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Find Your Feet (FYF)

Find Your Feet (FYF) is a British charity working with poor communities in India and Southern Africa. It was founded in 1960 in response to the refugee crisis in Central and Eastern Europe. Over the last 40 years its approach to alleviating poverty and suffering has evolved from providing humanitarian aid to supporting long-term rural development projects.

FYF believes in Social Justice : a world in which everyone has the right to build a future free from poverty. It is currently supporting over 20 programmes in 6 developing countries – India, Malawi, Sambia, South Africa, Swaziland and Lesotho.

It works with rural poor using their own skills and knowledge to develop sustainable solutions to poverty. Through working in partnership with local organisations, it enable poverty – sticken communities to increase their levels of food production, income, health care and education so that they can create a better future for themselves.


Development Work

FYF projects look for solutions to poverty in rural areas of South Asia and Southern Africa. FYF works to ensure that rural communities are provided with the most basic human rights – the right to food, clean water and a livelihood. Its program empower and enable marginalised communities to have a great control over their own lives through active participation in civil and political life.

FYF works with very poor communities and helps to develop small business ventures that bring new sources of income and employment to local people. With the money that the villagers earn from these activities, they can afford to send their children to school, pay for health care, and generally improve their lives.


Andhra Pradesh

It is working in the semi-arid Deccan Plain of Andhra Pradesh, an area that suffers greatly from environmental degradation and a rapidly declining ground water-table. The poor quality land is impeding agricultural production and pushing many of the local people to the brink of starvation. To make matters worse, government incentives are encouraging mono-cropping at the expense of biodiversity.

FYF is running a community-led natural resource management project. The project is providing villagers with agricultural training and support and promoting the use of traditional farming practices that build on indigenous knowledge and experience.

By promoting sustainable agriculture, FYF is helping farmers in Andhra Pradesh increase their crop and livestock yields while sustaining the environment for future generations.



In Chhattisgarh, FYF is developing a network of local community organisations to address the needs of the communities in three extremely poor districts. Working primarily with tribal people, the network is raising awareness amongst disadvantaged groups about their rights and providing them with a platform from which to influence government policies. With the help of the network, local people are organising themselves into self-help groups. These groups are provided with vocational training and small loans, enabling their members to engage in income-generating activities.

The self-help groups are providing the communities with a forum in which they can tackle key social problems such as alcoholism and child marriage. The project is fostering a sense of unity amongst the disadvantaged communities and enabling them to work together to overcome poverty and discrimination.



Created out of the state of Bihar in 2000, Jharkhand is one of India’s poorest states with high rates of unemployment and widespread ill health, illiteracy and malnutrition. The Santal Parrgana area of Jharkhand is inhabited by many poor tribal communities and dalits (Untouchables). FYF is working closely with more than 2,000 local families, promoting sustainable agriculture and increasing long-term food security.



Formerly part of Uttar Pradesh, Uttaranchal is a new state bordering the Himalayas that was created in 2000. The region’s harsh climate and poor quality land hamper agricultural production and threaten food security.

FYF is working on three programmes located in Uttaranchal that are designed to :

  1. Improve natural resource management so as to reduce environmental degradation and ensure that the local people have enough food all year round.
  2. Develop village services and infrastructure to increase access to clean drinking water and health facilities.
  3. Set up locally appropriate small enterprises that generate income and employment opportunities.


Tamil Nadu

For hundreds of years the tribal communities (adivasis) living in the Nilgiri Hills region of Tamil Nadu earned their living by collecting and selling forest produce. But when the government Forestry Department decided to auction forest produce collection licenses to the highest bidders, the adivasi people found themselves denied access to the forest lands. Deprived of their main source of income, many adivasi people lacked the means to support themselves and their children. FYF is running an Adivasi Forest Produce programme that is enabling the tribal people to have a say in the policies that determine their lives. As part of the programme, adivasi self-help groups have been set up. Through lobbying and campaigning, they have secured the right to collect forest produce within a designated area.

It is providing the adivasi groups with support and training in processing and marketing forest produce products, including jam, honey, and soap.


Uttar Pradesh

FYF is running three projects in the northern state of Uttar Pradesh. All three projects share a commitment to helping the most vulnerable members of society assert their rights and improve their lives. By building the skills of the project participants and supporting them to set up their own micro-enterprises, FYF’s projects are creating income-generating opportunities and enhancing the socio-economic status of the traditionally excluded members of society.


Contact Address


Find Your Feet

North India Office : A-1573, Indira Nagar, (Shalimar Crossing),


Uttar Pradesh


Contact Person : Ms Savitri Sharma

Phone No. : 0522 – 2345463, email : savitri@;; [email protected] website:


U.K. Office

Find Your Feet

Unit 316, Bon Mareche Centre, 241-251 Ferndale Raod, London SW9 8 BJ, Ph.: 0044-20-73264464, Fax : 0044-20-77338848 Email: [email protected]


Department for International Development (DFID)

The Department for International Development (DFID) is the British government department responsible for Britain’s contribution towards international efforts to eliminate poverty. It works in partnership with developing country governments and other international development agencies. It also work with business, civil society and the research community.

DFID’s assistance is concentrated in the poorest countries of sub-Sharan Africa and Asia, but also contributes to poverty reduction and sustainable development in middle-income countries, including those in Latin America and Eastern Europe.

DFID has headquarters in London and East Kilbride, offices in many developing countries, and staff based in British embassies and high commissions around the world.


Millennium Development Goals of DFID

  1. Reduce by half the proportion of people living in extreme poverty by 2015.
  2. Achieve Universal Primary Education by 2015.
  3. Make progress towards gender equality and empowering women by eliminating gender disparities in primary and secondary education by 2005.
  4. Reduce infant and child mortality rates by two-thirds by 2015.
  5. Reduce maternal mortality ratios by three-quarters by 2015.
  6. Provide access for all who need reproductive health services by 2015.
  7. Implement national strategies for sustainable development by 2005 so as to reverse the loss of environmental resources by 2015.
  8. Develop a global partnership for development, with targets for aid, trade and debt relief.
  9. Reduce by half the proportion of people without sustainable access to safe drinking water and basic sanitation.


Partners of DFID

The primary partners are the Union and State governments. Other partners include members of the private sector, NGOs, civil society and the research community in India.


DFID India

DFID India is one of a number of DFID offices world-wide. It has 170 staff based in New Delhi, and state offices in Bhopal, Bhubaneshwar, Kolkata and Hyderabad.


DFID’s Priority in India

  • Strengthening the capacity of government to develop and implement pro-poor policies; and strengthening the accountability of government to those it represents.
  • Promoting increased investment in education, health and clean water.
  • Supporting programmes which help poor people improve their own livelihoods, and which give poor people a bigger say in decisions affecting their lives. We aim particularly to support work, which enhances the social and political status of women.
  • Promoting sustainable management of the earth’s resources. Environmental issues are always taken into consideration during the design and implementation of our programmes and projects.


Funding Schemes

Small Grants Scheme

Eligible organisations: Civil society organisations, religious organisations (where the purpose is clearly developmental). Military organisations are excluded.

Funding Criteria: Activities that promote the development or maintain the economy of a territory outside the UK, or the welfare of its people. They: Must address DFID objectives and should take account of regional strategy if applicable; Must also include maximum local involvement.

Funding available per activity : UK Pound 100,000 (normally up to 3 years).

Contact department: British Embassies and British High Commissions within relevant country.

Contact details: British Embassies and British High Commissions within relevant country.


Orissa Civil Society and Poverty Programme

Eligible organisations : The NGOs applying for partnership through this programme must be

registered under the Foreign Contributins (Regulation) Act 1976.

