field Office (IFO) was set up in 1990 at Pune. Presently, SCC-IFO is operational in three states of India-Maharashtra, Rajasthan and Tamil Nadu, SCC-IFO works in partnership with 11 partner non-government organizations(NGOs) for providing developmental opportunities to children from deprived societies, which include:
> Tribal children and children from slums.
> Children working as agriculture labour and shepherds.
> Children working in brick-kilns, construction sites.
> Children working in carpet weaving industry.
> Children working in gem and stone cutting industry.
> Children working in speaker cone industry.
> Children working in match-stick and fireworks industry.
> Children of mothers engaged in bidi (local cigarette) and aggarbatti (incense-sticks) making.
> Children working as domestic workers.
> Children of commercial sex workers.
> Girls engaged in looking after siblings at home.
The emphasis of India program has been on working children and education. The programs operate at two levels: community-based action projects and advocacy on issues affecting rights of the child, which includes networking with various stakeholders at national and international levels. A conscious and sincere effort is made to incorporate the values of participation and gender equity.
Save the Children fights for children rights. We deliver immediate and lasting improvements to children’s lives world-wide.
Our philosophy at Save the Children Canada is that we are a child rights organization, which focuses on the participation of children in the whole creation, design and implementation of our programming. This philosophy is a fundamental belief.
Our Guiding Principle
All action must be taken in the best interest of the child.
Save the Children
India Field Office, Apama
27 C, Ganeshkrupa Society
Lane No. 12, Paramhansanagar
Paud Road, Pune – 411 038 Maharashtra
Telephona Telefacsimile: 020-25390041,25390369
Email: [email protected]
Save the Children Canada
414, Yonge Street, Suite 308,
Toronto, Ontario M2P 2A8
Email: [email protected]
An estimated 5.1 million Indians are infected with HIV/AIDS, making India second in the world to South Africa in number of HIV cases. The epidemic, which began among high-risk groups, is now spreading rapidly amongst the general population. The epidemic is in its early phase, and even a small percentage increase can have detrimental health and socio-economic consequences. Stemming an epidemic of this magnitude requires collaborative work among all stakeholders involved, strong institutional capacities to carry out work, and political commitment at the highest levels both for prevention and treatment.
Organizations at the frontlines – government, non-government, community-based, UN, faith-based, private sector agencies and positive networks – are in urgent need of support to strengthen and expand their prevention and treatment services.
SAATHII envisions a concerted response to the HIV/AIDS epidemic in India.
SAATHII strengthens the capacity of organizations working against the HIV/AIDS epidemic in India.
SAATHII’s programs are designed to meet the following objectives:
Our Organizational Structure
Founded informally in February 2000, SAATHII is now registered as a Charitable Trust (Registration # 637, dated August 2002) with the Sub-Registrar of Charities, in Chennai, India. It is also registered with the Income Tax Department (Permanent Account No. AAETS3446C) and the Directorate of Income Tax Exemptions (No.3 01-04-05).
SAATHII is registered in the U.S.A as a 501 (c) (3) not-for-profit organization.
SAATHII has offices in Chennai, Calcutta and U.S.A.
SAATHII’s Chennai office functions as the administrative headquarters of the organization. Programs in information dissemination, advocacy, training and technical assistance and networking are carried out at this office, with a focus on the southern states and in close partnership with Calcutta and SAATHII Connection.
SAATHII’s Kolkata office implements programs in training and technical assistance with a focus on building the capacity of sexual health agencies in the eastern states. Networking, advocacy and information dissemination programs are also implemented at Calcutta in collaboration with the Chennai office.
SAATHII Connection brides the human, financial and knowledge resources from the U.S. to the need for increased support by Indian organizations at the frontlines of the HIV/AIDS fight in India.
Advocacy / Networking /Information Dissemination / Technical and Financial Assistance
Organizations at the frontlines of the fight against HIV/AIDS – government, non-government, community-based, UN, faith-based, private sector agencies and positive networks – are in urgent need of strengthening their technical competencies, management, leadership and evaluation skills, and personnel and financial capital to expand prevention, care, support and treatment services across 34 states in India. In response to meeting their needs, SAATHII supports government and civil society through the following programs:
Going to web site – Click on the above program links to download fact sheets on each program.
c/o ABK-AOTS DOSOKAI Tamilnadu Centre
3rd Floor Chateaud’Ampa
110 Nelson Manickarn Road
Chennai – 600 029
Ph.: (044) 2374-1118
FAX: (044) 2374-3575
Email: [email protected]
CD 335, Sector I, Salt Lake City,
Kolkata – 700 064
Email: [email protected]
One Soldiers Field Park, Apt 510
Boston. MA 02163, USA
Email: [email protected].
