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
PLAN International is an international, humanitarian, child-focused development organization without religious, political or governmental affiliation. Child sponsorship and Building relationships are the basic foundations of the organization.
PLAN International came into existence in 1937 during the Spanish civil war when it provided thousands of war-orphaned children with food, shelter and education. The Second World War and its aftermath further multiplied the number of children in Europe who desperately needed help. Gradually PLAN began to reach out to hundreds of thousands of disadvantaged children in other parts of the world.
HOW PLAN WORKS
PLAN is one of the world’s largest child-focused development organizations, and currently has programs in 42 developing countries. PLAN raises its financial resources through its National Organizations located in 14 developed countries from individual sponsors, private organizations and governments. The international headquarters of PLAN International is in Working, U.K.
Plan’s vision is of a world in which all children realize their full potential in societies, which respect people’s rights and dignities.
PLAN strives to achieve lasting improvements in the quality of life of deprived children by:
> Enabling deprived children, their families and their communities to meet their basic needs and to increase their ability to participate in and benefit from their societies.
> Fostering relationships to increase understanding and unity among peoples of different cultures and countries.
> Promoting the rights and interests of the world’s children.
PLAN in India
PLAN International began its work in India in 1979, and is today one of the largest international non-governmental organizations working in the country. PLAN believes that there can be lasting improvements in a child’s quality of life only when there is a holistic approach to all child-focused development activities.
PLAN India strategy recognizes that child-centred development should result in the goal of increased security for children and families which can be factored into the dimensions of Food security. Economic security. Health and Educational security. Psycho-social security, and Ecological security. This is achieved by providing support to local NGOs in active local partnerships. This has enabled us to reach out to vulnerable children in remote areas of the country.
PLAN India uses the security framework as its basic inspiration to creatively design programs with partners that actively promote PLAN’S principles within the framework of Child Rights. PLAN India now works in 13 states in India, through 14 NGO partners and 22 Program Units in India. Structurally, PLAN is organized into 4 zonal offices at Jaipur, Lucknow, Hyderabad and Bangalore, which support and serve the Program Units.
PLAN supports the relationships among I million individual sponsors in 14 countries and more than I million sponsored children in 42 countries throughout the world, with supporting programs that improve the quality of children’s lives.
Funding complements sponsorship funding, widening its scope, deepening its impact an programs, and improving the quality and adding value to programs.
PLAN INTERNAL INDIA CHAPTER (PHC)
Created with the primary objective of positioning itself as a bench-mark organization in the welfare and development of children in the country. It was registered under the Societies Registration Act in India, in August 1996. It aims to undertake programs that are unique and appropriate with a bearing on children, especially the weak, neglected and the deprived. The PIIC has taken Birth Registration as one of its major activities in line with the rights of the child.
PLAN works in five critical interrelated areas called Domains that most impact a child’s all round growth.
GROWING UP HEALTHY
The Growing Up Healthy domain seeks to ensure survival, protection and healthy development of children, and the reproductive health of adoplescents and adults who care for them, particularly women of the childbearing age. It focuses on preventive, promotive and curative health of PLAN households and communities. While PLAN focuses on maternal and Child Health programs, it also gives emphasis to HIV/Aids, TB and Malaria. It provides promotion and rehabilitation of the disabled persons.
PLAN strongly believes in developing the capacities of local level functionaries such as Community Health Workers (CHW), and others, PLAN assists the development of responsive, sustainable Community-managed Primary Health Care. PLAN seeks to facilitate participation of all stakeholders:
> Government district health system
> Private and corporate sectors
> Civil societies
> Panchayati Raj bodies
> Local NGOs
> Local communities
PLAN addresses the learning needs of boys, girls, men and women through a range of initiatives:
> Early Childhood Care and Development (ECCD), to ensure survival and protection of children; maternal care and childcare.
> Basic education to meet the learning needs of children and adults.
> Secondary Education for adolescent boys and girls.
> Innovative Non-formal and Vocational Education programs for all.
Children’s health and well-being are directly related to the quality of domestic, natural and physical space they and their families enjoy. Habitat encompasses their access to basic services like.
> safe drinking water
> waste disposal
> alternative sources of energy
It also include the design of homes, work and play places that provide safety, privacy and security.
Improving the income level of a family is one way of improving the future prospects for their children. PLAN strives to improve the economic condition of the family by helping communities to form community-based organizations to encourage income generation activities, savings, access to resources and credit facilities to enhance family income. Relevant training and assistance are provided to strengthen their technical and managerial capacities, to improve their economic, social and livelihood requirements. Measurers are taken to improve the food security of families through
> sustainable agriculture practices and technology development
> home based production of food
> ensuring water security.
To create a work wide community of sponsors and children sharing a common agenda for child-centred development. The Building Relationships domain creates opportunities for children to be the primary participants in the development of their communities. This is done by
> involving children directly in the development process
> timely and personalized communications about programs to the sponsors
> demonstrating tangible achievements and ensuring accountability and transparency to the donors.
PLAN strives towards enhanced sponsor awareness of its programs through development education.
PLAN’S -work is guided by 7 Principles
PLAN strives to improve the quality of life, and advance the rights of children strengthen of families and communities to provide their children with stability, protection and security, reinforce the informed participation of children in decisions which affect their lives; assess the impact of its programs on children in affiliated communities.
Drawing upon internal and external sources, PLAN will promote learning for itself, its partners and communities in order to achieve its mission.
In PLAN’S program interventions, the Domains will be interrelated, resulting in coherent program strategies to improve the quality of life of children.
Across its program interventions, PLAN will actively work toward the eradication of gender based inequalities in opportunities and the access to and control over resources.
PLAN will promote equitable and sustainable access to end use of natural resources by the people with whom it works, based on an understanding of their relationship with the environment.
EMPOWERMENT AND SUSTAINABILITY
PLAN will seek to strengthen the long-term capability of all community members to manage matters affect the well being of their children. This includes organizational, technical, financial and managerial capacities, and the ability to influence the priorities and quality of services of local organizations. PLAN also recognizes the importance of strengthening the long-term capacities of these organizations.
To achieve its Mission, PLAN will work through communities, and with community organizations, government bodies, Non-Governmental Organizations and others. Work with these partners will be based on mutual respect, with specific rights and obligations for all parties.
By making a meaningful contribution to the social issues in India, PLAN will continue to honor its commitment to encourage the RIGHTs OF THE CHILD.
PLAN INTERNATIONAL, INDIA COUNTRY OFFICE
B4/161 Fifth Floor, Gulmohar House, Gautam Nagar, New Delhi 110 049, Tel : 91-11-26962605,26968432-34
Fax: 91-11-26863417, Email : [email protected] , Website: www.plan-intemational.org
Oxfam Trust is a new Indian organisation working on international relief and development as part of Oxfam International. Oxfam brings together the vast anti-poverty experience of India with the global fight against poverty and injustice.
Oxfam was born in Britain out of one of the biggest global disasters of the last millennium-World War II.
Set us as the Oxford Committee for famine Relief in 1942 to combat the postwar relief needs of Europe, Oxfam International – now consisting of 12 affiliates in four continents – has emerged a world leader in helping people cope with emergencies and in promoting sustainable development.
The Oxfam family benefits from a shared knowledge base Learning and constant improvements are the keys to continuing success.