The recipient organisation should have been in existence for a minimum of 5 years, and be based

in Orissa.

The organisation must be self-sufficient or having a regular source of funding for its own running

(salaries, rent and administration) costs.

The recipient orgnisations accounts must be subject to Annual Audited Statements every year.


Funding Criteria : the track record of organisations and networks; focus on working with and supporting capacity of small organisations, particularly in remote areas;

we will aim to fund organisation that combine grass-roots activities with advocacy work that helps to inform policies with pilot and micro experience; the financial limit for support is UK Pound 20,000 although in exceptional circumstances proposals above this ceiling may be considered.

Contact details : Civil Society and Poverty Programme, Department for International Development, 17 Forest Park, Bhubaneshwar 751001, Orissa, India

Offices of DFID India

DFID India

British High Commission

B 28 Tara Crescent, Qutub Institutional Area, New Delhi 110 016, India

Tel : (+91) (11)26529123, Fax : (+91) (11) 26529296, E-mail : [email protected]  and [email protected]


Andhra Pradesh

Sarovar Centre, Secretariat Road, Hyderabad – 500 004, Andhra Pradesh Tel:(+91)(40)23242519/ 23210943,Fax:(+9l)(40)23230421


Madhya Pradesh

E-7/642, Arera Colony, Near Central Bank. Bhopal – 462 016, Madhya Pradesh Tel: (+91) (755) 5294 451/ 5294 452, Fax: (+91) (755) 5294 453



Civil Society and Poverty Programme

Department for International Development, 17 Forest Park, Bhubaneshwar 751001 Orissa, India


West Bengal

16, Jubilee Court, 11/1 Hochi Mirh Sarani, Kolkata 700071 Tel: (91) (33) 2282 6320/2282 6321 Fax: (+91) (33) 2282 6322 Website:


Coraid forms together with Memisa, Mensenin Nood and Vastenaktie one of the biggest international development organisations. Supported by half a million people in the Netherlands, Cordaid is working with more than thousand partners worldwide for an existence with dignity for poor people and those who are deprived of their rights.

The World Belongs to Everyone

Everyone has the right to a decent human life without poverty. This also included people living with HIV/AIDS, slum dwellers, and street vendors. Cordaid, an international development organisation based in the Netherlands, devotes its heart and soul to the poorest and those who are deprived of their rights in over 40 developing countries.

Throughout the world, 1.2 billion people have to get by on less than a dollar a day. 40 million people are infected with HIV. 800 million people suffer from finger. According to Cordaid, this is unacceptable.

A Decent Human Life without Poverty

Everyone has the right to a decent human life without poverty. This also applies to people living with AIDS, slum dwellers, and street vendors. It is these people that Cordaid Fights for every day, in more than 40 countries in Asia, Africa, Latin America, Eastern Europe, and in the Netherlands. We believe in people’s individual strength. For this reason we work together with local organizations. Organizations that operate on one of cordaid’s spearheads : less poverty in the cities, a higher income for the poor, better health care and sustainable peace. There is extra attention for HIV/AIDS in Africa, a disease that has disastrous effects on society.

We also play an active role in the Netherlands, in Brussels and towards the United Nations. We want to be a voice for our partners in developing countries. That is why we make a stand against political decisions and developments that impede justice.

Half a Million Donors

Cordaid is the moving force behind Memisa Medic us Mundi, Mensen in Nood (Caritas Netherlands), and Vastenaktie (Dutch Lenten Campaign) in the Netherlands. At the end of 1999, Cordaid arose from a merger between these three Catholic development organizations. We can count on half a million donors in the Netherlands who support our work through these funds. Thanks, in part, to them we have a yearly budget of about 150 million euros, which we can devote to projects in developing countries. We achieve concrete results with these projects. We can make a difference, also for that one woman in the slums. because the world belongs to her as well.

Visit the websites of our funds (in Dutch) :

Identity & Mission

Our Identity

Cordaid is an international development organization based in the Netherlands. Our inspiration springs from the Catholic Social Teaching. For Cordaid, every single person counts. Values such as respect for life, solidarity and love for our fellow humans provide the basis for our mission : poverty eradication, justice, and peace.

Our Mission

Cordaid puts heart and soul into its work for the poor and those who are deprived of their rights throughout the world and for social and economic justice. We support them and their organizations, regardless of age, sex, disposition, race, religion or political conviction.

From Missionaries to Local Partner Organizations

Over the years, Cordaid supported an increasing number of development organizations, including organizations that are no longer directly linked to missionaries. Circumstances have changed the number of Dutch missionaries is rapidly declining. However, the gospel and the Catholic Social Teaching that is based on it, remain the source of inspiration for Cordaid in many cases, the missionaries have handed over their work to local orgnaizations in developing countries. Today, these support the poor and help build social organizations. Cordaid cooperates with over a thousand local organizations worldwide.

Beliefs and Actions Put into Practice

The daily practice of development work is very dynamic. No instant solutions are available. Cordaid seeks progress and development together with our partner organizations in developing countries. We are in continuous dialogue with each other about the directions and steps to be taken. We also keep in touch with our contributors in the Nethelands. it is a challenge to find the means to communicate our work and inspiration to the wide variety of people connected to us. If and when our values prove to be incongruous with reality, we are always willing to enter into debate. It is precisely this interaction between beliefs and actions that helps shape our Catholic values and put them into practice.

Our Approach

Cordaid Continues to Build on People’s Own Strengths

Cordaid does not implement projects in developing countries itself, except in cases of humanitarian emergencies. Instead, we cooperate with local organizations. These organizations may provide health care, shelter to children living in the streets or work to underprivileged young people, or they fight for the rights of slum dwellers.

Cooperation is more effective, and what is more, local organizations know best what is required in order to improve the living conditions in the area in question. For example, information of HIV/AIDS is provided differently in Africa to in the Netherlands. Together we draw us policy and we are jointly responsible for the results.

A Variety of Approaches to Poverty Eradication

Poverty is complicated issue. There is no one cause and therefore there is more than one solution.

Coraid therefore tackles poverty using a variety of approaches.

1. Direct Poverty Eradication

Cordiad provides financial support to its local partner organizations to enable them to implement projects. For example, in order to provide more people in the slums with clean drinking water.

2. Civil Society Building

Cordaid also provides local organizations with financial support so that they can become more effective. For example so that they can set up a sound administration system or engage in training in the area of fundraising. In some instances, if an organization requests such, Cordaid will also assign experts such as doctors. They can provide knowledge and skills and train local people. The goal of each assignment is to reinforce the local organization so that the overseas personnel in question eventually become superfluous to requirements. This approach makes a country less dependent on aid in the future.

3. Lobby and Advocacy

Poverty eradication without paying any attention to political structures is a waste of time and effort. That is why Cordaid also focuses on policy makers such as governments and the United Nations in order to exert influence on decisions which have consequences on poor people. One example is the initiative aimed at making aids inhibitors available in Africa at affordable prices. Another involves contributing to the relief or cancellation of the debts of poor countries.

Structural Assistance and Emergency Aid

Cordaid supports both structural development programmes and emergency aid programmes. Assistance in emergency situations, such as those brought about by earthquakes or floods, does not ceases as soon as food and shelter have been provided. Instead, houses have to be built and people have to be able to resume their old jobs.

After that we teach people, in cooperation with local organizations, how they can prepare more effectively for a disaster so that less damage is caused should another disaster occur in the future. It is precisely the combination of emergency aid and structural assistance that makes progress possible.