(Note : There are addresses of many funding agencies working on HIV/AIDS in India, which list can be obtained from the SAATHII’S Website)
The Reaching & Educating At-risk Children (REACH) India project seeks to attract out-of-school children to the classroom and concurrently enhance the quality of basic education so that it provides a real and valuable incentive for vulnerable children to continue in school. The project aims to achieve the dual goals by strengthening the capacity of Indian NGOs in selected urban and rural areas.
The REACH India initiative is funded by the United States Agency for International Development (USAID) and complements the Government of India’s Sarva Shiksha Abhiyan or Universal Elementary Education (UEE) Programme.
Project Period and Coverage
REACH India is scheduled to run through till September 2007 and focuses on disadvantaged, vulnerable children both in rural and urban areas. The project will cover Delhi, Kolkata, Mumbai and parts of Jharkhand, Chhatisgarh and North Kamataka.
3 – 14 age group children at risk.
Type of Grants and Assistance
Project funded under the grant must support NGOs working to improve the access, enrollment and retention of vulnerable children in schools or preparing at-risk children for potential entry into the formal education system.
REACH India will provide two types of grants :
(a) Strengthen the organisational and programmatic capabilities of the smaller, grassroots NGOs;
(b) Build networks of local and regional NGOs and through those networks build the capacity of local educational systems; and
(c) Provide sub-grants to the NGOs they are mentoring for direct service delivery.
Example of capacity building include programme and financial management, planning, community development, report writing, proposal writing, performance monitoring and educational services.
Eligibility Criteria to Receive Grant/Support
How / When to Apply
Region wise applications are invited by REACH India H.Q. (On Invitation).
Any Other Important Information
NGOs of North Kamataka may approach selection process while in Jharkhand, Chhatisgarh, Delhi, Mumbai & Kolkata selection of NGOs is almost completed. This is a project not program – which will be over by September 2007. (For Details Please See the Website)
REACH India, 13 Palam Marg, 2nd and 3rd Floors, Vasant Vihar, New Delhi – 110057
Tel : 91-11.51662317-21, Fax: 91-11-51662322
Email: [email protected]. , Website: www.reachindia.org
Mr. Dennis Gallagher, Chief of Party
Email: [email protected]
Rashtriya Gramin Vikas Nidhi (RGVN), established in April 1990 as a non-profit society, is an organizational innovation in support of development action. It’s sponsors are the Industrial Finance Corporation of India (IFCI), the Industrial Development Bank of India (IDBI) and the National Bank for Agriculture and Rural Development (NABARD).
Its vision is to improve the quality of life of the poor or otherwise underprivileged rural and urban people through social action.
It’s main objectives, are : To
With it’s headquarters at Guwahati, Assam, RGVN is presently working with over 1000 non-governmental organisations and 30,000 poor household organized in savings and credit groups. Its current area of operation comprises the eight states of the North-Eastern region, Bihar, Jharkhand, Orissa, Andhra Pradesh, Chhattisgarh and Uttar Pradesh.
Overview (From Annual Report 2003 – 2005)
During the fourteenth year of operations, RGVN reiterated it’s mission to improve the quality of life of the poor and otherwise underprivileged rural and urban people through social action, aiming at reaching 150 thousand Indian households by the end of 2007. RGVN plans to achieve this end by promoting, supporting and developing civil society organisations and people’s groups so that they may respond to the livelihood needs of this section, thus bringing about a substantial improvement in the quality of their lives and empowering them in the process.
RGVN was set up as an indigenous rupee funding organisation, to bridge the gap between the section of the populace who do not have access to credit and financial and development institutions who cannot always reach the poor. It was felt that RGVN could act as a catalyst in development interventions, by including professionalism in financial management and empowerment and empowering people through enhancing livelihoods.
“Livelihoods”, in the context of RGVN, denotes an activity which provides a decent income by using talent, resources and aptitude, which one has at hand and subsequently, improves the quality of a person’s life.