Oxfam in India
Oxfam’s presence in India is almost as old as India itself. Oxfam GB first entered India in 1950 as a British Charity responding to the Bihar droughts of 1951 and 1965. Since then, Oxfam affiliates from countries such as Australia, Belgium, America, Spain and Hong Kong have also supported grassroots development activities and community response to disasters.
Over time, the work of various Oxfam International members has grown to include a focus on gender equity, access to basic rights of the marginalised, campaigning for equitable terms of trade between rich and poor countries, health and education.
With India’s immense resources and ingenuity, it is felt that India is in a position to address its own developmental challenges. Its knowledge, development experience, and growing economic strength provide India the capacity to solve problems and to share its abilities and strengths with the needy in other parts of the world as well. For the reason, a new India Oxfam has been established by Oxfam International.
Oxfam works with others in fighting poverty and injustice around the world, through effective, appropriate and enduring solutions.
Building a society that has:
iii) Access to quality education and health facilities.
The Oxfam Trust in India supports the work of Oxfam in Bihar, Jharkhand, Rajasthan, Uttar Pradesh, M.P., Chhattisgarh, Maharashtra, Gujarat and selected district of W.Bengal, Orissa and Andhra Pradesh and elsewhere in the world, responding to relief needs.
> Fighting Poverty: This is Oxfam’s primary concern, since it is the single largest debilitating factor in people’s lives, fighting poverty involves establishing poor people’s rights and ensuring their access to natural and productive resources. Locally, we improve livelihoods and support initiatives in basic education, micro-credit, and self-help groups. At national and international levels, we look at policies and structural causes of poverty, and define initiatives that could benefit large sections of society.
> Emergencies and Disasters (preparedness and Response) : With experience of more than 60 years in responding to emergencies and disasters, Oxfam’s response is swift and pointed, ranging from relief to long-term rehabilitation. Oxfam’s approach is responsive to community needs and to the special needs of women and children. Oxfam GB has in house expertise in setting up emergency water supply systems, in organising medical supplies and in trauma management.
> Trade and Markets: Oxfam believes trade can be a powerful tool for lifting millions out of poverty. But the rich nations are the stumbling blocks of free trade because of their double standards and by the way they frame trade rules. This way, they take away twice as much money as they give in aid. Oxfam’s Trade campaign aims to change the rules of trade to release the potential of trade to fight poverty. We believe that sustained public
pressure can help achieve this change, (visit v/ww.marketradefair.com to find out more).
> Women’s Empowerment: Women still face economic and social discrimination. Increasing violence against women is an indicator of inferior social status. With an integrated gender focus in all its activities, Oxfam supports grassroots initiatives and policy interventions to promote the rights of women living in poverty. These are aimed at empowering women through awareness raising, organising and building access to assets, livelihoods, health and education.
> Education: At Oxfam, education is addressed in the framework of it being a fundamental right of every child. Oxfam also supports school programs in primary education for drop-outs and non-starter children – mainly girls – from families living in poverty. Projects are selected for innovativeness., low cost, effective management and ability to ensure high success rates.
> Natural Resource Management: Oxfam’s support extends to community-based efforts in scientific management of natural resources aimed at improving the long term well-being of communities. Our program seeks to support and strengthen grassroots initiatives in ecological regeneration, self-management and community control of natural resources. The issue of food security is intrinsic to good natural resource management. Large tracts of Central India, extending from Bihar to Gujarat to Rajasthan and Madhya Pradesh are vulnerable to inadequate food security. Oxfam is committed to addressing this injustice, which threatens the very right to life.
> Make a difference > Constantly innovate
> Work in collaboration > Always be accountable
> Be cost-effective
The NGO/VO applying to Oxfam Trust should have at least 3 years of registration, proven track record of success in the sector and advocacy focus. Generally Oxfam Trust give grants and supports to local initiatives.
Oxfam Trust, B-55 (first floor), Shivalik, Malviya Nagar, New Delhi 110 017
E-mail: [email protected]
Website: www.oxfamindia.org , www.oxfam.org
Oxfam GB was set up in 1942 at Oxford , UK, as the Oxford Committee for Famine Relief in response to hunger and famine in Greece. Today, Oxfam GB is a member of Oxfam International, a growing worldwide movement of 12 non-governmental organisations that share the same goal and together work in more than 100 countries. Other Oxfam International members are Oxfam America, Oxfam-Solidarite (Belgium), Oxfam Canada, Oxfam Community Aid Abroad (Australia), Oxfam Hong Kong, Intermon Oxfam (Spain), Oxfam Ireland, Novib-Oxfam Netherlands, Oxtam New Zealand and Oxfam Quebec.
Oxfam GB’s first overseas programme was in India. Registered as Oxfam (India) Trust to work in India, we operate through a network of six offices located in New Delhi, (National Office) Lucknow (for Uttar Pradesh,, Uttaranchal, Madhya Pradesh), Ahmedabad (Gujarat, Rajasthan), Heyderabad (Andhra Pradesh, Maharashtra), Bhubaneswar (Orissa, Jharkhand), and Kolkata (West Bengal, Bihar, Assam).
Oxfam works with others to find lasting solutions to overcome poverty and suffering.
> Secure a right to livelihoods.
> Promote education and health.
> Reduce vulnerability to natural disasters and conflict.
> Ensure the right to be heard.
> Ensure gender equality and freedom from discrimination.
> Make a difference
> Be collaborative
> Be accountable
> Be cost-effective
> Be innovative
Half-a-Century’s Partnership and Involvement
Oxfam GB believes in the dignity of people and their capacity to overcome their problems. Oxfam and its partners work with the poorest and the most vulnerable in their struggle against poverty, suffering and injustice. In India for more than 50 years, (since 1951) Oxfarn GB has supported and nurtured several innovations and new initiatives by small and upcoming social activists. Many of these organisations and individuals have since become role models in the field of development practice. Today, Oxfam’s dual mandate of humanitarian response and development work has broadened. As a campaign organisation, Oxfarn speaks out globally on behalf of the poor people on issue such as trade and violence, advocating changes in policies and practices that keep poor people poor. The campaigns are inspired by Oxfam GB’s grassroots experience in over 80 countries. Oxfarn operates in most of the states with its different offices in different parts of the country.
A majority of poor people, especially women and marginalised groups like adivasis and dalits, have insecure livelihoods. The situation is worse for people who live in disaster prone areas.
Qxfam’s work on livelihoods in lndia is it oldest and largest programme, focusing on three main areas:
> Improving economic, security of small producers and farmers, especially women and those vulnerable to natural disasters.
> Expanding access to better and fairer markets.
> Safeguarding rights of the urban poor.
> Builds community organisations, assets and infrastructure.
> Establishes rights, particularly of women, over natural and productive resources, namely, land, water and forests.
> Improves the quality of natural and productive resources by promoting appropriate sustainable management practice.
> Ensures greater access to markets for poor producer groups, particularly women’s groups, on fair terms.
> Improves working conditions and secures labour rights, particularly for women, in the unorganised sector.
> Integrates community-based disaster mitigation and disaster preparedness initiatives.
> Promotes access to basic services like health and education.
> Influences policy and practice so that these are pro-poor and gender-just.
Different forms of discrimination, oppression and violence against women cut across class, caste, religion and ethnic groups.