Cordaid‘s choices for 2003 – 2006

Cordaid chooses for a coherent support policy, and organisational approach and working method focused on learning within a limited number of field. Cordaid profiles itself as a social organisation.

Cordaid will support both structural development programmes and emergency aid programmes. An analysis of experience of Coraid and its partners shows that this unique combination can be used to arrive at better results for the target group.

A central place in partner focus policy is taken up by the shift by Cordaid from acting as a project funding agency to a supporter of social organisations. This involves building up the capacity of partners in general – organisationally, in relation to their field of work, or administration – and in the field of lobby, advocacy, marketing and fundraising. In transferring knowledge and skills, technical assistance (TA) is an indispensable tool. By reducing the number of relationships from 1,548 to 860 in 2006. of which around 300 will be strategic partners.

Cordaid’s chokes in relation to the Millennium Development Goals

  • Cordaid’s choices are closely linked to the objectives the international community has taken up in the Millennium Development Goals.
  • All Cordaid’s activities are focused on alleviating poverty and hunger.
  • Promoting a ‘global partnership for development’ occupies a central position within Cordaid policy.
  • Cordaid is working actively for equality for women and men by focused assessment of all programes and intensive discussions (and where required, capacity strengthening) with partners.
  • Central to Cordaid’s activities in the Health and Care theme (30 million euro per year) in improvement health, increasing access to affordable basic medicines and combating (the consequences of) HIV/AIDS.
  • Within the Peace and Conflict theme (total 15 million euro per year), Cordiad devotes attention to sustainable management of natural resources, particularly by cultural minorities (nomadic herdsmen, dalits, tribals).
  • The millennium goal ‘halving the number of poor people by 2015’ also aims to improve the living conditions of at least 100 million slum dwellers by 2020 (United Nationals Millennium Declaration, paragraph 19). Cordaid will contribute actively to this (20 million euro per year). For Cordaid, the availability of clean drinking water and improving the living conditions in slums is an important part of activities in the theme ‘quality of urban life’.
  • Improving the position and circumstances in which young people live is also an important part of Cordaid’s activities in slums.

Cordaid’s themes

A. Quality of urban life

Definition and objective

Quality of urban life is the totality of circumstances, activities and interactions within an urban context, which jointly ensure that the quality of life of poor and/or marginalised groups improves. Coradi’s objective is to support local organisations in setting a process in motion which results in poor communities (CBOs), NGO, local governments and other urban actors together and on an equal basis – working to improve the physical, social, economic and political and institutional situation of urban poor people within a gender perspective. Cordaid is primarily focusing on poor communities whom it wants to enable to participate in the urban decision-making process as equal partners.

Cordaid thrust

Cordaid will concentrate on the following sub themes.

1. Sustainable urban living environment

A. Physical sustainability : secure tenure.

B. Social sustainability: social cohesion and diversity.

C. Ecological sustainability: a clean and healthy living environment.

2. Improving the income position of the urban poor

Cordaid will aim at growth in the income of the urban poor by focusing on strengthening the informal sector.

B. Access to markets

Definition and objective

During the next few years, Cordaid wants to pay greater attention to the accessibility of markets for poor people. Cordaid wants to bring people to the market but also the market to the people. The objective of the theme ‘access to markets’ is to support initiatives which result in a sustainable improvement in income of poor men and women. With its partners, Cordaid wants to support access to markets and to support the development of the required capacities, information provision and services. Cordaid does not intend to develop parallel structures : as far as possible, it will link up with existing facilities in an attempt to improve them and make them more accessible to poor men and women.

C. Health & Care

Definition and objective

Health and care cover the totality of facilities and activities used to promote the health and welfare of a population. In addition, it includes the strategies aimed at securing the quality of life and promoting the rights and integration of marginalised groups. Cordaid wants to achieve a sustainable achievement in the health of the poorest population. Cordaid mainly supports initiatives aimed-at renewal and reform in which quality improvement and access to health care and other social bodies, social importance and sustainability of the programmes occupy a central position.

Cordaid’s thrust

I. Community Based Health Care and Basic Health Services.

II. Reproductive health

III. Care for and rights of marginalised groups

D. Peace and conflict

Definition and objective

The peace and conflict theme involves development co-operation as a whole in (pre and post conflict regions)

Cordaid is working for the following main objective : working for sustainable peace through poverty reduction, civil society building and advocacy by supporting political, social and economic structures and mechanisms that enable people to fight injustice and inequality themselves and to deal with their conflicts in a peaceful manner. Cordaid wants to contribute to sustainable peace using a holistic and integrated approach.

Cordaid’s thrust

1. Reconciliation and sustainable peace

  • The creation of strong local, national or regional reconciliation initiatives and increasing access to these structures.
  • This involves working to improve relationships between groups of people at local and regional level. Interventions in the field of inter-religious dialogue, peace education and independent media form part of this effort.

II. Empowerment of marginalised groups

  • The presence of democratic institutions and strong consultative bodies which make it possible for marginalised groups to fight for their political, social and cultural rights in a peaceful manner.
  • This mainly involves programmes which aim to promote human rights and democratic processes by means of lobby and civil society building.

E. Theme specific to the region


Definition and objectives

Within the HIV/AIDS theme, Cordaid will focus on:

a) prevention of HIV/AIDS and dealing with its immediate consequences at the level of the individual, next of kin and the community.

b) maintaining or improving effective poverty alleviation in the context in which AIDS occurs on a large scale.

Cordaid will focus on preventing and combating HIV/AIDS and its social consequences.

Cordaid’s thrust

Direct results

Organisations have developed sustainable responses in relation to the influence of the epidemic on the target groups they work with : risk and vulnerability reduction but also care and support strategies.

Indirect result

HIV/AIDS has been mainstreamed, i.e. all organisations that Cordaid works with realise the consequences of HIV/AIDS both for the effectiveness and impact of their intervention and for the sustainability of their own organisation and have under taken appropriate action.

F. Emergency Aid

Definition and objective

Through emergency aid, Cordaid provides support to survival and reconstruction of the existence of those worst affected by natural disasters, conflicts and humanitarian emergency situations. Emergency aid also provides for preparing for disasters in Cordaid’s geographic focus areas and a number of specific emergency aid areas, with special attention for the linkage between structural development and emergency aid. Cordaid devotes attention both to structural development and disaster preparedness, acute emergency aid and rehabilitation. These can occur simultaneously if the situation requires this.

Cordaid’s thrust

Emergency aid programmes

The emphasis is on support in the areas of shelter, food and nutrition, water and sanitation, healthcare and psycho-social aid (aid in recovering from traumas). Within this, there is special attention for disaster preparedness. In focus areas will work with partners as far as possible. Types of results are, for example, the number of persons with shelter, the number of persons with access to safe drinking water and the number of trained aid workers.


Definition and objectives

Gender indicates the roles of and relationships between women and men in a society. The roles and relationships indicate the division of responsibilities, access and power. In line with its vision, Coraid is aiming two main objectives.

Achieving equal access for women and men, boys and girls to natural resources and to the enjoyment of the results or outcomes of their uses.

Making a contribution to increasing decision-making power for women and girls in order to remove inequality between women and men.

The following apply, as guidelines for the themes and the continents:

I. By 2006, 80% of our partners will comply with the following

The organisation has a vision on gender.

The organisation makes gender analyses

At least 25% of higher positions in the organisation are held by women

The organisation translates its gender analysis into concrete activities.

Women from the target group are involved in the decision-making process in relation to the project/ programme.

II. 15% of all Cordaid’s partners comprises women’s organisations.

III. Learning processes are set up in relation to Coraid themes. 10% of the budget for these learning processes will be used to increase gender expertise.