While the NGO Support Programme (NGOSP) remains the fulcrum of RGVN’s activities, and satellite programmes such as the NGO Capacity Building Programme, Shelter for the Economically Weaker Sections and the fellowship programme have gradually emerged, the Credit and Savings programme (CSP) is the direct intervention of RGVN. Begun in 1995, the CSP provides credit to very poor people living in Assam, Meghalaya and Orissa, through an alternative credit delivery mechanism.
During the year (2003-2004) under purview RGVN reached out to over 9,100 households through its NGO Support Programme and the Credit and Savings Programme, bringing the cumulative numbers of households supported in fourteen states of the North East and Eastern India to about 1,00,3 00. Over 95% of persons supported this year were women.
RGVN introduced the concept of the returnable grant (RG) to promote livelihoods of very poor people in 1991, during a period when poor people were accustomed to a culture of subsidies and grants. The rationale was that investments must produce commensurate returns; more so, when investors are the very poor who can ill afford to lose their money. The belief that the poor are indeed bankable was the basis on which returnable grants were made. During the fourteen years of operations RGVN has approved projects worth Rs. 2,090 lakh, of which Rs. 1,697 lakh has been disbursed. The return flow from the past returnable grants now forms a large part of RGVN’s source of funds, which was initially restricted to income from RGVN corpus.
Today, as return flows are becoming crucial for the future survival and growth of the organisation, it becomes imperative that the organisation cannot depend on philanthropic principles alone. For the organisation to reach out to larger numbers, there has to be a amalgamation of philanthropic and business principles. Keeping this in view a special Recovery Cell was created in September 2003 to boost recovery initially in NER I and II. It is entrusted with the recovery from the projects of RGVN prior to 1996-97.
RGVN works towards creating an environment where women can live with dignity and pursue their aims to enjoy a meaningful life. RGVN empowers women in the areas in which it works and ensures that any change in development perspectives takes into consideration that 75% of the world’s poor are women.
RGVN continues to work in the eastern states, where a lack of infrastructure and opportunity, together with a large percentage of people in poverty threaten to throttle development initiatives. Policies need to be developed in a participatory manner and take into account the hopes and aspirations of the people for whom these are made. RGVN strives to make the poor stakeholders in any development initiative, so that they may see themselves as central to any initiative. Also of crucial importance is to take into consideration the socio cultural ethos of the communities for which such programmes are being made. This is particularly true in the hills of the North Eastern region which is the abode of over 135 tribes, each having their distinct culture and tradition.
Programmes over the years, have been on such strategies for development that do not rely on outside resources and encourage self-reliance and community participation. Using income generation project as an entry point, the wider aim is to address the gamut of issues that add dignity to a person’s life, thus allowing people to take charge of their lives.
RGVN works in the eight North Eastern states, Bihar, Jharkhand, Uttar Pradesh, Orissa, Andhra Pradesh and Chhattisgarh through its Corporate Office at Guwahati and four regional offices located at Guwahati, Jorhat, Patna and Bhubaneswar. Development Support Teams are located at strategic places. These are instrumental in building up NGOs at the grassroots and play an important part in streamlining information between NGOs funded and RGVN.
The founder sponsor of RGVN is Industrial Finance Corporation of India (IFCI). Other sponsors are Industrial Development Bank of India (IDBI) and National Bank for Agriculture and Rural Development (NABARD). The RGVN. charter allows institutions and other corporate bodies to become RGVN’s sponsors with a contribution of Rs. 2 crore to it’s corpus.
The Governance of RGVN is vested in a 10 member Board, consisting of eminent persons who have made their mark in the field of development. Four of the members are nominees of institutional sponsors i.e. IFCI, IDBI and NABARD while others are co-opted for a period of three years through consensus by the Board from among well known development professionals and other eminent persons from the field of business, finance and public service. Retiring members are replaced by persons identified by the Board. The Governing Board formulates policies and provides guidance to executives. The executive Director, who is an ex-officio member of the Board heads the organisation. Operations are carried out by four regional offices, each headed by a senior staff designated as the Regional Coordinator. There are four Regional Offices, Guwahati and Jorhat for the North east; Patna for Bihar, Jharkhand and Uttar Pradesh; and Bhubaneswar for Orissa, Andhra Pradesh and Chattisgarh. The head office at Guwahati integrates operations, develops policies, plans and budgets, meets all statutory obligations and is responsible for overall institutional development.
