Akshay_ patra_ ver 2

8/8/2019 Akshay_ patra_ ver 2

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Akshaya PatraFeeding India's Schoolchildren


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MISSION to feed over 5 million children by 2020

VISION that no child should be deprived of education because of hunger!

Vision & Mission


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India faced multiple challenges in the education of its poor.

The overall adult literacy rate was 61 percent in 2004.

A gender disparity in literacy was prevalent, with male literacy ratesat around 73percent and female rates at 47 percent.

According to USAID, India had the world's largest concentration ofdesperately poor people.

More than 300 million Indians lived in abject poverty,

Education


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40- 60% of children aged 6-14 are not inschool.

Literacy, especially among women, remainslow.

Dropout rates remain high: approx. 40%dropout before Class V.

Contd


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Home to one third of the worlds malnourished children.

Half of all children under the age of four are undernourished.

Under-nutrition is the underlying cause for about half of the 2.1 million Under-

5 deaths in India each year.

60 million underweight children.

Ranks 93rd out of 119 developing countries in hunger (GlobalHunger Index2006)

Inequalities in under-nutrition have increased between demographic,socioeconomic and geographic groups

Child Nutrition -India


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In 2000, The Akshaya Patra Foundation (TAPF) was founded to addressthe dual challenges of hunger and education in India.

Motive behind the program:provide nutrition-rich midday meals to extremely underprivileged childrenin India with the aim of increasing

school enrollment,reducing drop-out rates,and improving academic performance.

Use of innovative methods to maintain efficiency, quality, and low cost.11 kitchens feeding over 567,000 children daily

AboutAkshaya Patra


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1.2 million meals a day Mechanized, hygienic kitchens. Nutritious mealsas per local tastes Watch in action

1.2 million children across 8 states and 18 locations. Specially-builtvehicles for safe, timely delivery

Higher enrolment and attendance in schoolsLower dropout rateImproved performanceHealthier children

Employs transparent operations and quality control.

Largest NGO program of its kind.

Long term effects on alleviating poverty.

Con

td


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Orga

nogram


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Cost effectivenessMinimal overhead6 INR per child per day ($0.13)

Efficient processesSteam as cooking mediumMechanized cutting of vegetablesCustom designed vehicles

Quality control measuresISO Standard kitchensTraining in hygiene and cooking methods

Cost , Efficiency , Quality


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Akshaya Patra is feeding about 12 lakh children in 17 locations in India in eight

states.

The subsidy we received in Karnataka (2009-10) is as follows:

Class 1 to 7 : Rs.1.80 per child + 100 gms of rice per child per day

Class 8 to 10 : Rs.2.20 per child + 150 gms of rice per child per day

Fund Resources


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The national average cost of the meal that Akshaya Patra provides is Rs.5.09

(2009-10). The national average subsidy received from the government (cash

plus grain subsidy) is Rs.2.69.

Hence there is a gap of Rs.2.41 to be raised by The Akshaya Patra Foundatio

to meet the running expenses.

Expenditure Outlay


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Akshaya Patra feeds about 12 lakh children every day in the country.

This means, Akshaya Patra has to raise a donation of Rs.28.88 lakhs per school working day.

For this raise donations are raised from general public and corporations.

Cost Breakupbased on expenditure FY 09-10


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High efficiency, Low Cost, and Quality: specially designed kitchens

with upgraded technology to maintain efficient processes.

cook large amounts of food in a short time, and therefore keep costs low.

The National Average cost of an Akshaya Patra meal to feed a child for an

entire year is $31.

These kitchens use steam as a cooking medium, allowing the food to cook

faster and the vegetables to retain nutrients.

Operation Strategy


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Key Process ideologue

Leveraging local markets: Akshaya Patra sources its vegetables,

dairy products and other food stocks from local markets. This reduces

the costs associated with transportation, spoilage and replacement of

vegetables, dairy and grains, and supports local farmers. It also helps to

strengthen the local economy.

centralized kitchen in Bangalore for urban areas and decentralized

strategy for the rural areas


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Service Delivery.

Cooking starts by 2:30 a.m. and the packing process is completed by 7:15

a.m.

22 customized vehicles delivers prepared meals to 145000 children in

486 schools

Quality testing and change in the food taste according to the preferences

of the children done on continuous basis


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Process Flow


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Select

ion ofSe

rvice Deli

very

Points

Schools were selected based on demonstrated need and physical location.

With a centralized model of food preparation and delivery in the urban

areas, schools that were close to each other

allowed more efficient delivery of meals. It also improved transportationtimes when delivering food.

In the rural areas, few schools were located nearby one another. Distance

and location prohibited delivery from a central location, and thus were

not primary factors in rural school selection.


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Meth

od

ology

Akshaya Patra chose to work with the least developed and only

remaining primitive tribe in Baran with a dispersed geography.

Small decentralized kitchens were located

It helped the villages set up kitchens at or near the local school andprovided basic infrastructure to start the kitchens.

Construction of the stove, storage area, and washing area was done

under the organizations guidance.

By January 2007, the decentralized operations in Baran

served 79 villages, feeding 15,000 children per day.


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Contd Self-help groups of four to six village women were formed to be

employed as cooks for the midday meals.

Organization provided basic training in cooking, nutrition, and hygiene.

Maintaining accounts, inventory, and requisition slips, and oftenteaching the women to count.

Many of the women had not learned the days of the week, so Akshaya

Patra taught them to do different activities on different days,

simultaneously providing meal variety.

Many village cooks were able to tour the nearest Akshaya Patra kitchen

to gain a better understanding of the work at hand.


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Contd

Each village kitchen had one head cook who was responsible for

purchasing vegetables, firewood, and supervising the daily operations

She earned 50 rupees for three hours per day.

The other women earned 1,000 rupees per month.

Many of the people in the village earned only 8 rupees per day and

worked long hours.

The head cook position was rotated on a monthly basis so that each

woman had a chance to be responsible.


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Impact AC Nielsen performed an impact assessment, measuring key indicators

such as enrollment, attendance and health.

The outcome showed:

Increased enrollment

Better health and Improved performance among students who received school lunches,

especially among the female students.

The report showed a 13.8 percent and 34.2 percent improvement in

enrollment for boys and girls respectively, in Bangalore schools.

Attendance rates increased in all schools tested, particularly in

Vrindavan, where there was a 14.6 percent increase. Performance also

improved.


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Roadahead.. Adding Value

Micronutrients

Pregnant Mothers

Increased standards Better impact assessment

Creating long term partnerships

NGOs

Government

Private Sector

Student Groups


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