Oxfam’s work on gender aims to secure gender equality at all levels and strives to create a fundamental shift in the perceptions, attitudes and behaviors of women and men to end violence against women.
> Views through a gender perspective all work undertaken by the organisation and its partners.
> Generates public awareness and debate on violence against women at home and at the workplace.
> Provides shelter, legal aid, medical aid and counseling to victims of violence.
> Supports trading an gender sensitization of a authorities dealing directly with violence against women.
> Advocates for legislation to safeguard women from domestic violence.
Disaster Preparedness & Response
India is prone to recurring natural disasters like droughts, cyclones, floods and earthquakes. Poor people, especially women and children, are more vulnerable to these disasters. Oxfam’s humanitarian programme responds to disaster and builds a culture of disaster preparedness through a two-pronged approach:
> Integrating community-based disaster preparedness and mitigation with security of livelihoods for vulnerable communities.
> Strengthening skills and capacities for disaster preparedness and response at various levels by working with communities, local NGOs, local administration, state and national government as well as with international NGOs and donors.
> Maps distastes on an ongoing basis.
> Provides immediate relief to people affected by natural and man-made disasters.
> Networks with organizations with similar mandates to respond to emergencies in a coordinated manner.
> Supports community-based disaster preparedness work.
> Ensures gender is mainstreamed in all aspects of disaster preparedness and response.
> Builds capacities of civil society organisations and the government for disaster preparedness and response.
> Influences policies and practices on disaster preparedness and disaster response.
> Advocates international standards of quality for humanitarian aid.
Though more girls are going to school today, their literacy levels continue to lag behind those of boys. Girls from dalit, adivasi and other marginalised sections of society as well as those living in difficult circumstances face more barriers.
Oxfam’s programme on education promotes rights of vulnerable girls to quality education.
> Supports grassroots initiatives that can serve as best practice models.
> Encourages adult education with a focus on women.
> Advocates for a conducive policy environment for universal primary education.
Response to Conflict & Peace Building
In India’s pluralistic society people from different religious, ethnic backgrounds, classes and castes live and work together. Yet, there are conflicts and women are often the worst victims. Oxfam’s work on peace building focuses on reduction of soceital conflict, building of communal harmony and strengthening of peace processes.
> Responds to the immediate needs of affected communities.
> Supports initiatives to understand and analyses conflict situations.
> Promotes alternate, peaceful ways of resolving conflicts.
> Aids peace process, especially involving the youth.
> Documents women’s experiences of suffering and coping with societal conflicts.
HIV/AIDS, despite interventions by the government and NGOs, remains a major challenge. Lack of awareness and access to public health services make the situation critical.
Oxfam’s work on HIV/AIDS focuses on prevention strategies and access to care, support services and treatment.
> Generates awareness about HIV/AIDS.
> Encourages innovative care structures for those affected by HIV/AIDS.
> Supports behavioral change processes to prevent and contain HIV/AIDS.
> Builds capacities of diverse groups, like traditional birth attendants, drug users, women’s groups, networkers of dalit people, commercial sex workers and pinhead members, to deal with HIV/AIDS.
> Campaigns to integrate HIV/AIDS into health care provisional.
> Advocates for increased access to medicine and care programmes to prevent the spread of HIV/AIDS.
> Fosters networks for policy advocacy.
> Promotes integration of HIV/AIDS into all development initiatives.
Make Trade Fair Campaign
The Make Trade Fair (MTF) campaign is the cornerstone of our livelihoods programme. We believe that trade can be a powerful engine for economic growth in developing countries if the rules are not rigged in favour of rich nations.
Oxfam’s global research report, ‘Rigged Rules and Double standards’ argues for new forms of international cooperation and a new architecture of the WTO to enable poor producers in developing countries to avail opportunities that trade creates. Oxfam’s ‘Cut the Cost’ campaign, within the larger MTF campaign, lobbies for greater access to medicines for the poor in developing countries.
The MTF campaign is against.
> Agriculture export subsidies given by rich nation. This depresses international prices and deprives poor farmers in developing countries getting fair returns through exports.
> Practices of Transnational Corporations (TNCs) that prevent poor producers from getting a fair price for their products and exploit labour down the value chain.
> Patents on durgs which hinder access to affordable medinces. This has pernicious effects on public health in the poorest nations of the world.
The campaign creates space for civil society to engage with global trade issues through awareness generation and public debate. Popular events help carry voices of the poor farmers and producers to national and international trade negotiation fora. The campaign lobbies governments to change the rigged rules.
In India, the campaign focuses on food security and livelihoods concerns in agricultural commodities; TRIPS and public health; and nature of employment in the unorganised sector.
Campaign to End Violence Against Women
The Campaign to End Violence Against Women (CEVAW) is pivotal to our Gender Equality programme. CEVAW, to be launched soon, will strengthen ongoing efforts of Oxfam and its partners to end violence against women in India. It will focus on changing attitudes, behaviors and practices of men and women that justify and perpetuate violence. Oxfam will work with civil society groups and build on its grassroots work and experiences across the county. CEVAW is poised to unfold in the five countries of South Asia to highlight different manifestations of violence. In India, CEVAW will focus on domestic violence.
C-5 Qutub Institutional Area, New Delhi -110016
Tel : 011 265164 81/87, 011 268566 38/89
1-Dilbagh, Butler Road,
Lucknow – 226 001, Uttar Pradesh
Telefax: 0522 22047 83-85
1st Floor Manikyam Building, Opp. Samudra Annexe,
Of FCG Road, Navrangpura
Ahmedabad – 380 009, Gujarat
Tel : 079 64036 45/48, Fax : 079 6406511
Plot No. 18. Amaravathi Cooperative Housing Society,
Near Kausaha Estates. Khar Khana.
Secunderabad – 500 009. Andhra Pradesh
Telefax: 040 2774 1891/1229. 040 5522615
Plot No.1116, Jaydurga Nagar, Jhapada, P.O. Box No. 170
Telefax: 0674 2571531/2570485/2570278, Fax: 0674 2570915
127 A Sarat Bose Road
Kolkata – 700 026, West Bengal
Telefax: 033 24744482, 033 24744811
ORBIS is dedicated to the prevention of blindness … the saving of sight … the delivery of training… the transfer of skills… and the creation of a world where quality eye care, education and treatment are available to every human being.
ORBIS Mission Statement
ORBIS is a non-aligned, non-profit development organization. Our mission is to preserve and restore sight by strengthening the capacity of local partners to prevent and treat blindness.
Who We Are
37 million of the world’s people are blind and another 124 million have low vision and are at risk of becoming blind. 75% of them don’t have to be. Millions can be cured with low-cost techniques routinely practiced in many countries. Delivering those techniques to the people and countries that need them is the work of ORBIS international.
A three week training program by the ORBIS “Flying Eye Hospital” can educate 120 South Asian ophthalmologists in a new technique to treat glaucoma. Those trainees will, in turn, share their knowledge with their colleagues – multiplying the impact of the ORBIS program so that thousands of people are treated and cured.
A nurse in rural Africa can be trained – in one month – to diagnose and surgically treat trachoma. One nurse can prevent up to 120 cases trachoma-related corneal blindness in a year.
An eye bank is sponsored in Myanmar where the concept of eye banking and co meal donations has never existed. A new awareness emerges ad soon, dozens of healthy corneas are available for transplant. In a single year, over 100 cornea grafts are performed.