III. Innovation

  • Innovation takes place within Cordaid’s priorities : the themes, gender and emergency aid and within technical assistance and the provision of financial services. In addition, a number of organisation-wide innovation programmes are planned for the coming period.
  • Reaching ‘unreachable’ target groups
  • Promoting local fundraising in the South.
  • Promoting professional involvement by black, migrant and refugee organisations in the Netherlands in international co-operation.
  • Actively involving social organisations in the North and South in systematically monitoring compliance with (international) agreements by governments and using this together as a means of pressure : finger on the pulse.

If pilot activities are successful, these innovations will be mainstreamed in the 2007 -2010 business plan.

Reaching ‘unreachable’ marginalised groups

Encouraging local fundraising in the South

Cordaid supports the wish of its partner organisations to achieve maximum autonomy in relation to their activities and to their finances and wants to facilitate this process.

Encouraging the professional involvement in development co-operation of black migrant and refugee organisations in the Netherlands.



P.O. Box 16440, 2500 BK The Hague Lutherse Burgwal 10, The Netherlands Tel.:+31 70 3136 300, Telefax: +31 70 3136 301, Email : [email protected] website:

Christian Blind Mission International (CBMI)

Christian Blind Mission International (CBMI) is an independent aid organisation of Christians of various denominations, dedicated to serving eye patients, blind and otherwise disabled people in developing countries, regardless of nationality, race, sex or religion.

Christian Blind Mission International has its roots in Christoffel-Blindenmission (CBM) in Germany, which is named in honour of Pastor Ernst Jakob Christoffe , who laid the foundation of CBMI in 1908. Today, CBMI supports around 1000 development projects in more than 100 countries.

Key areas of work

  • Prevention and cure of blindness
  • Education, rehabilitation and reintegration of persons with disabilities.
  • Training of national staff The major project types.
  • Eye hospitals/mobile eye clinics.
  • Education for blind and deaf people.
  • Rehabilitation programmes.
  • Orthopedic clinics.

CBMI supports these projects financially and by seconding qualified employees such as eye doctors, nurses and experts in special education whose foremost task is to train national specialists. Helping others to help themselves is the most promising way to enable developing countries to gradually become independent of foreign aid.

Contact Details :


Nibeiungenstrasse 124,64625 Bensheim, Germany

Tel : +49 (62)51 13 12 00, Fax : +49 (62) 51131249

Email :


CBM ” International

South Asia Regional Office (North), C/o CBM India Trust

C – 23 (First Floor), sector 26, Noida 201 301, UP

Contact ; Mr. John Tressler, Regional Representative

Tel : 0120-24 43 619,621, Fax: 24 43 623

Email : [email protected], [email protected]

Christian Aid

Mission : It believes in “Life before Death”

Brief Introduction

Christian Aid’s purpose is to expose the scandal of poverty and to contribute to its eradication.

It strives to be prophetic, challenging the systems and processes that work against the interests of people who are poor and marginalised.

Christian Aid has supported work in India for over 45 years, and today funds more than 200 projects through 75 local partner organizations.

It works mainly in Rural Areas with dalits (formerly known as ‘untouchables’) adivasis (indigenous people), disadvantaged women, child labourers and bonded labourers and communities living in disaster-prone areas.

Programme Focus

Secure Livelihood • Economic Justice • Accountable Govermence • HIV • Strengthening the Movement for Global Justice • Human Rights (Women Right & Child Rights

Geographical coverage (13 priority states)

Andhra Pradesh • Bihar • Chhattisgarh • Jharkhand • Kamataka • Madhya Pradesh • Maharashtra • Orissa • Rajasthan • Tamil Nadu • Uttranchal • Uttar Pradesh • West Bengal • Gujrat (During Disaster)

However, Christian Aid also supports several national organisations that work throughout India

Cross cutting Generic Priorities

Impact Assistant & Institutional Learning • Advocacy • Capacity

Emergency Preparedness & Mitigation • Inequality & Discrimination

How to Approach

Christian Aid wants to have a concept paper from the grant/support seeking organisation (having FCRA) which may be of 3 to 4 pages writing on organization profile, achievements about the area, problems, proposed approach and organisation next 5 to 6 years perspective plan as a whole.

It look at the concept paper whether it falls under its priority issues/thematic area. Then it contacts for the field visit where organisational rappo in the field, organisational and financial management system, transparency etc are seen. It also takes feed back from the supporting funding agencies, its present partners in the area and its network partners. On the basis of all these processes and findings, it takes decision and if satisfied, invites the detailed proposal. It also helps in developing the proposal.

Generally long term supports are provided but in many cases by giving a support for a year, the progress is observed. In general, 3 years grant are approved – being released in yearly basis. After 3 years, an evaluation is done by external expert, on its basis further support may be given.

Priority Groups

  • We will supported the development of leadership skills among our dalit, adivasi, bonded labour and marginalised women partnerships in rural and urban unorganised sectors;
  • While developing state level policy and programmes we will focus on these groups.
  • We will ensure representation of these groups at all meetings;
  • We will support advocacy efforts for these groups both within India and Internationally.

Priority Issues

Cental to our priorities are the issues that shape the lives of marginalised groups that Christian Aid is committed to. Issues such as food insecurity, lack of entitlement to land, lack of access to health care, safe drinking water, education and credit facilities continue to impoverish the poor, with no means of overcoming them. Through, and with, our partners, we will continue to work at grassroots and policy levels to bring about structural and economic changes that will make a difference in the lives of the poor.

Christian Aid will continue to prioritise organisations that work directly with the poor and those which are involved in research, training, advocacy, lobbying and networking.

It may sometimes be beneficial to form non-financial partnerships with certain organizations for purposes such as advocacy, research or publications.

Contact Details

Christian Aid

India Office

D-25-D, South Extension Part II, New Delhi 110 049

Tel : 01 l-26268068m 71; Telefax: 26268071

Email: [email protected]

(Dr. Belinda Bennet is India Representative as on April 2005)


Head Office: P.O. Box 100. London. SE17RT. U.K.

British High Commission Small Grant Scheme

The UK’s Department for International Development (DFID) makes funds available to the British High Commission for small projects of developmental value. This fund is called the Small Grants Scheme (SGS). The British High Commission in Delhi administers SGS (For all States except those mentioned below), and our Deputy High Commission (BDHC) in Kolkata administers for West Bengal, Chennai for Tamil Nadu and Mumbai for Maharashtra, Gujarat and Goa respectively.

SGS Mission

  • To reduce poverty within a sustainable development framework by supplementing large projects or fully supporting small project.
  • To encourage projects that aim to spread best practice among communities.
  • To maintain emphasis on capacity building through training, workshops etc so as to provide lasting benefits for the community.

Our Objectives

To support sustainable development throughout the country, project bids should match some of the objectives of DFID given below :

Policies and actions which promote sustainable livelihoods :

Sound policies and pro-poor economic growth; The development of efficient and well regulated markets; Access of poor people to land, resources and markets; Good governance and the realization of human rights; The prevention and resolution of conflicts; The removal of gender discrimination.

Better education, health and opportunities for poor people :

  • Lower child and maternal mortality rates
  • Basic healthcare for all, including reproductive services
  • Effective universal primary education
  • Literacy, accesses to information and life skills
  • Emergency and humanitarian needs

Protection and better management of the natural and physical environment :

  • Sustainable management of physical and natural resources
  • Efficient use of productive capacity
  • Protection of global environment

How to Apply for Funding Under the Small Grants Scheme

Under the Small Grants Scheme, grants can be made to organisations or institutions to assist projects whose primary purpose must always be developmental. The projects should also address at least one of DFID’s above mentioned objectives.

