Black Book Vishal

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1. INTRODUCTION:

A non-governmental organization (NGO) is a citizen-based

association that operates independently of government, usually to

deliver resources or serve some social or political purpose. The

World Bank classifies NGOs as either operational NGOs, which

are primarily concerned with development projects, or advocacy

NGOs, which are primarily concerned with promoting a cause

NGOs are difficult to define and classify due to the terms

inconsistent use. NGO, non-profit organization (NPO) and private

voluntary organization (PVO) are the most used terms and are

used interchangeably despite differing definitions. Classifying

non-governmental organizations within defined boundaries

excludes NGOs that fall outside each specific boundary.

Additionally, it is beneficial for NGO networks to create a

classification that allows similar organizations to exchange

information more easily. To attempt a classification of NGOs

requires a framework, that includes the orientation and the

organization's level of operation. An NGO's orientation refers to the

type of activities an organization takes on. These activities might

include environmental, development, or advocacy work. An NGO's

level of operation indicates the scale at which an organization


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works on, like the difference in work between an international NGO

and community or national NGO.

One of the earliest mentions of the term "NGO" was in 1945 when

the UN was created. The UN introduced the term "NGO" to

distinguish between the participation of international private

organizations and intergovernmental specialized agencies.

According to the UN, all kinds of private organizations that are

independent from government control can be recognized as

"NGOs." "NGOs" cannot seek to diminish a nation's government in

the shape of an opposing political party; NGOs also need to be

non-criminal and non-profit. Professor Peter Willets, from the City

University of London, argues the definition of NGOs can beinterpreted differently by various organizations and depending on a

situations context. He defines an NGO as "an independent

voluntary association of people acting together on a continuous

basis for some common purpose other than achieving government

office, making money or illegal activities." In this view, two main

types of NGOs are recognized according to the activities they


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pursue: operational and campaigning NGOs. Although Willets

proposes the operational and campaigning NGOs as a tool to

differentiate the main activities of these organizations, he also

explains that they have more similarities than differences. Their

activities are unrestricted; thus operational NGOs may need to

campaign and campaigning NGOs may need to take on structural

projects.

NGOs are defined by the World Bank as "private organizations

that pursue activities to relieve suffering, promote the interests of

the poor, protect the environment, provide basic social services, or

undertake community development".


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2. NPOS AND NGOS

Common usage varies between countries - for example NGO is

commonly used for domestic organizations in Australia that would

be referred to as non-profit organizations in the United States.

Such organizations that operate on the international level are fairly

consistently referred to as "non-governmental organizations", in

the United States and elsewhere.

There is a growing movement within the non-profit

organization/non-government sector to define itself in a more

constructive, accurate way. The "non-profit" designation is seen to

be particularly dysfunctional for at least three reasons:

1) It says nothing about the purpose of the organization, only what

it is not;

2) It focuses the mind on "profit" as being the opposite of the

organization's purpose;

3) It implies that the organization has few financial resources and

may run out of money before completing its mission.

Instead of being defined by "non-" words, organizations are

suggesting new terminology to describe the sector. The term

"social benefit organization" (SBO) is being adopted by some

organizations. This defines them in terms of their positive mission.

The term "civil society organization" (CSO) has also been used by

a growing number of organizations, such as the Center for the


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Study of Global Governance.The term "citizen sector organization"

(CSO) has also been advocated to describe the sector as one

of citizens, for citizens. These labels, SBO and CSO, position the

sector as its own entity, without relying on language used for the

government or business sectors. However, some have argued that

CSO is not particularly helpful, given that most NGOs are in fact

funded by governments and/or profit-driven businesses and that

some NGOs are clearly hostile to independently organized

people's organizations. The term "social benefit organization"

seems to avoid that problem, since it does not assume any

particular structure, but rather focuses on the organization's

mission.