ORBIS applies a simple concept to a monumental problem. Clear in the awareness that solutions to preventable blindness readily exist in many places, we work to deliver them to countries and regions where they are most needed.
Since 1982, ORBIS has carried out over 700 short and long-term programs in 83 countries. We have trained more than 72,000 ophthalmologists, nurses, biomedical engineers, and other healthcare workers. They, intern, have provided treatment and training to hundreds of thousands of people in their home countries.
The work of ORBIS addresses an urgent humanitarian imperative largely hidden from public view. The high rate of preventable blindness worldwide is a tragedy of immense proportion. Its toll in lost productivity and opportunely for individual lives, as well as its economic impact on whole communities, is profound.
75% of global blindness, found mainly in the developing world, can be either treated or prevented. Treatments to prevent and cure blindness are among the cheapest and most cost effective healthcare interventions available, especially when measured against the cost in lost productivity and lifelong support associated with every case of blindness.
ORBIS is working to provide medical communities in developing countries with immediate and lasting access to the skills, knowledge and resources to prevent and cure the most common forms of preventable blindness.
The prevention of blindness is such an important issue that in 1998 ORBIS, in collaboration with the World Health Organization (WHO), the International Agency for the Prevention of Blindness (IAPB), Christian Blind Mission (CBM), Helen Keller International (BKJ), and Sight Savers International, founded Vision 2020 : The Right to Sight, a worldwide concerted effort designed to eliminate avoidable blindness by the year 2020.
Being a global leader in the efforts to eliminate avoidable blindness, ORBIS plays a key role in a number of worldwide coalitions including the Partnership Committee, an informal forum for international non-governmental organizations (NGOs) to exchange information and ideas on the prevention of blindness, low vision, education and rehabilitation of the blind. Through the promotion of cooperative programming and the development of innovative strategies, the committee ensures that eye care needs are successfully met and efforts are not duplicated.
How We Work
Best known for our flying eye hospital, ORBIS delivers eye care and blindness prevention resources inform distinct ways:
In the Air, via the world’s only airborne eye hospital and training facility, a specially rebuilt DC-10.
At the Site, through scores of short-term hospital-based programs that build local blindness prevention capacity.
On the Ground, through long-term programs in five countries that work to build eye care and blindness prevention infrastructure on a larger scale.
In Cyberspace, through our new CYBER-SIGHT project that connects partner ophthalmologists throughout the world with one-one-one mentoring and case-by-case consultation via the internet.
Tel: 91-11-26960518, Fax: 91-11-251740094, E-mail: [email protected]
OBRIS Headquarters, Mohan Jacob Thazhathu, 520 8th Avenue, 11th Floor, New York, NY 10018 USA
Tel: 1-646-674-5500, Fax: 1-646-674-5599, E-mail: [email protected]
NYKS is an Autonomous Body of the Department of Youth Affairs & Sports, Ministry of Human Resource development, Government of India. It has its branches in most of the districts of every state mostly know as “NYK”. It has some schemes for Youth Clubs or NGOs working amongst youths which are as follows :
Submission of Proposals under the scheme Financial Assistance to Youth Clubs (FAYC)
Financial Assistance to Youth Clubs; a scheme of Deptt. of Youth Affairs & Sports is being implemented by NYKS for giving financial assistance to the newly formed Youth Clubs (less than 3 years of registration). The current amount of financial assistance of Rs. 5,0000/- per Youth Club has been increased to Rs. 10,000/- each for normal area and Rs. 15,000 each for tribal area Youth Clubs less. For seeking financial assistance under the category of Youth Clubs in tribal area a certificate from the competent authority indicating that the Youth Club is in tribal area should be attached; without this certificate the application will fall under normal area category.
Since, the scheme has the potential to encourage, strengthen and promote the activities of newly established Youth Clubs; therefore, it may be ensured to send as many eligible proposals of FAYC as possible. While sending the proposals the Youth Coordinator of the NYK must indicate the order of merit for considering these proposals in his/her forwarding letter. The proposals may be sent to The Dy. Director (Programme), NYKS Hqs, New Delhi.
Before forwarding, the proposals should be cross checked as per the check list given below :
It may please be noted that the recommended proposals forwarded by the Youth Coordinator NYK must be cross checked on the basis of all the above mentioned points in the check list, otherwise the proposal(s) will not be considered.
For more details please contact the Youth Coordinator, NYK (Nehru Yuva Kendra) of your district.
Rural Sports Clubs (RSC)
The Scheme of Rural Sports Programme launched in the year 1970-71 with a view to broad base games and sports and tap the hidden talent in rural areas, was being operated by the Department of Youth Affairs and Sports, Government of India. The Department was also operating another scheme namely, ‘Special Scheme for Sports Activities among the Backward Tribes’. The present scheme named Rural Sports Clubs (RSC) is an improvement over the earlier schemes as apart from arranging tournaments in rural areas, it also puts emphasis on encouraging Sports Club Culture in rural and tribal areas of the country. For the successful implementation of the scheme at grass root level. Department of Youth Affairs and Sports has identified Nehru Yuva Kendra Sangathan as the nodal agency.
The principal objective of this scheme is to help the emergence of a countrywide network of Sports Clubs Culture for channelizing the energies of youth for constructive activities an one hand and exploring and nurturing sports talent in rural and tribal areas on the other. The point wise objectives are as follows:
> To generate sports consciousness and mass participation by youth in sports and games in rural and tribal areas.
> to develop and strengthen the Sports Club Culture in the country.
> To provide facilities for various sports and games popular in the area.
> To provide training facilities in sports and games.
> To organize .sports tournaments.
> To provide opportunity to rural sports and games talent to get noticed for talent scouting and nurturing.
(i) A Rural Sports Club should cater to the need of their village and adjoining villages with about 25-30 members aged between 15 to 35 years.
(ii) Initially the Rural Sports Clubs should be encouraged on the basis of one in each development block.
(iii) In future preference should be given to those blocks of the district where there are no such Rural Sports Clubs.
(iv) However, in case, eligible Rural Sports Clubs are not available in other blocks then in that case, the Sports Clubs may be established in those blocks in which already grant had been given under the scheme.
(a) The Youth Club/Organization should be registered under the Societies Registration Act, 1860 or under corresponding Act of the State.
(b) The applicant Youth Club should have crossed three years from the date of its registration. The date of such calculation will be the date on which district Nehru Yuva Kendra invites application.
(c) The Youth Club/Organization should not have a restricted/close membership on the basis of caste, race. religion or political affiliations and must have properly elected executive body according to its memorandum of association.
(d) The applicant Youth Club/Organization should have some infrastructure, play ground equipment and past experience of organising and promoting sports programmes.
(e) During a particular financial year, the Youth Club/Organizational can either be considered and given grant under the Scheme of Rural Sports Club or Youth Development Center.
(f) A Youth Club/Organization who has already received grants under Youth Development Center, will not be given grant under Rural Sports Club scheme for the first two financial years from the year of sanction for the establishment of Youth Development Centre.
(g) A Youth Club/Organization once received the grant under Rural Sports Club Scheme will not be given grant again for a minimum period of five years.
(h) The applicant Youth Club/Organization must have proper books of accounts with audited statements, minutes of the meetings annual reports etc.