Project support will usually be for one year. In exceptional cases, funding can extend up to a maximum of three years. In any case the project should aim to become self-financing after the funding has ended in order to ensure programme sustainability.


1. Please note that the recipient organisation is required to make a contribution of at least 10% to the overall project costs.

2. We prefer to fund projects, which have a capacity building/training element We prefer not to fund recurring costs, such as administrative salaries and rent. We do not fund purchase of vehicles, construction activity and capital or infrastructure projects.

3. Recipients must refer to us for any changes in the use of grant expenditure, should it exceed 10% of the total project budget.

4. Organisations must submit half yearly progress reports on projects.

5. The Maximum yearly funding available is ht20,000 ht25,0000 but each year we will be looking for a range of different projects of varying sizes.

To apply for funds under the Small Grants Scheme, you will need to write an application in English which gives the following information. YOUR APPLICATION MUST BE NOT MORE THAN FIVE PAGES. APPLICATIONS MORE THAN FIVE PAGES WILL NOT BE CONSIDERED

1. Title of Project:

2. Details of Recipient Organisation:

i) Name of contact person

i) When the organisation was founded

iii) Number of staff – technical and administrative

iv) Your registration number under Foreign Contribution Regulation Act 1976

v) Existing sources of funding

vi) Banking details (name & address of bank, account number, in whose name cheque/demand draft has to be drawn).

3. Background about the work of your organisation :

i) Overall goal

ii) Number of cities/districts/villages covered.

iii) Total population directly benefiting by the activities of the organisation.

iv) Current activities






4. The Project Description needs to include details of the:

i) Project goal

ii) Project area

iii) Target group

iv) Problem/s proposed project will address.

v) Give details of any ‘need assessment’ done in the area before deciding on the project.

vi) Who else will be affected by the project ? E.g. in the case of a project for street children, then are the police, employers, family members, etc. also affected ?

vii) Project activities planned to address the above problem/s listed at 4 (iv).





viii) Inputs (for each of the above mentioned activity).





ix) Outputs (for each of the project activities).





x) Role of the target group (4 iii)

xi) Role of other groups affected (4vi)

xii) Role of the organisation

xiii) Duration of the project

5. Project Budget:

Activity Resource Detail Total
For Example:
1. Community organization
1.1 Leadership Trng. Resource person-1 Rs. Y
For 10 women @ Rs. X x 4 days Rs. Y 1
For 4 days Food=@ Rs. X x 4=4×10
1.2 Follow-up for 10 Women for 2 days

6. Project Work plan:


Time Frame (Months)


1 2 3 4 5 6


For Example
1. Community Organisation
1.1 Village Meeting
1.2 Leadership Trng

7. Project Evaluation and Monitoring Indicators (for six monthly and annual reports)



1. Training needs assessment No. of interviews conduct’s & report completed
No. of workshops held & no. of participants
2. Training workshop No. of children who read and write
No. of children who can identify digits, count
3. Non-formal education programme No. of children who understand currency etc.

8. Project Sustainability:

How will the activities be sustained after BHC support for the project has been completed ?

Give details of plans for programme, finance and human resource sustainability.

9. Other Information:

Have you previously received funding from the British High Commission ? If yes, please give details.

Does your organisation have I inks with Britain ?

With your 5 page application, you need to send the following documents:

a) A Reference letter from the British Council Division/a British NGO or any other donor agency (Format enclosed)

b) A copy of the NGO’s Memorandum of Association

c) A copy of the NGO’s FCRA registration certificate

d) A copy of Audited Statement of Accounts for the last two years

e) The NGO’s most recent Annual Report.

Reference Letter

NGOs applying for funds to the British High Commission are expected to submit a reference letter from a known source like the British Council Division, British NGOs the DFID Field Management Offices, or from any other donor agency which has funded them in the past.

1. Name of the Agency providing the reference : …………………………..

2. Name and Designation of the Referee : ……………………………………

3. Address :……………………………………………………………………….

4. Telephone No. & Fax :

5. Name and Address of the NGO……………………………


6. Have you supported the NGO in question ? If yes, please give details : When, what kind of project, and for how much :

7. What has been your experience with the NGO ?

8. How would you rate the NGO in terms of the following :

( Rating : I – Excellent, 2 – Very Good, 3 – Good, 4 – Satisfactory, 5 – Poor)

Ability to mange account
Capacity to successfully
Ability to monitor progress
Analytical capacity

9. Would you recommend support to the NGO ?





This is a confidential document. Please send the form to us directly at the following address:

Development Officer, British High Commission, Shantipath. Chanakyapuri, New Delhi-110021

How to Apply

We place emphasis on sustainability. Our aim is to support projects in which the NGO seeks to hand over vital elements of the project to the community by the time we withdraw our support.

How to Apply

Step 1

Applications (with supporting documents) for the following financial •Year must reach us by 30 September.

(•The financial year runs from I April to 31 March)

Step 2

By end January the following year, we scrutinise and short-list project bids and present them to our Project Panel•• (••The Project Panel comprises cross-departmental BHC staff, empowered to both advise and

sanction, and is designed to ensure transparency and accountability)

Step 3

In February and March we appraise short-listed projects.

Step 4

By 31 Marth we inform successful organisations of our support.

Our Support

Duration of Projects

We generally support one-year projects, but will consider up to three years in exceptional cases.

Case of Projects

We currently support projects ranging in value from Rs. 7 lakh to Rs. 12 lakh.

Indicators of Favoured Bids

Favoured Bids Should:

Have FCRA and include letters of reference from other known international organisations that have supported them in the past.

Have proven experience in the project area at field level.

Show clear inputs and measurable outputs/outcomes (e.g. nos. of children rehabilitated, no. of women’s group formed etc.).

Not have been supported by the BHC within the previous three years.

Please keep the following in mind

The Project Panel comprises cross departmental BHC staff, empowered to both advise and sanction, and is designed to ensure transparency and accountability.

The financial year runs from I April to 31 Marth.

We do not entertain applications received after 30 September

We respond to the short-listed applications during Janurary and February

British Deputy High Commission – Mumbai

2nd Floor, 222 Jamnalal Bajaj Road, PO Box 11714, Nariman Point, Mumabi – 400 021

Tel: (022)22833602/0517/2330

British Deputy High Commission – Kolkata

IA Hochi Minh Saroni, Kolkata 700 071, Tel : (033) 22885172

British Deputy High Commission – Chennai

20 Anderson Road, Chennai -600 006, Tel: (044) 52192151

For Details Please Contact

Development Officer

British High Commission

Shantipath, Chanakyapuri, New Delhi 110 021, Tel: 011-26 87 2161, Fax: 011-26 87 34 18

Website : (Search for Small Grant Scheme)

Andheri-Hilfe Bonn


Address: M – 76, Madhusudan Nagar, Bhlibneshwar 751001, Orissa
Phone: 0674-2410924/2405769
Contact Person: Mr. Albert Joseph
Email: [email protected]
Website: (German)
Mission: Development in an organic process. It should go beyond projects.
Brief History: Working since 1966 in last 36 years. Handling at present 360 Projects in India. AH has 3 offices in India – Bhubneshwar, Trichy and Mangalore.
Issues Undertaken: All developmental issues / topics – where people are involved.
Geographical Coverage: Entire India
Eligibility Criteria: VOs / NGOs having FCRA, Good Credibility and People’s Involvement.