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3. HISTORY

International non-governmental organizations have a history dating

back to at least 1839. It has been estimated that by 1914 there

were 1083 NGOs. International NGOs were important in the

anti-slavery movement and the movement for women's suffrage,

and reached a peak at the time of the World Disarmament

Conference. However, the phrase "non-governmental

organization" only came into popular use with the establishment of

the United Nations Organization in 1945 with provisions in Article

71 of Chapter 10 of the United Nations Charter[16] for a

consultative role for organizations which are neither governments

nor member statessee Consultative Status. The definition of

"international NGO" (INGO) is first given in resolution 288 (X) of

ECOSOC on February 27, 1950: it is defined as "any international

organization that is not founded by an international treaty".

Rapid development of the non-governmental sector occurred in

western countries as a result of the processes of restructuring of

the welfare state. Further globalization of that process occurred

after the fall of the communist system and was an important part of

the Washington consensus.

Globalization during the 20th century gave rise to the importance

of NGOs. Many problems could not be solved within a nation.

International treaties and international organizations such as the

World Trade Organization were centered mainly on the interests of

capitalist enterprises. In an attempt to counterbalance this trend,


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NGOs have developed to emphasize humanitarian issues,

developmental aid and sustainable development. A prominent

example of this is the World Social Forum, which is a rival

convention to the World Economic Forum held annually in January

in Davos, Switzerland. The fifth World Social Forum in Porto

Alegre, Brazil, in January 2005 was attended by representatives

from more than 1,000 NGOs. Some have argued that in forums

like these, NGOs take the place of what should belong to popular

movements of the poor. Others argue that NGOs are often

imperialist in nature, that they sometimes operate in a racialized

manner in third world countries, and that they fulfill a similar

function to that of the clergy during the high colonial era. The

philosopher Peter Hallward argues that they are an aristocratic

form of politics. Whatever the case, NGO transnational networking

is now extensive.


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4. NGOS AND THEIR INDEPENDENCE FROM

GOVERNMENTS

The most difficult question about the independence of NGOs is

whether they come under governmental influence. Individual

governments do at times try to influence the NGO community in a

particular field, by establishing NGOs that promote their policies.

This has been recognized by quite common use of the acronym

GONGO, to label a government-organized NGO. Also, in more

authoritarian societies, NGOs may find it very difficult to act

independently and they may not receive acknowledgment from

other political actors even when they are acting independently.

Beyond these unusual situations, there is a widespread prejudice

that government funding leads to government control. In the field

of human rights, it would damage an NGO for such a perception to

arise, so Amnesty International has strict rules that it will not

accept direct government funding for normal activities. On the

other hand, development and humanitarian relief NGOs need

substantial resources, to run their operational programs, so most

of them readily accept official funds. While these NGOs would like

the security of a guaranteed budget for their administrative

overheads, governments generally only want to support field costs

for projects.

Nominally NGOs may appear to be independent, when they

design their own programs, but government influence can arise

indirectly if the program is designed to make it more likely that

government grants or contracts will be forthcoming. On the other


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hand, confident experienced NGOs can appeal for funding for new

approaches and in so doing cause government officials to

re-assess policy. The best example of this is the way in which

NGOs, particularly the International Planned Parenthood

Federation, dragged governments into adopting population

programs. There is no obvious method to identify the direction of

influence, without detailed knowledge of the relationship between

an NGO and a government. Environmental NGOs may have either

type of funding relationship. Conservation and research groups

may happily obtain government funds to support their programs:

some are innovative and some are not. Beyond these situations,

radical campaigning groups may be unwilling and unable to attract

government funds.


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5. LEGAL ASPECTS

NGOs have a wide diversity of structures and purposes. For legal

classification, there are, nevertheless, some elements ofimportance:

Economic activity.

Supervision and management provisions.

Representation.

Accountability and Auditing provisions.

Provisions for the dissolution of the entity.

Tax status of the foundation.

Some of the above must be, in most jurisdictions, expressed in the

charter of establishment. Others may be provided by the

supervising authority at each particular jurisdiction.

While affiliations will not affect a legal status, they may be takeninto consideration by legal proceedings as an indication of

purpose.

Most countries have laws which regulate the establishment and

management of NGOs, and which require compliance with

corporate governance regimes

Both not-for-profit and for-profit entities must have board members,

steering committee members, or trustees who owe the

organization a fiduciary duty of loyalty and trust. A notable

exception to this involves churches, which are often not required to

disclose finances to anyone, including church members.