(i) The applicant Youth Club/Organization must have saving account in a Post Office or Nationalized Bank.
Procedure of Application
> An eligible Youth Club/Organization will submit their application (in duplicate) on the prescribed preformed (Annexure – A) to the Youth Coordinator of the Nehru Yuva Kendra in their district or the adjoining district, if there is no NYK in their own district. Before submitting the proposal to NYK, the Youth Club should get the proposal recommended from the Gram Panchayat Pradhan.
> The Rural Sports Club proposals should be verified and screened by the Youth Coordinator and seek their approval during the meeting of the District Advisory Committee on Youth Programme (DACYO) of NYK chaired by District Magistrate/Collector.
> The duly approved proposals should then be forwarded by Youth Coordinator to concerned Regional Coordinator who in turn should send to their Zonal Director for final submission to NYKS, H.qrs, New Delhi. The RC and ZD at their level should verify and screen the application and send only those proposals to NYKS, H.qrs. New Delhi, which fill fills the eligibility criteria and other terms and conditions laid down in the scheme. The proposals submitted by Zonal Director should be in the order of merit and priority.
It indicates that the proposals are to be send finally by the Zonal Director to NYKS, H.qrs. for further consideration and release of funds under the scheme. The directions may be issued to all Youth Coordinators and Regional Coordinators that the application should reach to Zonal offices by the 31 July of a financial year and to NYKS, H.qrs. by the end of August.
A Rural Sports Club is expected to undertake the following suggested activities.
> Purchase of consumable and non-consumable sports equipments.
> Development of village play grounds and sports infrastructure on voluntary basis and by mobilizing resources at their level i.e. not from the assistance received under the Scheme of RSC.
> Organization of daily sports and games in their village and adjoining villages.
> Organization of sports tournaments at inter-village and block level and attempts should be made to further organize inter-block and district level tournaments by mobilizing local resources and in coordination with district NYK and other departments.
> Identification of talented sports persons and recommendation of their cases to district Nehru Yuva Kendra, Sports Authority of India and District Sports Officer.
The Rural Sports Club will maintain a cash book and bill account for all receipts and payments on the daily basis. At the end of the financial year, the Executive Body of the Rural Sports Club will be responsible to prepare a Receipt and Payment Account, Income and Expenditure Account and a Balance Sheet within three months at the end of the financial year. The Rural Sports Club Executive Body will meet at least once in each month to discuss the progress made and future strategies for the promotion of Rural Sports Club, its objectives and activities. The proceedings of the meeting should be recorded and kept open for verification and checking. The Youth Coordinator of the NYK will be invited as an observer during quarterly meeting. For this purpose, a 15 day invitation notice shall be given to him to attend a meeting.
( I ) The RSC will be given a one time grant up to Rs. 30,000/- for purchase of sports equipments, consumables and non-consumables. The amount of grant for Sports Club in a Tribal Area may be upto Rs. 45,000/-. This will be followed by a grant of Rs. 5,000/- per annum subsequent two years.
(2) One third of the total amount of approved grant shall be utilized for consumables equipments and two third for non-consumable equipments.
(3) The resources of RSC should be supplemented through assistance by state government / other authorities / voluntary contribution.
Scheme of Youth Development Centre (YDC)
Objective of the Scheme :
In order to strengthen and promote the youth activities in the most constructive manner, it is necessary to provide an intermediaries between the youth clubs at the village level and the Nehru Yuva Kendra at the district level. With the increase in the number of Kendras and consequently of the network of the village level youth clubs, it has become necessary to provide opportunities for full participation of the rural youth in the developmental and recreational activities. The objective of the Scheme of Youth Development Centres is to provide the youth with such opportunities by providing certain basic infrastructure.
The Youth Development Centres (YDC) would be the main hub of all youth activities in the village covered by them. Normally, till sufficient number of Centres come up, a Centre may serve as the nodal agency for more than 10 villages.
Considering the fact that the primary objective of a YDC is to work a mediator between the youth clubs and District NYK, the Scheme is being operated entirely through Nehru Yuva Kendra sangathan.
Financial assistance to the extent of not more than Rs. 30,000/- is given to Youth Development Centre. This will be a one-time assistance.
Any Youth Club, to be eligible to become Youth Development Centre and to be financed under this Scheme, should meet the following conditions:
> Must be active, and should be registered under the Societies Registration Act XXI, 1860 or corresponding State Act for at least three years.
> Must have a building of its own or on lease with minimum carpet area of 500 Sq. Ft. and sufficient open space for organization small exhibitions, regular sports and cultural activities etc. Adequate electricity/ petromax and drinking water supply should be available in the premises.
> Must have saving account with the local post office or a nationalized bank with a minimum of Rs. 5000/- as balance for the last 6 months.
> Must have proper books of accounts with audited statement, minutes of meetings and annual reports etc.
> Must have properly elected executive committee according to its Memorandum of Association.
Preference will be given to Youth Clubs which :
> have been awarded at District, at State or National level, or
> are situated in a large village or are centrally located in a cluster of villages.
> have shown the ability to mobilize resources from other agencies and also from within the Community.
Provided they fulfill the above conditions.
For more details please contact
Nehru Yuva Kendra Sangathan
East Plaza, Indira Gandhi Indoor Stadium, New Delhi – 110 002, Tel : 23392521, 23392541, 529
Fax: 91-11-23392539, Gram: Yuva Shakti. Email: [email protected]
Visit our Internet website at http://nyks.nic.in
Your Nearest District Nehru Yuva Kendra Office.
Information obtained with gratitude from Shri Gopal Chandra Ojha, Youth Co-ordinator. NYK. Giridih. Jhsrkhand
and Shri Vijay Kumar, Youth Co-ordinator, NYK, Hazaribag, Jharkhand
Minorities in India as per National Commission for Minorities Act, 1992 are Muslims, Christians. Budhhists, Sikhs and Parsis. As per 1991 census, these communities constitute about 17.5% of the total population of the country numbering about 14.8 Crores.
Dr. Gopal Singh in a study report on Minorities submitted to the Government in 1983 has clearly brought out that amongst poorest of the poor Minorities Communities constitute the majority.
After independence, Government of India has launched a number of poverty alleviation schemes and programmes. Nationalistion of Banks was also a step in this direction. In fact, the Nationalised Banks were focused as major source of credit for agriculture, traditional trades and artisan activities. Dr. Gopal Singh report revealed that Minorities have not been able to obtain their share of credit from Nationalised Banks as per their requirement. This situation led to the concept of having a separate financing agency for Minorities in the form of National Minorities Development & Finance Corporation (NMDFC). NMDFC was incorporated under the aegis of Ministry of Social Justice & Empowerment, Govt of India on the 30th of September 1994 under the Section 25 of the Companies Act – 1956 with the main objective to promote economic development of the poorer section of Minorities.
The aims & objective of NMDFC are given below :
> To promote economic and development activities for the benefit of “Backward Sections” amongst the Minorities, preference being given to the occupational groups and women.
> To assist, subject to such income and/or economic criteria as may be prescribed by the Government from time to time, individuals or groups of individuals belonging to the Minorities by way of loans and advances for economically and financially viable schemes and projects.
> To promote self-employment and other ventures for the benefits of Minorities.