About Us

The Andheri-Hilfe Bonn (Germany) is a free, independent organization of development co-operation. It developed from a private initiative for distressed children in Andheri with Bombay and works since 1967 as non-profit association.

By this time we contribute more than 450 projects and program in India and Bangladesh for the social and economic development of the poorest subpopulations. The emphasis of our promotion lies in the ranges of social work, education and health service as well as agricultural and village development (more to it you find under projects ). We render ‘help to the self-help’, in order to develop no new dependence or maintain old.

Our work is supported by approx 25,000 private donors, groups and companies and public means from the budget of the Federal Ministry for economic co-operation and development ( BMZ) and the commission of the European union.

Principles of our work

We want to reach the poorest social community, without consideration for race, color, caste or religion.

We focus on causes for poverty instead of symptoms, to eliminate it and to make sustainable solutions at grass root level.

The projects promoted by us are to contribute to strengthen human rights and to fight any form from discrimination to.

The stabilization of the self-help forces, the personal responsibility and the self-determination of the target group are important to us – they must participate at planning and execution of the project intensively.

We exclusively co-operate with native (local) agencies responsible for the project: Nobody differently knows the situation, the culture, humans locally as well as it.

We make sure that the surrounding field is included into the project planning: If networks develop, people themselves can make attempt for their rights.

We examine whether the project measures pollution free and lasting, i.e. the bases of life of also future generations retain and strengthen.

We respect the cultural values of the target groups and promote them to retain them the valuable traditions and ways of life.

We attach importance on intensive, partnership dialogue with the agencies responsible for the project. It concerns mutual learning.

We want to give only temporally limited starting in each case: We support the target group to plan from the outset the continuation of the project from own forces.

The native (local) agencies responsible for the project must be ready and able to submit regularly project reports and accounts as well as to accept – also unangekuendigte -attendance of our coworkers.


The sixties: It concerns naked surviving of the home children in the pc. Catherine’s Home into Andheri of Bombay.

The seventies : Precipitous rise of the activities: Promotion of further children’s homes in India. Start of the action “blind healing Bangladesh”. Building of the Andheri assistance center in Bonn.

The eighties: Intensive entrance into village programs, woman Mrs., obstruction rehablitation in India. Increased activities for the blind ones in Bangladesh.

The nineties: Projects and programs are locally planned ever more intensively and converted with the population. Native coworkers transfer the company and co-ordination of the programs in close co-operation with the Bonn center. The first years in the new millenium: Increasing globalization with all its effects on the poorest ones means new challenges. Change of generations in the Andheri assistance secures future.


The youngest TV film shows on the basis examples of a project “development is female”: Women are the most energetic carriers of the development. The founders of the Andheri assistance, Rosi Gollmann, hands the association presidency, which she held 34 years through honorary, to the woman employee of many years to the Andheri assistance over e. V., Elvira Greiner. It remains for their life’s work as well as the friends and partners here and in the projects connected as a honorary chairman and by its further proven cooperation.


In January millionste eye operation under the program of the Andheri assistance takes place in Bangladesh. “Millionaerin” is blind for many years the fourteen-year old Hasna, to see lucky now. The well-known journalist and TV moderator the German public impresses Franz alto with its current documentary film “from the luck to see”. Many new friends and donor support the work of the Andheri assistance.

Programs/ Issues

Child promotion

Professional (Vocational) training

Woman Development/Empowerment

Village development

Blind assistance

Rehabilitation of obstructions and leprosy patient

Some Examples

Child project partnership

The promotion of children (of slum, street, child labor, out of school children, girl child etc.) stands for the Andheri assistance in the first place, because they suffer from hunger and emergency, from illiteracy and in former times gainful employment at most. Beyond that it concerns also to open to them apart from a child-fair development future chances and make possible for them a human being-worthy life.

If poverty is in the family the reason for the fact that parents had to away-send their children, then parents of the project are supported and possibilities are looked for, which up-improve the income of the family on a long-term basis.

Important is also to sensitize and organize parents and actively into the work merge. Parents of the children in the project united in so-called groups of self-helps and to support the school and the center energetically. Different advanced training are offered in addition to them, in order to prevent that they work their children again send. Besides parents in so-called savings clubs organize themselves, so that they can put from their income somewhat yielding interest back. Thus their economic situation is improved and it is not longer forced, their children in emergency situations works to send.

As preventive measure in the surrounding villages and Slums so-called youth clubs are organized. There the topic kinderarbeit will become treated and parents over the important meaning of education cleared up.

Vocational/Livelihood/Professional Training project partnership

One of the largest problems of India and Bangladesh is country-wide high unemployment and under employment. The experience shows that more investments alone in basic formation are not sufficient to bring humans in work. The education and professional training is necessary. There are approximately 62,500 training places for vocational education in Bangladesh. In contrast to this are available over eleven million places for general education. The mobile training centres carry teeth out and successfully prepare the apprentices for the working life. From where does success come?

Woman Development project partnership

Women to promote, is us a particularly important request. Women belong often to the group of the poorest ones to arms. Concretely: Women are suppressed and exploited. They have no (away to) Bildungschancen, must more work than men, received however clearly smaller wages, are badly nourished.

Village development

We will use your regular allowances for a project in the Kalahandi district of the Indian Federal State Orissa. This district belongs to the poorest and unterentwickeltsten regions of India. In particular the natives (Adivasis), who are members low box and the group that box lots (Dalits) here in more economically, more social and legal regard disadvantages. They require urgently the assistance, that can become in some cases the survival assistance.

The Andheri assistance Bonn promotes landless families in the Kalahandi district by means of its partner of many years Jagruti became impoverished and in the context of a project for integrated village development. A goal of the project is it to contribute to the improvement of the socio-economic situation of the poorer and poorest subpopulations.

Thus a movement, in which the Adivasis regains its self value feeling, develops itself in which it among themselves encourages to fight for its surviving in the homeland. These humans do not need our alms, it need also not the luxury of the large cities, it would like in its villages their lifestyle to survive accordingly. With joy we support these communities, which threaten to go down otherwise regarding the “modem” world. Here it applies to secure for families their future – and the irreplaceable culture of these natives to retain.

Project partnership blind healing

Since the start of the action blind healing Bangladesh in the year 1974 over 7000 Eye Camps (mobile eye treatment camps) were accomplished. Nearly thirteen million eye patient could there and in the hospitals examined and, if necessary, are operated.

On 2 January 2003 the einmillionste eye operation took place, which the 14-jaehrigen Hasna their eyesight on an eye returned. Few months later a further successful operation at the second eye of Hasna took place.

To large success above all six so genannnte basis eye hospitals with a capacity up to 40 beds and the large eye hospital in the port Chittagong with 110 beds contributed. The hospital in Chittagong has the call to be one the best in south Asia. Here also the opticians of the basis hospitals are trained further and. The hospitals are led of our partner of the “Bangladesh national Society for the blind” (BNSB).

Leprosy project partnership

Despite all scientific progress leprosy is still a scourge of mankind. Since it always concerns to the Andheri assistance in all work on the project the poorest ones, around to the edge the pushing, the leprosy patients represent one of our special target groups. Several settlements could already into the independence will dismiss; but many wait still.


Andheri Hilfe, Bonn e.V.

Mackestrasse. 53

53119 Bonn, Germany

Phone: 0049(228) 67 15 86

Fax: 0049(228) 68 04 24

Email: [email protected]

Website: (Website is in German. You have to get it translated.)