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6. NGOS AND THEIR RELATIONS WITH BUSINESSAND COMMERCE

A few intergovernmental economic organizations do allow an

individual company to have access under their provisions for

NGOs, but this is only in cases where there are loose ad hoc

procedures and there are no formal institutional arrangements.

However, as with political parties, non-profit-making federations of

companies, established for industry-wide collaboration and to act

as lobbies, are widely accepted. From the earliest days of the UN,

bodies such as the International Chamber of Commerce, the

International Organization of Employers and similar organizations

for particular economic sectors have been included among the

NGOs. Until the 1990s, they were not of much significance in the

UN itself, but they have always been important in the specialized

agencies. The more technical the question under discussion, the

more the policy-making process will draw on their expertise.

At the World Economic Forum in Davos in January 1999, the UN

Secretary-General, Kofi Annan, explicitly called upon companies to

widen their social responsibilities by entering into a Global

Compact with the UN. Companies that do so agree to endorse

nine principles, covering promotion of a set of core values in the

areas of human rights, labour standards and protection of the

environment. Soon afterwards, global business organizations,

several hundred companies and the International Confederation of

Free Trade Unions responded positively, but only a handful of

human rights, environment and development NGOs did so. There

remains a deep suspicion among many such NGOs about the


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possibility of companies implementing commitments to social

responsibility.

Despite the suspicion of business, some NGOs have chosen to

engage directly in collaborative arrangements to formulate and

monitor statements of business ethics. This has been done both

on an industry-wide basis and with individual companies. For

example, WWF (known as the Worldwide Fund for Nature until

July 2000) took the lead in forming the Forest Stewardship Council

in 1993 and the Marine Stewardship Council in 1996. Each Council

works to promote sustainable practices, with participating

companies gaining the benefit of having their products endorsed

by the NGOs as being environmentally friendly. Similarly, various

companies are having environmental and/or social audits

undertaken on an annual basis, by independent assessors.


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7. ACTIVITIES

There are also numerous classifications of NGOs. The typology

the World Bank uses divides them into Operational and Advocacy:

Operational NGOs Operational NGOs seek to "achieve small scale

change directly through projects. They mobilize financial

resources, materials and volunteers to create localized programs

in the field. They hold large scale fundraising events, apply to

governments and organizations for grants and contracts in order to

raise money for projects. They often operate in a hierarchical

structure; with a main headquarters staffed by professionals who

plan projects, create budgets, keep accounts, report, and

communicate with operational fieldworkers who work directly on

projects Operational NGOs deal with a wide range of issues, but

are most often associated with the delivery of services and

welfare, emergency relief and environmental issues.

Operational NGOs can be further categorized, one frequently used

categorization is the division into relief-oriented versus

development-oriented organizations; they can also be classified

according to whether they stress service delivery or participation;


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or whether they are religious or secular; and whether they are

more public or private-oriented. Operational NGOs can be

community-based, national or international. The defining activity of

operational NGOs is implementing projects.

Campaigning NGOs Campaigning NGOs seek to "achieve large

scale change promoted indirectly through influence of the political

system." Campaigning NGOs need an efficient and effective group

of professional members who are able to keep supporters

informed, and motivated. They must plan and host demonstrations

and events that will keep their cause in the media. They must

maintain a large informed network of supporters who can be

mobilized for events to garner media attention and influence policy

changes. The defining activity of campaigning NGOs is holding

demonstrations.

Campaigning NGOs often deal with issues relating to human

rights, women's rights, children's rights. The primary purpose of an

Advocacy NGO is to defend or promote a specific cause. As

opposed to operational project management, these organizations


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typically try to raise awareness, acceptance and knowledge by

lobbying, press work and activist events.

Operational and Campaigning NGOs It is not uncommon for NGOs

to make use of both activities. Many times, operational NGOs will

use campaigning techniques if they continually face the same

issues in the field that could be remedied through policy changes.

At the same time, Campaigning NGOs, like human rights

organizations often have programs that assist the individual victims

they are trying to help through their advocacy work.