> To grant loans and advances at such rates of interest as may be determined from time to time in accordance with the guidelines or schemes prescribed by the Central Government or by the Reserve Bank of India.
> To extend loans and advances to the eligible members belonging to the Minorities for pursuing general/ professional/technical education or training at graduate and higher level.
> To assist the up-gradation of technical and entrepreneurial skills of Minorities for proper and efficient management of production units.
> To assist the State level organisations dealing with the development of the Minorities by way of providing financial assistance or equity contribution and in obtaining commercial funding or by way of refinancing;
> To work as apex institution for coordinating and monitoring the work of all corporations/ boards/ other bodies set up the State Government/Union Territory Administrations for, or given the responsibility of assisting the minorities for their economic development.
> To help in furthering the Govemment policies and programmes for the development of Minorities.
The target groups for NMDFC with regard to direct benefits will be persons belonging to Minority Communities and living below double the poverty line. At present, minority Communities as per National Minorities Commission Act 1992 are, Muslims, Christians, Sikhs, Buddhists and Parsis Families having annual income less than Rs. 40,000/- in rural and Rs. 55,000/- in urban areas are categorized as below double the poverty line.
Financial Assistance Scheme
NMDFC has two channels to reach the ultimate beneficiaries; one through State Channelising Agency (SCA) nominated by respective State/UT Government and another through the Non-Governmental Organization (NGO). Accordingly, financial Assistance Programmes of NMDFC are of two types one through the SCAs and another through the NGOs. Details of loaning schemes under these two programmes are as given below :
Under the Term Loan Scheme, projects costing upto Rs. 5 lacs are considered for financing to individual beneficiary, NMDFC provides loan to the extent of 85% of the project cost subject to a maximum of Rs. 4,25,000/-. The remaining cost of project is met by the SCA and the beneficiary has to contribute minimum of 5°/o of the project cost.
The statement of rate of interest of Term Loan Scheme is as given below :
|Loan Limit||Rate of Interest|
|Upto Rs. 5.00 Lacs||6%|
The Loan is required to be repaid by the beneficiaries over a period of 5 years.
Assistance under Term Loan Scheme is available for commercially viable & technically feasible ventures which for sake of convenience are classified into following sectors :
Click on either of above indicated sectors for getting an illustrative, though not exhaustive list of scheme belonging to that sector.
Margin Money assistance is provided to beneficiaries availing Bank Finance, Generally Public Sector Bank finance for 60% of the project cost and seek 40% margin from the beneficiaries. Under Margin Money Loan Scheme, NMDFC provides the eligible beneficiaries loan to meet the requirement of the margin asked by the bankers. For this purpose, loan upto 25% of the project cost subject to the maximum of Rs. 1.25 lacs per unit is made available. The SCA and the beneficiary are expected to contribute jointly 15% of the project cost with minimum of 5% share of the beneficiary.
Recently, NMDFC has also introduced the provision of refinance in the operation of Margin Money Loan Scheme with a view to provide timely assistance to beneficiaries seeking bank finance.
|Loan Limit||Rate of Interest|
|Upto Rs. l,25,000/-||3%|
The Loan is required to be repaid by the beneficiaries over a period of 5 Years.
During the year, 2003-2004, NMDFC has introduced the scheme of Educational Loans with the objectives to facilitate job-oriented education amongst the weaker section of the minorities. The scheme envisages maximum loan of Rs. 75,000/-for pursuing professional and technical courses of duration not exceeding 2 years. Funds for this purpose are made available to the SCAs at interest rate of I °/o for lending to the beneficiaries at 3%. The loan is repayable maximum in five years after completion of the course.
NMDFC has very recently launched scheme of Micro Financing on the pattern of Grameen Bank of Bangladesh and Rashtriya Mahila Kosh under the Department of Women and Child Development, Ministry of Human Resources Development in our own country. The Scheme envisages micro credit to the poor sections among the target group through selected NGOs of proven bonfires and their network of Self Help Groups. It is an informal loan scheme which ensures quick delivery of loan at the door-steps of the beneficiaries with a constant follow up. It also envisages as a prerequisite that the beneficiaries are first organised into Self Help Groups and get into the habit of effecting regular savings, however, small. Under the scheme loans maximum upto Rs. 25.000/- per beneficiary is provided. Funds are then made available to NGOs at an interest rate of 1% which they further lend to the beneficiaries at interest rate of 5%. The repayment period for the loan is 36 months with a moratorium of 3 months repayment of principal amount.
Financial assistance in the form of interest free loan is provider to the NGOs for promotion of Self Help Groups (SHGs). The maximum amount of loan available is Rs. 2.15 lacs for promotion of 50 SHGs of about 1000 members. The loan is payable after one year and is adjusted by way of grant at the rate of 25% of the loan advanced by the SHGs and 5% on their growth of savings (provided the growth in savings is at least 10% over the last year.
The main channel available to NMDFC to reach the ultimate beneficiaries is through the State Channelising Agencies (SCAs) nominated by respective State /UT Government. Except the States of Arunachal Pradesh and GAO, NMDFC has its Channelising Agency in all other States and UTs. However, SCAs in the State/UTs of Meghalaya, Sikkim, Andaman & Nicobar, Lakshdweep, Dadra Nagar Haveli, Daman & Diu have not become operational States of J&K, Kerala, M.P., Mizoram, Tamil Nadu and Nagaland have more than one Channelising Agency. 12 States have set up Exclusive Minority Development Corporation. Following is the list of Channelising Agencies of NMDFC in the country.
List of State Channelising Agencies of NMDFC – Please go through the website: www.nmdfc.org.
Procedure for availing financial assistance
Frequently asked questions
Ques. What are the financial assistance schemes of NMDFC ?
Ans. SCAs Programme
Under the Term Loan Scheme, projects costing up to Rs. 5 lacs are considered NMDFC provides loan to the extent of 85% of the project cost subject to a maximum of Rs. 4,25,000/-. The SCA and the beneficiary meet the remaining cost of project, however the beneficiary has to contribute minimum of 5% of the project cost.
Margin Money assistance is provided to beneficiaries availing Bank Finance. Generally Public Sector Bank finance for 60% of the project cost and seek 40% margin from the beneficiaries. Under Margin Money Loan Scheme, NMDFC provides the eligible beneficiaries loan to meet the requirement of margin asked by bankers. For this purpose, up to 25% of the project cost subject to maximum of Rs. 1.25 lacs per unit is made available. The SCA and the beneficiary are expected to contribute the remaining amount.
iii) Educational Loan Scheme
NMDFC has recently introduced its Educational Loan Scheme with the objective of facilitating job-oriented education among the weaker sections of minorities. The loan is available for short duration (Up to a maximum of 2 years) professional and technical courses having good employment potential. Maximum loan of Rs. 75,000 is given to the eligible persons belonging to minorities. The loan is available at 3% interest and is repayable in a period of 5 years after 6 months from completion of the course or getting employment, whichever is earlier. The scheme is implemented through the State Channelising Agencies of NMDFC.
Short-term loan of Rs. 6000 per beneficiary and medium term loan maximum up to Rs.10000 per beneficiary is provided through the network of SHGs and NGOs.
Interest free loan maximum of Rs. 2.15 lacs is available to the NGOs for promotion of stabilisation of 50 SHGs having about 1000 members.
Ques. How does NMDFC reach the beneficiaries ?