RGVN has a corpus base of over Rs. 10.18 crore contributed by the sponsors and programmes are financed and administrative expenditure met through income from corpus. An office set up in Mumbai monitors the investment of corpus funds. However, in recent years, as the demands on RGVN have grown, RGVN has been mobilising programme related funds from donor organizations or revolving fund assistance from financial institutions. RGVN has worked in collaboration with the Ford Foundation, the Sir Ratan Tata Trust and Sir Dorabji Tata Trust, HIVOs, HDFC and the Government. The Credit and Savings programme is financed through loans from NABARD, SIDBI and the National Minorities Development and Finance Corporation.
NGO Support Programme (NGOSP)
The prevalence of widespread poverty has necessitated a delivery mechanism which has its focus on the grassroots and is quick to respond to emerging needs. The founders of RGVN connived the NGO Support Programme as the centre of it’s developmental activities, for they felt that intervention through Community Based Organisations (CBOs) and NGOs would ensure that the impact of developmental programmes percolates to the remotest belts, involving even the section of population which normally is neglected.
Under the NGO Support Programmes returnable grants are sanctioned to CBOs and NGOs to carry out a livelihood generation programme with poor clientele. RGVN develops organizations that are capable of giving the people a sense of ownerships of the programmes undertaken. Depending upon the potential perceived in the CBO, it’s development takes precedence. RGVN focuses to work with CBO and NGOs and develops and nurtures them till they are ready to stand on their own. RGVN makes a judicious selection of it’s partners. The NGO selected is chosen on the basis of its credibility in the community, the quality of leadership, governance and management information systems. Any activity which is economically viable and is designed keeping in view the local marketing feasibility, qualifies as a livelihood generation activity. In case of RGVN the fundamental choices in designing a livelihood generation programme is based upon the following:
RGVN nurtures the belief that holistic and innovative approaches, rather than isolated individual efforts, can ensure a change in lives at the grassroots. Hence, each partnership is looked upon as a long-term relationship and is not merely project based. RGVN intervenes in an area with an income generating project, but it is expected that this project will lead to many things which will improve the lives of people at large. It will lead to a rise in incomes of the poorest of the poor and empower them financially. Economic empowerment will lead to a social empowerment. It will mobilize communities and allow them to take charge of their lives.
RGVN over the years has evolved a meticulous process of implementation of NGOSP. Since, the rural poor mostly constitutes RVGN’s target group, and implementing NGOs are small and fledgling, they neither have the capability to write good project proposals nor to analyze what will work and what will not. Most therefore approach RGVN with an expression of intent; RGVN executives have to help them crystallize ideas and develop project proposals.
Each grant is made on the basis of a pre grant study called pre-funding study. There is a very structured format for conducting the pre-funding study. An RGVN executive visits the project site of a prospective grantee NGO; holds a series of consultations with the NGO personnel and prospective beneficiaries; studies the socio-economic environment of the area; examines the existing capacity of the NGO and the beneficiaries; analyzes the feasibility of a project idea and finally, prepares a full grant proposal. The entire exercise is done with the active participation from the implementing NGO as well as the beneficiaries.
Each region of RGVN has a Local Advisory Committee (LAC). The LAC is chaired by a Governing Board Member and it has as members notable local individuals, other NGO representatives, representatives from financial institutions and the concerned Regional Coordinator. The LAC has two distant roles to perform; one to provide overall advice and guidance to each regional office and second, process and approve grant proposals prepared by the executives.
Capacity Building of NGOs
The founders of RGVN realized that the effectiveness of livelihood generation programmes depended largely on the human resources and skill of NGOs/CBOs.
The following five activities were envisaged towards strengthening of the NGOs :
Interaction amongst NGOs : RGVN proposed to organize meetings of NGOs assisted by it. The primary value of these meets was as forums for peer review, highlighting and reinforcing a corporate public identity, flagging common issues, sharing contextual insights and institutional diagnosis.
Training workshops: RGVN proposed to conduct peer learning workshops to help the NGOs map out perceptions of the self and evaluate their strategies. These programmes provide inputs on simple organisational technologies like keeping book of accounts, the broader question of vision, mission and strategies and various aspects of community development. RGVN catalysed these programme, drawing resource persons from outside.
Sectoral exposure and training programmes : RGVN decided to build the technical and sectoral capability of its partners, since, most of them did not have staff with sectoral expertise and consequently their ability to add value to the community’s problems was limited.