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8. THE RISE AND ROLE OF NGOS IN SUSTAINABLE

DEVELOPMENT

Non-governmental organizations (NGOs) have played a major rolein pushing for sustainable development at the international level.

Campaigning groups have been key drivers of inter-governmental

negotiations, ranging from the regulation of hazardous wastes to a

global ban on land mines and the elimination of slavery.

But NGOs are not only focusing their energies on governments

and inter-governmental processes. With the retreat of the state

from a number of public functions and regulatory activities, NGOs

have begun to fix their sights on powerful corporations - many of

which can rival entire nations in terms of their resources and

influence.

Aided by advances in information and communications technology,

NGOs have helped to focus attention on the social and

environmental externalities of business activity. Multinational

brands have been acutely susceptible to pressure from activists

and from NGOs eager to challenge a company's labour,

environmental or human rights record. Even those businesses that


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do not specialize in highly visible branded goods are feeling the

pressure, as campaigners develop techniques to target

downstream customers and shareholders.

In response to such pressures, many businesses are abandoning

their narrow Milton Friedmanite shareholder theory of value in

favour of a broader, stakeholder approach which not only seeks

increased share value, but cares about how this increased value is

to be attained.

Such a stakeholder approach takes into account the effects of

business activity - not just on shareholders, but on customers,

employees, communities and other interested groups.

There are many visible manifestations of this shift. One has been

the devotion of energy and resources by companies to

environmental and social affairs. Companies are taking

responsibility for their externalities and reporting on the impact of

their activities on a range of stakeholders.

Nor are companies merely reporting; many are striving to design

new management structures which integrate sustainable

development concerns into the decision-making process.

Much of the credit for creating these trends can be taken by


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NGOs. But how should the business world react to NGOs in the

future? Should companies batten down the hatches and gird

themselves against attacks from hostile critics? Or should they

hold out hope that NGOs can sometimes be helpful partners?

For those businesses willing to engage with the NGO community,

how can they do so? The term NGO may be a ubiquitous term, but

it is used to describe a bewildering array of groups and

organizations - from activist groups 'reclaiming the streets' to

development organizations delivering aid and providing essential

public services. Other NGOs are research-driven policy

organizations, looking to engage with decision-makers. Still others

see themselves as watchdogs, casting a critical eye over current

events.

They hail from north and south and from all points in between -

with the contrasting levels of resources which such differences

often imply. Some are highly sophisticated, media-savvy

organizations like Friends of the Earth and WWF; others are tiny,

grassroots collectives, never destined to be household names.

Although it is often assumed that NGOs are charities or enjoy

non-profit status, some NGOs are profit-making organizations such

as cooperatives or groups which lobby on behalf of profit-driveninterests. For example, the World Trade Organization's definition of

NGOs is broad enough to include industry lobby groups such as

the Association of Swiss Bankers and the International Chamber of

Commerce.

Even then, the NGO community remains a diverse constellation.


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Some groups may pursue a single policy objective - for example

access to AIDS drugs in developing countries or press freedom.

Others will pursue more sweeping policy goals such as poverty

eradication or human rights protection.

However, one characteristic these diverse organizations share is

that their non-profit status means they are not hindered by

short-term financial objectives. Accordingly, they are able to

devote themselves to issues which occur across longer time

horizons, such as climate change, malaria prevention or a global

ban on landmines. Public surveys reveal that NGOs often enjoy a

high degree of public trust, which can make them a useful - but not

always sufficient - proxy for the concerns of society and

stakeholders.

Not all NGOs are amenable to collaboration with the private sector.

Some will prefer to remain at a distance, by monitoring, publicizing,

and criticizing in cases where companies fail to take seriously their

impacts upon the wider community. However, many are showing a

willingness to devote some of their energy and resources to

working alongside business, in order to address corporate social

responsibility.

To learn more about what these partnerships look like, go to

'Opposites attract' using the menu on the left. There,

NGO-business relations expert Jem Bendell explores several

NGO-business relationships and explains how the new wave of

partnerships differs from old-style corporate philanthropy.