Aga Khan Foundation (AKF)

The Aga Khan Foundation (AKF) is a private, non-denominational, development agency, established by Aga Khan in Switzerland in 1967. The Foundation seeks sustainable solutions to long-term problems of poverty through an integrated, community based, participatory approach that reinforces civil society and respects local culture. The Foundation’s activities are guided by the conviction that self-help brings dignity and self-respect, which in turn helps realise human potential. Branch offices are located in Bangladesh, Canada, India, Kenya, Mozambique, Pakistan, Portugal, Tajikistan, Tanzania, Uganda, the United Kingdom and the United States of America.

AKF, although formally a funding agency, involves itself actively in the planning and execution of its projects. Grants are made to non-governmental organisations (NGOs) that share the Foundation’s goals. In some cases, where there is no appropriate partner, the Foundation may help to create a new NGO or may manage projects directly. Currently the Foundation funds over one hundred projects in thirteen countries. It has built a reputation for effective grant management within a clearly defined thematic strategy and geographic focus. The Foundation’s programmes are funded with the generous assistance of more than sixty national and international development agencies and of many thousands of individuals and corporate donors.

In India, AKF works essentially in three thematic areas. Health, Education, and Rural Development. The fourth thematic area aimed at building capacities of local non-governmental and non-profit organisations called NGO Enhancement’ is a new area that the Foundation is venturing into. The Foundation’s implementing partner for rural development is the Aga Khan Rural Support Programme (India) based in Ahmedabad, Gujarat. AKF is at present working in Gujarat, Rajasthan, Maharashtra, A.P., M.P. and Delhi.


The Foundation’s health programme seeks to achieve sustainable improvements in the health status of vulnerable groups, especially women of childbearing age and children under five, with a focus on:

Strengthening health systems by ensuring better utilisation of existing public sector facilities and constructing quality health care and diagnostic centres.

Developing integrated health systems that incorporate reproductive, child survival and environmental health interventions and enable provision of preventive, promotive and curative care.

Participatory approaches that build local capacity, enterprise and foster local ownership and management of programmes.

Cost-recovery merchanisms such as user fees and health insurance that ensure financial sustainability.

Disseminating lessons learned to encourage mainstreaing initiatives and where warranted, changes in health policy.


The Aga Khan Foundation’s education programme seeks to promote the holistic development of children during early childhood and school years, by enhancing the quality of stimulation and learning experiences accessible to children from poor families.

The Programme for Enrichment of School Level Education (PESLE) was developed to build on lessons that were learnt from small-scale innovations of AKF’s education partners in India and to make a visible impact on the quality of shcool education in the larger government system, with a particular focus on marginalised and disadvantaged groups. The school improvement programme’ is being implemented over a period of seven and one-half years from 1999 to 2006, supporting NGO innovation in the states of Andhra Pradesh, Delhi, Gujarat, Maharashtra, and Rajasthan.

The programme includes provisions for direct interventions by implementing NGOs as well as cross cuting activities of information, documentation, research, and policy advocacy. It works through a three-pronged strategy. NGO partners are first expected to demonstrate and consoli-date their approaches and outputs for providing quality education in a critical mass of schools. At the second stage, NGOs scale up their level of intervention and empirically validate successful strategies by replicating tried strategies, and assessing the comparative advantages of different approaches. At the final stage, NGO partners enable the larger system of education to adopt successful approaches through informed policy advocacy supported by building capacities of key functionaries in the system.


The Aga Khan Foundation’s rural development work in India is committed to the reduction of rural poverty and focuses on creating self-sufficiency through peoples participation in the efficient and effective use and productive management of natural resources. The rural development programme focuses on the following:

Supporting interventions that promote rural livelihoods and demonstrate community based natural resource management approaches through effective and accountable community institutions allowing rural communities to make informed decisions.

Contributing to the creation of an enabling environment for rural livelihoods through the improvement of national and state-level practices and policies.

The rural development portfolio was initiated with the establishment of the AKF rural support model, established in India as the Aga Khan Rural Support Programme (India). The beneficiaries of the Foundation’s programme in rural development in India are primarily small and marginal farmer families (74%), women and landless (26%). Most of these families reside in remote villages of Gujarat, Madhya Pradesh, Maharashtra and Rajasthan. Tribals constitute 56% and minorities are 20% of the total population.

Aga Khan Development Network

The Aga Khan Foundation is a member of the Aga Khan Development Network (AKDN) a group of agencies working to improve living conditions and opportunities in specific regions of the developing world. Their common goal is to build institutions and programmes that can respond to the challenges of social, economic and cultural change and to help the poor achieve a level of self-reliance sufficient to plan their own livelihoods. AKDN agencies have a sizeable presence in India, where their mandates span the social development arena and a joint stock banking company, the Development Credit Bank. Areas of social development interventions include education, health, rural development, water and sanitation and culture.

The Aga Khan Fund for Economic Development (AKFED), with its affiliates, Tourism Promotion Services, Industrial Promotion Services and Financial Services, seeks to strengthen the role of the private sector in developing countries by supporting private sector initiatives in the development process. The Fund and the Foundation also encourage government policies that foster what His Highness the Aga Khan first called an “enabling environment” of favourable legislative and fiscal structures and to promote indigenous philanthropy.

School improvement initiatives undertaken by Aga Khan Education service, India (AKES.I) cater to approximately 37,000 beneficiaries across Gujarat, Maharashtra and Andhra pradesh. Apart from managing eight schools, 32 day care centers, 14 Rural Primary Education Centres and one hostel; activities also include educational research and career guidance. AKES,1 is also a core constituent of the Foundation’s education programme.

Aga Khan Health Service, India including the 118 bed multi-specially, acute-care Prince Aly Khan Hospital in Mumbai (among the first hospitals in Maharashtra to be ISO 9002 certified), drive the health initiatives of AKDN in India. A total of 20 health centres, two diagnostic centres and a pathology laboratory are serving communities to provide and improve access to quality health care.

Aga Khan Planning and Building Service, India is a actively involved with communities in Gujarat where it works to improve the built environment, particularly housing design and construction, village planning, natural hazard mitigation, environmental sanitation, and water supply. These goals are achieved through the provision of material and technical assistance and construction management services in both rural and urban areas.

The Aga Khan Trust for Culture (AKTC) co-ordinates the Network’s cultural activities. Its programmes include The Aga Khan Award for Architecture, the Historic Cities Programme, the Education and Culture Programme and the Aga Khan Humanities Programme. In the first ever endeavour of its kind in India, AKTC is collaborating with the Archaeological Survey of India to’revitalise’ the historic gardens of Humayun’s Tomb in New Delhi. The USD 650,000 project has. among other things, restored pathways, planted saplings favoured by the Mughals, introduced a rain water harvesting system and improved access to the monument for visitors. In addition, water is expected to flow once again in the elaborate network of narrow water channels surrounding the monument in 2003.

Focus humanitarian Assistance or FOCUS is an affiliate of the AKDN. It is an international emergency response agency that complements the provision of relief and support services during and following natural and man-made crises, primarily in Asia and Africa. An India office was established in 2002, following the 2001 earthquake in Gujarat.

International Scholarship Programme

The Aga Khan Foundation provides a limited number of scholarships each year for postgraduate studies to outstanding students from developing countries who have no other means of financing their studies. Scholarships are awarded on a 50% grant : 50% loan basis through a competitive application process once a year in June. The Foundation gives priority to requests for Master’s level courses but is also willing to consider applications for PhD programmes, when doctoral degrees are necessary for the career objectives of the student. Requests will also be considered for travel and study awards for PhD students doing their research in Third World countries on topics judged to be of interest to the Aga Khan Development Network. Applications for short-term courses are not considered; neither are applications from students who have already started their course of study.