Sponsorship to training programmes: RGVN proposed to selectively sponsor NGO personnel to training programme designed for NGOs which were offered by premier institutions such as IRMA, TISS etc.
The Credit and Savings Programme (CSP)
The Credit and Savings Programme, an RGVN initiative, started in 1995 to provide credit and other financial services to the people who have been excluded from the formal banking sector, especially women for enhancement of their livelihood generation capabilities. At present it is operational in two states of India, Assam and Orissa. It is spread over 7 districts of Assam and one in Orissa and covers more than 600 villages. An amount of Rs. 2811.48 lakh has been disbursed to 26,693 clients as on 31.03.04.The portfolio for loan consists of (i) general loan, (ii) seasonal loan and (iii) Entrepreneurship Development loan.
The focus of CSP during this year was on further streamlining of the operations and strengthening its Management Information System. Great emphasis is being given on better control and monitoring of the operations to improve the portfolio quality. With the changing scenario it has become important to have comparative advantage over other MFIs in terms of delivery of financial services and performance in the coming years.
Economically Weaker Section (EWS) Housing Programme
RGVNPs philosophy has always been to improve the quality of life of the poor- “food”, “clothing” and “shelter”, a prerequisite to it. The NGO Support Programme and the Credit and Savings Programme have been able to cater to the first two requirements of a better quality of life. The shelter programme as a subsidiary to the NGO Support Programme takes a more holistic development approach in the sense that NGOSP caters to the additional income needs of the poor whereas the housing programme caters to their shelter needs, this makes a visible impact on the life of the poor as well as in the area/ village. This “visible” impact has a spiraling affect in the minds of the poor and their belief in the development efforts being made by organizations like RGVN is strengthened. This “strengthened belief’ makes other development interventions by our organizations more effective.
This Programme provided support for housing to such people who have or would have never got support for housing. Thus fulfilling one of the important purpose for which RGVN was set up i.e.
– provide access to credit to those whom mainstream finance do not reach. Another important aspect of the Programme is that it leads to asset creation, moreover a secured “shelter” helps in breaking or at least mitigating the vicious cycle of poverty.
Towards Low Cost Housing Programme in Northeast and Bihar, RGVN has disbursed an amount of Rs. 117.66 lakh for construction of 275 houses. The Low Cost Housing Programme in Orissa was undertaken during October 2000, subsequent to the super cyclone in Orissa. Towards this RGVN has disbursed a line of credit and a line of grant of Rs. 115 lakh and Rs. 75 lakh respectively.
RGVN has received fund support from Housing Development Finance Corporation (HDFC) for its present Housing Programme.
RGVN fellowships are open to young persons who have the passion and zeal to work with communities at the grassroots. Such persons feel the moral and social responsibility of helping the poor and disadvantaged improve the quality of their lives, but often are constrained in pursuing their dreams due to a lack of resources. RGVN provides financial and other support to development interns for a definitive time frame, till they are able to garner resources from other sources, or till their projects becomes sustainable.
RGVN has three categories of fellowship : the Ford Fellowship which has been constituted with support from the Ford Foundation, the Prabhab Dutta fellowship constituted in memory of the Late Executive Director and the RGVN fellowship. Relief and Rehabilitation.
During periods of natural disasters and calamities, RGVN joins hands with other development organisations and NGOs to render timely help to victims of disasters. During FY 2003-2004, RGVN sanctioned a total of Rs. I lakh for relief.
A sum of Rs. 0.50 lakh was sanctioned for relief and rehabilitation in the flood affected areas of Saran, Munger and Khagaria in Bihar. Another amount of Rs. 0.50 lakh was also sanctioned for relief kits in Puri, Cuttack, Boudh and Sambalpur in Orissa.
Since inception RGVN has endeavored to help partners and organisations sharing a common vision forge meaningful alliances with civil society. Networking and building platforms has been a priority with RGVN as it believes that organisations set up with shared objectives must work together.