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9. TYPES OF NGOS

NGO type can be understood by orientation and level of

co-operation.

NGO type by orientation

Charitable orientation;

Service orientation;

Participatory

Empowering orientation;

NGO type by level of co-operation

Community- Based Organization;

City Wide Organization;

National NGOs;

International NGOs;


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10. DIFFERENT TYPES OF STRUCTURES AMONGNGOS

There is a great variety of ways in which NGOs are structured. The

classic model is of a membership organization, co-ordinated in a

geographically-defined hierarchy. Individual people work in local

groups, which co-ordinate in provinces and then have a

headquarters in the capital city for the country as a whole. Such

country-wide organizations are called national NGOs. Frequently,

the national NGOs combine in an international NGO, or INGO,

which may consist of regional groups of countries and be capped

by a global body. Not all the levels of the hierarchy need exist.

Many countries are too small to have provincial structures. Smaller

specialist NGOs may simply enroll individual members at the

national level, without having any local branches. Occasionally,

individuals are enrolled at the international level. On the other

hand, in large organizations, the international level often seems

relatively remote and attracts little attention, even among the

NGO's own members. The group running a local family planning

clinic does not necessarily know about the work of the International

Planned Parenthood Federation (IPPF) at the UN World

Conference on Women in Beijing. Nevertheless, such global

organizations with their membership measured in millions do

maintain a democratic policy-making process. While some may

hold direct elections for key posts at the national level, the

responsibility to the membership at the global level is always

indirect, via some international council or assembly of national

representatives.


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Linguistic usage in the legal atmosphere at the UN used to be

somewhat different. When the UN was formed, any involvement of

private individuals or groups in its work constituted deviation from

the norm of diplomacy being the exclusive preserve of "states".

Thus, a national organization, as mentioned in Article 71 of the UN

Charter, was any NGO based in a single country. No distinction

was made between an organization that covered a large

constituency, over the whole country, and an organization based

solely in a local community or a small section of the population.

The lack of any distinction did not matter, as participation by either

country-wide or more limited national NGOs was so rare in the

permanent UN organs. Participation began on a small scale in the

1970s at UN conferences, on an ad hoc basis. When the

ECOSOC rules were changed in 1996, to admit "national NGOs"

to consultative status as a matter of routine, the presumption

became that a national organization was a country-widemembership organization or a federation of local groups or an

umbrella group, that is a coalition of NGOs operating in different

fields. As is common at the UN, practice has not been consistent:

a few local NGOs have been admitted as "national NGOs" to

consultative status. The Rio conference also produced a term that

has only been used in environmental politics at the UN. "Major

Groups" refers to a system of categorizing NGOs from all levels,

for the purposes of participating in UN policy-making processes.

Hereafter, use of NGO alone will imply that any or all levels are

included, while local, national or global will be used when the

meaning must be restricted to that level. Terms such as CBOs and

Major Groups will also be used in the appropriate political context.


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Changes in Terminology Covering NGOs

Level ofOrganisation

From 1945 toEarly 1990s

Early 1990sOnwards

Local

National NGO, atthe UNNot discussedelsewhere

Grass-roots, community based or civil societyorganization, or local NGO

Provincial(USA -state)

National NGO, atthe UNNot discussedelsewhere

Civil society organizationor local NGO

National

National NGO, atthe UNNGO, outside theUN

NGO or national NGO or civil societyorganization

Regional International NGO NGO or civil society organization

Global International NGO NGO or Major Group or civil society organization


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11. THE GEOGRAPHICAL SPREAD OF NGOS

It used to be widely argued that NGOs were predominantly a

feature of Western societies. This false proposition was derivedfrom a mixture of ignorance, Western presumptions of their

superiority in the Cold War and nationalist rhetoric from

authoritarian regimes. All societies in modern times have had large

numbers of NGOs at least at the local level. Under the most

authoritarian regimes or in the least developed countries there are

still self-help co-operative groups, community welfare associations,

religious groups, professional and scientific associations, sports

and recreational bodies, etc. Even Romania during the dictatorship

of President Ceausescu was host to the International Federation of

Beekeepers' Associations. The presence or absence of a

democratic political culture is one of the major variables

determining the number of NGOs, but the size of a country, its

ethnic, religious and cultural diversity, the complexity of its

economy and the quality of its communication infrastructure are

also of crucial importance. Thus there are tens of thousands of

NGOs in countries such as Bangladesh and India, while there are

relatively few in Iceland or Finland.