Financial Assistance. The Foundation assists students with tuition fees and living expenses only. The cost of travel is not included in AKF scholarships. Applicants are requested to make every effort to obtain funding from other sources as well, so that the amount requested from the Foundation can be reduced to a minimum. Preference is given to those who have been able to secure some funding from alternative sources.

Loan Conditions. Half of the scholarship amount is considered as a loan, which must be reimbursed with an annual service charge of 5%. A guarantor is required to co-sign the loan agreement. The payback period is five years, starting six months after the study period funded by the Aga Khan Foundation.

Application Procedures. The application procedures of AKF’s International Scholarship Programme are decentralised. Students may obtain application forms as a January 1st each year from AKF offices or Aga Khan Education Services / Boards in their countries of current residence. Completed applications should be returned to the agency from which the form was obtained, or to the address typed on the front of the form. They should not be sent to Geneva. All applications must be submitted on forms obtained from an AKF or AKES/B office (not photocopied). The deadline for submission of applications is March 31.

Applicants should be prepared to be interviewed by local Scholarship Committees about their financial situation, their academic performance, extra-curricular achievements and career plans. Interview reports are sent with the applications to Geneva for the final selection.

The annual Scholarship Selection Meeting takes place in late June and the Aga Khan Foundation notifies all students of the outcome of their application in the first week of July.

For more details Contact :

Aga Khan Foundation

1-3 Avenue de la Paix, 1202 Geneva, Postal Address: P.O. Box 23 69, 1211 Geneva 2, Switzerland

Tel: (41.22) 909.72.00 Fascimile: (41.22) 909.72.91, Website :

Contacts in India


(An agency of the Aga Khan Development Network)

Sarojini House, 6, Bhagwan Dass Road, New Delhi 110001

Tel : 011-47399700, Fax: 23 78 2174, Email : [email protected]

Website :

Aga Khan Health Service, India

24 Aliyabad Fifth floor. Aga Hall, Nesbit Road, Mazagaon, Mumbai 400 010

Aga Khan Planning and Building Service, India

405A/407 Jolly Bhawan No. 1, 10 New Marine Lines, Mumbai – 400 020

Aga Khan Education Service, India

C/O Diamond Jubilee High School for Boys, Aga Hall, Nesbit Road, Mazagaon, Mumbai 400 010

Aga Khan Rural Support Programme (India)

9th & 10th Floor, Corporate House, Near Dinesh Hall, Ashram Road, Ahmedabad – 380009, Gujrat

ABILIS Foundation

Support for organizations of disabled people

ABELIS Foundation is a development fund, founded by Finnish disabled people in 1998. We give financial support to organizations of disabled people in the South.

Our goal is to support activities, which promote

– Equal opportunities

– Independent living

– Human rights

– and Economic self-sufficiency of disabled people.

We give aid to organizations that are run by people with some type of disability: mobility impairment, visual impairment, hearing impairment or any other type of disability. We can also give aid to organizations that are run by parents of children with disabilities.

Special priority is given to human rights and to projects developed and implemented by disabled women.

Our grants are small seed funds ranging from USD 500 to USD 10,000 USD. They are one-time grants for new innovative projects, and we are not able to provide continuous funding.

Our board makes the decisions on which projects to support. The board members are disability activists who have experience in development co-operation. Most of the board members are themselves disabled.

The chairperson of Abilis Foundation is Mr. Kalle Konkkola, former chairperson of Disabled Peoples’ International.

The vice-chair person is Rev. Ari Suutaria. The other members of the board are Ms. Elisa Pelkonen, Mrs. Maija Konkkola, Ms. lrmeli Leinos, Mr. Jorma Kuosmanen and Mr. Pekka Tuoininen. Abilis Foundation has one paid employee, Mrs. Taija Heinonen, who has a physical impairment.

Occasionally, we have the opportunity to send one of our representatives to make a personal visit to some of the projects.

Abilis Foundation seeks funding for its activities from development funds of different governments, private funders and companies.

If you are a disabled person involved in a local organisation or network of disabled persons, we would be pleased to hear from you. This is a unique opportunity to get to work, helping disabled persons to help themselves! Abilis Foundation is looking for grassroots projects in which disabled persons are using their time and efforts on a voluntary basis. We would like to see that you plan well, but you can still make it a simple plan, using a set of guidelines which you can obtain from us. When you are well planned, you are halfway to having a successful project.

How to apply

Applicants must represent an organization, working group or network of disabled persons. Applicants must live in a country, which the United Nations and the OECD have defined as qualifying for Official Development Assistance.

How can we apply for a grant by Abilis?

We welcome applications any time. You can order our guidelines and application forms by contacting us.

Project applications will be judged according to the involvement of persons with disabilities, including their role.

– in coming up with the project idea.

– in committing their own resources to the project (including time).

– in the planning and implementation of the project.

– the numbers of disabled persons who will benefit from the project.

The project must be realistic in its scope and expected results. The application must show how the project will continue to benefit the community once the project’s funding term has been completed.

Abilis Foundation asks that two reference persons be provided that will offer an independent evaluation of the project’s feasibility. The reference persons should have thorough knowledge of the applicant organization, of the project plan and of the general conditions existing in the project area. However, they should not themselves benefit of the project directly. In other words, they should not be members or employees of the applicant organization.

There must be a minimum of 10 % of your own work or money contributing to the total cost of the project. The term of a project cannot exceed two years. There will be a 10 % hold-back on grants provided util the final report is submitted to Abilis Foundation.

The applications are first read by our secretary who may ask the applicant to provide more information if necessary. Then they are discussed in the next meeting of the board. The board may decide to accept a project for funding, to request for more information or to reject a project. In either case, the applicant is informed of the decision.

How are the grants paid?

When a project has been accepted for funding, we make a written agreement with the applicant where the organization agrees to spend the grant to the specific purpose stated in the application. We remit funds to the organization only after we have received this agreement back to us with signatures. The board makes its decisions in euro (a new European currency). The grants are still paid United States Dollars.

The grants are paid in three installments. The first installment is 50 per cent of the total grant, and it is paid right after we receive the agreement. When the first installment has been spent, the applicant should send us an interval report which describes the progress of your project and how you have spent the first installment. The second installment, 40 % of the total grant, will be paid after we receive this report.

When the project is over, the applicant organization drafts a final report on a special form, which we send to the applicant (or the same information can be provided in another format), The last installment, 10 Vo of the total grant, will be paid after we have received the final report and it has been accepted by our board. The report must be accompanied by the receipts, which correspond, to the specification of costs. There must also be a separate statement of a certified auditor attached to the report.

Can we submit another application?

Our funds are one-time grants. We support a given project only once. However, an organization that we have supported may apply for a grant for a new project after one year has elapsed from the date on which the final report on the first project was received and accepted. The second project must be something new and not a continuation of the earlier project, because we do not fund ongoing projects.

Some example of projects sanctioned by AF-

ln India projects have been sanctioned to many NGOs e.g. to AASHA-an alliance for the mental ill for gainful employment for people with psychiatric disability (5000), to EKTHA-Chennai-for consortium of people with cerebral palsy, autism, mental retardation (15852);to Bihar Viklang Kalyan Parishad for sensitization of the disabled about law on disability (8805), to National Centre for Promotion of employment for Disabled People-Delhi for including Disability in World Social Forum 2004(8280) etc.

(In bracket is the amount sanctioned)


Abilis Foundation

Aleksanterinkatu 48 A

00100 Helsinki


Tel.: + 358 9 682 1725

Fax:+358 9 6124 0333

E-mail: [email protected]

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