Registered Head Office
Bye Lane no. 8, Rajgarh Road, Guwahati – 781 033, Assam Tel: 91-0361-2452320,2528652
Fax: 91-0361-2528523, Email: [email protected] , website: www.rgvn.org
Earnest House, 7th floor, Nariman Point, Mumbai – 400 021 Tel : 91-022-2284 5928, Fax: 91-022-2283 6672, Email : [email protected]
1st floor, Rashtriya Gramin Vikas Nidhi Head Office Building, Bye Lane no. 8, Rajgarh Road, Guwahati – 781 003, Assam Tel: 91-0361-2454376, Fax: 91-0361-2528523, email : [email protected]
Jail Road (K.K. Path), Jorhat-I, Assam
Tel : 91-0376-2304853, Fax: 0376-2304853, Email : [email protected]
Maurya Lok Commercial Complex
Block C, 3rd Floor, Dak Buglow Road, Patna-800 001, Bihar Tel : 91-0612-2207 328,2227 565
Fax:91-0612- 2227 565, Email : [email protected]
Nl- A/I 9, IRC Village, Nayapalli, Bhubaneswar – 751015 Tel : 91-0674-2556402,2557471
Fax: 91-0674-2556402,2557471, Email : [email protected]
The Rajiv Gandhi Foundation undertakes its activities by collaborating with other Non-Govemmental Organisations (NGOs) and Government bodies. When a project is approved by the Foundation, it enters into a written agreement or Memorandum of Understanding with the partner organisation(s). The Foundation then undertakes full or partial funding of the project and undertakes the monitoring, coordination and assessment work as necessary. The execution of the project is normally the responsibility of the partner organisation.
In the selection of project models or proposals, the Foundation gives preference to projects
iii. Which have clear and identifiable objectives and which lend themselves to periodic evaluation and monitoring against specific performance indicators?
Project proposals being given to the Foundation should contain the following features
iii. Area of coverage and target population.
vii. Time schedule for implementation giving a realistic chart of completion of each activity/ phase so that firm indicators are available for evaluating the progress.
viii. Details of the budget estimates (separately for recurring and non-recurring and separately for each head) along with justification for each item of expenditure.
The Foundation does not extend assistance for construction of building, purchase of land or purchase of vehicles.
In the case of NGOs, the project proposal must be sent along with the following documents about the NGO
iii Copy of the last published Annual Report, auditor’s report and balance sheet.
vii. Signed declaration by the principal investigator or the head of the NGO accepting responsibility for the contents of the project proposal.
WOMEN & CHILDREN’S WELFARE UNIT
We believe that women and children be full participants in the development process. Our programmes aim to
Guidelines for collaboration in Projects for Women & Children
After decades of development, it has been recognised that women and children have remained marginalised in the development process, even through they are primary users and managers of natural resources. Shri Rajiv Gandhi believed that problems were best solved by involving those who were directly affected by them. Thus women and children should directly participate in solving their own problems. The Foundation endeavours to evolve innovative projects to make women and children participants and beneficiaries of the development process and utilise their traditional knowledge base to make development projects more efficient and ecology friendly.
Rather than duplicate the efforts of the Government of women and children, the Foundation hopes to fill in the gaps between the voluntary agencies working at the micro level and the State which operates at the macro level, by working closely with Government, voluntary agencies and individuals. Essentially, its role is that of a catalyst. It welcomes innovative projects which are potentially replicable in other parts of the country.
The Objectives are :
In this sector, the emphasis has to be placed on reducing the burden of fuel, fodder and water collection on women and children and hence providing them with more time to engage in income generating programmes. The strategy comprises :
iii. Adoption of a holistic approach for the empowerment of women belonging to specially disadvantaged groups through education, awareness creation and skill formation.
In this sector emphasis is to be placed on :
iii. Development of support systems to schools to increase enrolment of slum and street children and combat the school dropout syndrome.
The following type of projects will not be considered :
iii. Village sewing centres.
SOME HIGHLIGHTS 2003-2004
Healing the wounds of conflict
Rehabilitating street children
Our goal is to support projects that
Guidelines for Collaboration in Literacy Projects
Providing literacy to all was among the topmost concerns of Shri Rajiv Gandhi. He considered literacy an essential prerequisite for implementing the development tasks before the nation and for the effective functioning of a democratic society. It was this conviction that led to the launching of the National Literacy Mission on May 5, 1988. The promotion of literacy was therefore, adopted by the Rajiv Gandhi Foundation (RGF) as one of its priorities.
Rather than aim to duplicate the large scale efforts of the National Literacy Mission, the RGF supplements and strengthens the areas which may merit closer attention, by working closely with various Non-Governmental Organisations, individuals and the Government. The aims and objectives of the Literacy Unit encompass the following strategies and spheres of activity:
iii. Producing suitable printed materials for neolith rates which would weave in the locate specific cultural threads into learning material, so that it is interesting and attractive to the reader and which may, wherever possible, be evolved by the local people at regional and village level to meet area specific needs.