A particular source of controversy is the idea that the major

NGOs are "Northern". Many people are still trapped by the mental

prejudice that organizations have to be situated in geographical

space. It might be a practical necessity for an international NGO to

have a headquarters office in a particular building, but the location

of the office in a North American or a European city does not

convert a global NGO into a Northern NGO. Equally, the historical


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origins of an organization being formed in a particular country does

not mean it is currently a Northern rather than a global

organization. The proper criteria for assessment whether an

organization is global are the location of its membership, the

staffing of its headquarters, the sources of its funding and the

content of its programs. An organization, such as Amnesty

International, with 56 National Sections, groups in some 40 other

countries, an International Secretariat from over 50 countries and

an African Secretary-General is a global NGO, even if it started in

Britain and has its headquarters in London. Due to the spread of

democracy and the improvements in communications, many

international NGOs that started in individual countries became

global at the end of the twentieth century.


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12. REGISTRATION OF NGOS

In India non-profit / public charitable organizations can be

registered as trusts, societies, or a private limited non profitcompany, under section-25 companies. Non-profit organizations in

India (a) exist independently of the state; (b) are self-governed by

a board of trustees or managing committee/ governing council,

comprising individuals who generally serve in a fiduciary capacity;

(c) produce benefits for others, generally outside the membership

of the organization; and (d), are non-profit-making, in as much as

they are prohibited from distributing a monetary residual to their

own members.

Section 2(15) of the Income Tax Act which is applicable

uniformly throughout the Republic of India defines charitable

purpose to include relief of the poor, education, medical relief and

the advancement of any other object of general public utility. Apurpose that relates exclusively to religious teaching or worship is

not considered as charitable. Thus, in ascertaining whether a

purpose is public or private, one has to see if the class to be

benefited, or from which the beneficiaries are to be selected,

constitute a substantial body of the public. A public charitable

purpose has to benefit a sufficiently large section of the public as

distinguished from specified individuals. Organizations which lack

the public element such as trusts for the benefit of workmen or

employees of a company, however numerous have not been

held to be charitable. As long as the beneficiaries of the

organization comprise an uncertain and fluctuating body of the

public answering a particular description, the fact that the


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beneficiaries may belong to a certain religious faith, or a sect of

persons of a certain religious persuasion, would not affect the

organizations public character.

Whether a trust, society or section-25 company, the Income Tax

Act gives all categories equal treatment, in terms of exempting

their income and granting 80G certificates, whereby donors to

non-profit organizations may claim a rebate against donations

made. Foreign contributions to non-profits are governed by

FC(R)A regulations and the Home Ministry.

CAF would like to clarify that this material provides only broad

guidelines and it is recommended that legal and or financial

experts be consulted before taking any important legal or financial

decision or arriving at any conclusion.

Non-Governmental Organizations (NGOs) can beregistered in four ways:

1. Trust

2. Society

3. Section-25 Company

4. Special Licensing


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Registration can be done with the Registrar of Companies (RoC).

The following laws or Constitutional Articles of the Republic ofIndia are relevant to the NGOs:

Articles 19(1)(c) and 30 of the Constitution of India

Income Tax Act, 1961

Public Trusts Acts of various states

Societies Registration Act, 1860

Section 25 of the Indian Companies Act, 1956

Foreign Contribution (Regulation) Act, 1976

4. Special Licensing

In addition to registration, a non-profit engaged in certain activities

might also require special license/permission. Some of these

include (but are not limited to):

A place of work in a restricted area (like a tribal area or a border

area requires a special permit the Inner Line Permit usually

issues either by the Ministry of Home Affairs or by the relevant

local authority (i.e., district magistrate).

To open an office and employ people, the NGO should be

registered under the Shop and Establishment Act.