Ans. NMDFC has two channels to reach to the ultimate beneficiaries, (i) through the State Channelising Agencies (SCAs) nominated by respective State/UT Government; generally each Channelising Agency has an office at district level where the beneficiary is required to make formal application. And the other channel is through the network of NGOs and SHGs for micro credit.
Ques. What is the rate of interest structure for NMDFC’s schemes ?
Ans. > Term Loan up to Rs. 5 lacs is provided at interest rate of 6%.
> Under Margin Money Scheme loan up to Rs. 1.25 lacs is provided at 3%.
> Under Micro credit, the funds are provided to NGOs at interest rate of I % for further lending to SHGs and beneficiaries at 5% interest.
Ques. What are the activities of NMDFC ?
Ans. i) Provision of finance for income generating activities at concessional rate of interest, through the State Channelising agencies.
iii) Providing Educational Loans to persons belonging to minorities.
Ques. Does NMDFC ask for any security for its loan ?
Ans. The funds are lent to the State Channelising Agencies against State Government Guarantee while the funds are provided to NGOs based on their financial strength and credit worthiness.
For more details please go through our Website : www.nmdfc.org or
Contact Registered Office
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New Delhi 110 065
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Mission & Goals
The Department of Science and Technology help established the National Innovation Foundation (NIF) of lndia, on March 1,2000 with the main goal of providing institutional support in scouting, pawning, sustaining and scaling up grassroots green innovations and helping their transition to self supporting activities.
The foundation has a Governing Body chaired by Dr. R. A. Mashelkar, Secretary, DSIR and Director General CSIF. Professor Anil K. Gupta, President SRISTI and Professor Indian Institute of Management Ahmedabad, is the Executive Vice Chairperson of NIF.
For the last ten years the Honeybee Network and Society for Research and Initiatives for Sustainable Technologies and Institutions (SRISTI) have been scouting innovations by farmers, artisans, women etc. at the grassroots level.
Gujarat Grassroots Innovations Augmentation Network (GIAN) scales up innovations, from the Honey Bee database of innovations, through value additions in innovations to sustain creativity and ethics of experimentation: GIAN was conceived at the International Conference on Creativity and Innovation at Grassroots (ICCIG), jointly organized by IIM Ahmedabad and SRISTI.
The Honey Bee database of 10,000 innovations, collected and documented by SRISTI, would be part of the National Register of Innovations to be managed and supported by NIF.
Activities of NIF
Keeping the Honey Bee Philosophy in perspective, NIF was launched by the Government of India as India’s national initiative to strengthen the Grassroots Technological Innovation and Traditional Knowledge. The functions of NIF can be summarized in five components.
> Scouting and Documentation > Dissemination and Information Technology Management
> Value Addition and Research & Development > Intellectual Property Management > Business
Development and Micro Venture
Nationational Innovation Foundation, India, B4, Ravi Niketan, Nehru Park, Vastrapur, Ahmedabad 380015, Gujarat
Address for Correspondence:
National Innovation Foundation, India, PO Box 15051, Vastrapur, Ahmedabad 380 015, Gujarat
National Innovation Foundation, India, Bungalow I, Satellite Complex, Jodhpur Tekra, Premchand Nagar, Vastrapur, Ahmedabad 380015, Gujarat
Ph: +91-79-2673 2456/2095, Fax: +91-79-2673 1903
For General Information about NIF : [email protected]
If you are a volunteer or looking for an intemship with NIF or an entrepreneur Click Here
The National Handicapped Finance and Development Corporation (NHFDC) has been set up by the Ministry of Social Justice & Empowerment, Government of India on 24th January 1997. The company is registered under section 25 of the Companies Act, 1956 as a Company not for profit. It is wholly owned by Government of India and has an authorised share capital of Rs. 400 crores (Rupees Four Hundred Crore only). The company is managed by Board of Directors nominated by Government of India.
> Promote economic development activities for the benefit of persons with disabilities.
> Promote self-employment and other ventures for benefit/economic rehabilitation of persons with disabilities.
> Extend loans to persons with disability for pursuing professional/technical education leading to vocational rehabilitation/self employment.
> Assist in the upgradation of technical and entrepreneurial skills of persons with disability for proper and efficient management of production units.
> Assist self-employed individuals with disability in marketing their finished goods.
Implemented through Non Government Organisations (NGOs)
Purpose of Loan
Purpose of the loan is to provide financial assistance to weaker section of the disabled for starting or augmenting income generating activities. The illustrative nature of income generating activities are given below:
iii) Artisan activities.
Quantum of Loan and Rate of Interest
Under the scheme of Micro Financing, loan upto an amount of Rs. 5,00,000/- (Rupees Five lakh only) is given to an NGO for further disbursement to individual beneficiary upto an amount of Rs. 25,000/- (Rupees Fifteen Thousand only) per beneficiary at a rate of interest not exceeding 5% per annum on convenient repayment period of 36 months and on convenient terms. The NGO may retain 3% of the interest margin towards its administrative cost & pay only 2% interest to NHFDC. Additionally, the NGO is also given Rs. 10,000/- as one time grant towards implementation of the scheme.
NHFDC will provide credit though NGOs (Non Government Organisations) in Rural and Urban areas who are working in the social sector. The NGOs will further finance the beneficiaries either directly or through Self Help Group (SHGs). The NGOs would be advised to select their beneficiaries for financing in villages/areas different from any other agency to avoid any duplication.
NHFDC would provide 100% of the project cost to the selected NGOs for disbursement to beneficiaries.
Other Incentives for Implementing
Agencies A grant of Rs. 10,000/- will also be given to NGO’s for promoting, implementing and launching the Micro Financing scheme and educating ultimate borrowers, organising self help groups of persons with disability if required, follow up action and recovery.
The funds made available to any NGOs are to be utilised within a period one month from the date of release of funds. The NGOs will be required to send monthly report on utilisation of funds in the prescribed format. The funds remaining unutilised due to any reason, will be required to be refunded within a fortnight on expiry of utilisation period indicated in the sanction letter. Any delay in refund of such amounts will carry penal interest @ 18% per annum.
Term loans drawn from NHFDC will be required to be repaid within a period of 36 months in quarterly installments. The interest shall be repayable to NHFDC on 30th June. 30th September, 31st December and 31st March every year or on such other dates as agreed to by NHFDC. Six days grace period will be admissible for payment of any installment to NHFDC. Penal interest of 2% will be levied on delayed payments upto one month. In the event of default persisting beyond one month, penal interest will be charged @ 18% per annum.
The loan sanctioned to NGOs may be secured by such securities/guarantees as may be prescribed by NHFDC in the sanction letter.
Books for Accounts/Inspections
The NGOs shall maintain separate accounts in respect of the funds provided by NHFDC. Annual audited account will be submitted within four months after close of the accounting year of the NGO within the statement of lending and recoveries during the year. Any other information required will also have to be submitted as and when requested.