Rajiv Gandhi ushered in the Panchayati Raj revolution in India through the 73rd Constitutional Amendment Act. Our goal is to keep faith with his vision by focusing on
Strengthening the Role of Women in Grassroots Democracy
SCIENCE & TECHNOLOGY UNIT
The Foundation supports programmes that harness science and technology to the everyday needs of the people. It focuses on initives which use science and technology to-
> Improve the lives of the poor
> Promote rural development
> Project the environment
Guidelines for Collaboration in Science & Technology Projects
The Foundation will generate activities and support ideas in the field of science and technology that meet the challenges of the twenty-first century. The application of science and technology in the service of the people, particularly the poor and the deprived, in areas of greatest social and economic need, was of special interest to Shri Rajiv Gandhi. The Foundation will concentrate its activities on practical programmes of bringing the benefits of science and technology to the common man.
The Foundation recognises that funding for science and technology programmes is at present available from several national and international agencies. It will, therefore, support projects of scientific and social relevance which fall outside these traditional sources of support, or which are innovative and yet people-based in nature.
The Foundation will identify appropriate people/voluntary agencies/institutions working in the field of science and technology and encourage/support them in their activities.
In the area of Science & Technology, the Foundation will give preference to
iii. Projects which reach the benefits of research done previously to the people in a systematic and phased manner.
Proposal in the Science and Technology sector must contain a review of relevant scientific information/ situational status report.
DISABLED PERSONS’ WELFARE UNIT
We work towards enabling the disabled to develop their potential and face the world on equal terms. Our programmes promote.
Guidelines for Collaboration in Projects for the Welfare of Disabled Persons
Shri Rajiv Gandhi was deeply concerned about the welfare of disabled persons. He firmly believed that all impediments to their full and equal participation in nation-building should be removed. The Rajiv Gandhi Foundation has, therefore, decided to concentrate on the well fare of disabled persons as one of its primary objectives.
Since its inception in May, 1992, the Disabled Person’s Welfare Unit has actively promoted the cause of the disabled through various projects and programmes across the country. On the basis of our objectives, it is proposed that in the coming years, as we march into the 21st century, the Foundation should work:
iii. To match the needs of potential employers with the capabilities of disabled people and set up systems for this purpose.
vii. To support projects aimed specifically towards the welfare of the rural disabled, women with disabilities and the severely/multiple disabled.
Rather than duplicating the work of the Government and Non-Government Organisations, the Foundation would like to fill in the gaps in the ongoing programmes by taking up innovative projects that demonstrate an integrated approach for improving the quality of life of the disabled. The Foundation would like to function as a catalyst by working closely with Government, voluntary agencies and individuals.
SOME HIGHLIGHTS 2003-2004
Equal rights for the disabled : Accessible environment
Rehabilitation of the disable
Our goal is to evolve and support innovative public healthcare strategies that are accessible and affordable. Our programmes focus on
Guidelines for Collaboration in Health Projects
The Foundation recognizes the health of the people of India as a developmental imperative and as integral to the effort to realize Shri Rajiv Gandhi’s dream of a strong and self-reliant India. It is, therefore, committed to support purposeful initiatives which are likely to advance health care and foster health promotion, particularly among women and children.
The Foundation recognizes that funding for health care delivery and health care research is at present available from several national and international agencies. It will, therefore, support projects of scientific and social relevance which fall outside these traditional sources of support.
Specifically, in the Health Sector, the. Foundation will give preference to:
iii. Projects which promote and evaluate, in a scientific milieu, the integration of alternate systems of medicine, particularly traditional systems of Indian medicine, with the esternized model of national health care system, using modern medicine.
The Foundation will not subsidize or supplement individual Or group health care as relief activity but will only fund projects which specifically address issues in accordance with the listed guidelines.
The proposal must contain a review of relevant scientific information/situational status report for an operational programme.
Project proposals may be submitted to
Adviser/Programme Officer (Concerned Unit), Rajiv Gandhi Foundation, Jawahar Bhawan, Dr. Rajendra Prasad Road, New Delhi 110 001, Tel: 091-011-23755117,23755118,23312456,23312458, 23325980, 23755128, Fax : 091-011-23755119, Email : [email protected] , Internet: http://www.rgfindia.com