Procedure for obtaining Loan
The NGOs desirous of implementing NHFDC’s Micro Financing Scheme will have to submit proposal for obtaining funds indicating the purpose, the estimated number of borrowers and the aggregate amount required for each purpose. The application will be submitted in the prescribed format. Along with the application, the NGOs will submit annual report for last two years and balance sheet and audited accounts for last three years. Based on the information given in application, and if required by inspection of the NGO, NHFDC will prepare a report on past antecedents, performance, competence and capacity of the concerned NGO. The report will include the recommendations regarding suitability of the NGO for implementation of NHFDC’s scheme of Micro Financing Scheme and its capacity to handle number of beneficiary’s vis-à-vis the amount of funds. The application along with other reports will be submitted for consideration of competent authority before sanction. The sanction letter will be issued to the NGO giving details of terms and conditions of the financial assistance including utilisation period, recoveries, penal interest etc. Before any drawl are made/allowed, the NGO will have to execute the prescribed documents including a guarantee letter in the prescribed format.
Schemes of Parent’s association of mentally retarded person purpose
Purpose of the scheme is to provide loan to parent’s associations of mentally retarded to set up an income generating activity for the benefit of the mentally retarded persons. The nature of income generating activity will be such that it involves the mentally retarted persons directly and income will be distributed among the mentally retarded persons. The income generating activity will be managed by the parent’s association, which is expected to render its services voluntarily.
Quantum of Loan
Quantum of loan to each NGO is limited to Rs. 5.00 Lakh. The share of the NGO will be 5°/o of the project cost. The loan will be used by the NGO to implement a single or multiple activity project in which the maximum possible participation of the beneficiaries may be ensured.
Rate of Interest
The interest on the loan amount will be charged as per following table:
The loan amount including interest will be repaid within 10 years in equal quarterly installments.
Adequate insurance cover may be obtained in respect of assets acquired by the NGO out of the loan advanced by National Handicaped Finance and Development Corporation. The premium of insurance will be paid by the NGO.
Management of the Project
The income generating activity for which loan is advanced by NHFDC will be managed by such office bearers of the parents association who are parents of mentally retarded children. It will hold at least one meeting in a quarter to review the implementation and progress of the project. A representative of NHFDC will also be attending such meeting to review the implementation of the project.
Procedure for Obtaining Loan
The loan application under the scheme will be submitted to National Handicapped Finance and Development Corporation directly by the NGO. However, the NGO should get a resolution passed by its managing committee/board of trustee to this effect. Proof of this should be submitted along with the application.
Schemes through State Channelising Agencies
The National Handicapped Finance and Development Corporation extends loan to the persons with disability through the State Channelising Agencies nominated by the respective state govemments/U.T.’s.
Applications on prescribed format are submitted through the State Channelising Agencies. Project upto Rs. 1.0 lakh are sanctioned by State Channelising Agency and projects more then Rs. 1.0 lakh are sanctioned by NHFDC.
Mahila Samridhi Yojna
To assist women with disability who are also economically weak, to start/augment income generating activities.
Any woman Indian Citizen with 40% or more disability, who has;
The scheme would be implemented through State Channelising Agencies of the Corporation as well as Non-Government Organisations (NGOs),
In case of NGOs, it is stipulated that :
There will be no limit on Loan amount to SCAs; and in case of NGOs the Loan amount per NGO would be limited to Rs. 5.0 Lakhs for. further disbursement to women with disability. The above is subject to maximum of Rs. 25,000/- per beneficiary.
Rate of Interest
Rate of interest to be changed from beneficiary shall not exceed 4% per annum on convenient repayment period of 3 6 months and on convenient terms.
NHFDC would provide 90% of the project cost.
Incentives for Implementing Agencies
A grant of Rs. 10,000/- of disbursed amount will be given to implementing Non-Government Organisations (NGOs) for promoting, implementing and launching the Mahila Samridhi Yojna and educating ultimate borrowers, organising self help groups of persons with disability if required, follow up action and recovery. An interest spread of 3% is allowed, i.e. the implementing agency is to pay the Corporation interest @ I Vo p.a. on loan amount, while it would be charging interest @ 4% p.a. to the ultimate beneficiary.
Books of Accounts/Inspections
The implementing agency shall maintain separate accounts in respect of the funds provided by NHFDC. Implementing agency shall furnish any information required by National Handicapped Finance and Development Corporation concerning loan given under this scheme.
The National Handicapped Finance and Development Corporation extends loan to the persons with disability also through Punjab & Sind Bank (P&SB) & Oriental Bank of Commerce (OBC).
For very poor borrowers, the corporation has Micro Financing Scheme, which is implemented through Non Government Organisations. Project applications from Non Government Organisations under Micro Credit Scheme are submitted directly to NHFDC.
Frequently Asked Questions
Ques. What is the objective of National Handicapped Finance and Development Corporation ?
Ans. The National Handicapped Finance and Development Corporation (NHDFC) is set up with the objective to economically empower the persons with disabilities in the country.
Ques. Who are eligible to take loan ?
Ans. Any Indian Citizen with minimum 40% or more disability, age between 18 and 55 years, annual income below Rs. l,00,000/- (Rupees One Lakh only) p.a. for urban areas and Rs. 80,000/- (Rupees Eighty Thousand only) p.a. for rural areas, with relevant educational/technical/vocational qualification/experience and background.
Ques. What are the schemes of financing and maximum amount of loan ?
Ans. The schemes of NHFDC are as follows:
iii) Loan for Education/Training to Disabled Persons : Loan upto Rs. 7.50 lakh for studies within India and Rs. 15.00 lakh for studies abroad.
Ques. What is the rate interest ?
Ans. The rate of interest is as follows :
|ii) Above Rs. 50,000/- and upto Rs. 5.0 lakh||6%|
|iii) Above Rs. 5.0 lakh (loan for education/training)||8%|
Ques. What is the maximum repayment period for loan and if there is any subsidy on loan ?
Ans. Maximum repayment period is 10 years and NHFDC is not providing any subsidy, however a rebate of 1% on interest is given to disabled women.
Ques. If an applicant is residing at a particular place, can be/she start his project activity from another state ?
Ans. The beneficiary should be resident at the place of his/her activity.
Ques. If an applicant is mentally retarded person, can bc/she avail loans from NHFDC ?
Ans. In such cases the financial assistance is extended through parents or spouse or legal guardian of the dependant mentally disabled person.
Ques. Can the applicant avail loan from NHFDC directly or what is the procedure to submit his/her application for loan ?
Ans. Applications on prescribed format to be submitted through the State Channelising Agency. Projects upto Rs. 1.0 lakh are sanctioned by State Channelising Agency/ Bank and applications for loan more than Rs. 1.0 lakh is sanctioned by NHFDC.
Projects may also be submitted through the branches of Punjab & Sind Bank or Oriental Bank of Commerce who have entered into a collaborative arrangements with NHFDC for implementation of the schemes of NHFDC.
(The schemes can be also implemented through NGOs)
Ques. What are activities, for which loan is available ?
Ans. Practically for any type of economically viable income generating activity, loan from NHFDC is considered.
Ques. What is the scheme for Non Government Organisations (NGOs) ?
Ans. The schemes for NGO are as under :
The Micro Financing Scheme is also implemented through State Channelising Agencies of NHFDC.
For further details, please contact:
State Channelising Agencies in your State/UT
National Handicapped Finance and Development Corporation
(Ministry of Social Justice & Empowerment)
Red Cros Bhawan, Sector – 12, Faridabad – 121 007
Tel: (0129) 2280214, 2280335, 2264841, 2287512, 2287513, 2226910
Tele Fax: (0129) 2284371
email: [email protected]