To employ foreign staff, an Indian non-profit needs to be registered

as a trust/society/company, have FCRA registration and also


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obtain a No Objection Certificate. The intended employee also

needs a work visa.

A foreign non-profit setting up an office in India and wanting staff

from abroad needs to be registered as a trust/society/company,

needs permission from the Reserve Bank of India and also a No

Objection Certificate from the Ministry of External Affairs.


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13. CONCERNS ABOUT NGOS

NGOs were intended to fill a gap in government services, but in

countries like India, NGOs are gaining a powerful stronghold indecision making. In the interest of sustainability, most donors

require that NGOs demonstrate a relationship with governments.

State Governments themselves are vulnerable because they lack

strategic planning and vision. They are therefore sometimes tightly

bound by a nexus of NGOs, political bodies, commercial

organizations and major donors/funders, making decisions that

have short term outputs but no long term affect. NGOs in India are

under regulated, political, and recipients of large government and

international donor funds. NGOs often take up responsibilities

outside their skill ambit. Governments have no access to the

number of projects or amount of funding received by these NGOs.

There is a pressing need to regulate this group while not curtailing

their unique role as a supplement to government services.


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14. FUNCTIONS OF NGOS

i. PUBLIC RELATIONS

Non-governmental organizations need healthy relationships with

the public to meet their goals. Foundations and charities use

sophisticated public relations campaigns to raise funds and employ

standard lobbying techniques with governments. Interest groups

may be of political importance because of their ability to influence

social and political outcomes. A code of ethics was established in

2002 by The World Association of Non Governmental NGOs.


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ii. PROJECT MANAGEMENT

There is an increasing awareness that management techniques

are crucial to project success in non-governmental organizations.

Generally, non-governmental organizations that are private have

either a community or environmental focus. They address varieties

of issues such as religion, emergency aid, or humanitarian affairs.

They mobilize public support and voluntary contributions for aid;

they often have strong links with community groups in developing

countries, and they often work in areas wheregovernment-to-government aid is not possible. NGOs are

accepted as a part of the international relations landscape, and

while they influence national and multilateral policy-making,

increasingly they are more directly involved in local action.


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iii. STAFFING

Not all people working for non-governmental organizations are

volunteers.

There is some dispute as to whether expatriates should be sent to

developing countries. Frequently this type of personnel is

employed to satisfy a donor who wants to see the supported

project managed by someone from an industrialized country.

However, the expertise these employees or volunteers may be

counterbalanced by a number of factors: the cost of foreigners is

typically higher, they have no grassroot connections in the country

they are sent to, and local expertise is often undervalued.

The NGO sector is an important employer in terms of numbers.

[citation needed] For example, by the end of 1995, CONCERN

worldwide, an international Northern NGO working against poverty,

employed 174 expatriates and just over 5,000 national staff

working in ten developing countries in Africa and Asia, and in

Haiti.


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iv. FUNDING

Almost every voluntary or non-profit organization requires money

either to support its existing activities or to expand and improve it

services. Fund raising has no option other than hard work, but if

the voluntary agencies have a cause or programmes that deserve

support and it is willing to really work at it, it can raise considerable

awareness, goodwill and money.

We have been seen that all the traditional methods of fund raisingcannot produce satisfactory results in the modern era. Though we

prefer traditional techniques of fund raising, such as raising funds

from government, trusts etc, now we need to more concentrate on

various new methods and techniques of fund raising that ensure

an efficient and effective process of fund collection and produce

the better result that lead to sustainability as well. Following are

the diverse methods and techniques of fund raising that explains

you about how to do it. Here, we also share some case examples

of reputed NGOs who have adapted these techniques in their fund

raising activities and achieved a great success.


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METHODS OF FUND RAISING

(1) THROUGH FUNDING AGENCIES

There are many funding agencies in India to whom NGO can

approach easily. Bilateral agencies in 2009-10 have invested 2.5

billion dollars in India. Before preparing a proposal for any funding

agency, it is important for the voluntary agency to have a clear

written vision and mission statement (for examples of vision and

mission statements see another module of How to construct

Vision & Mission statements)

NGOs need to be fit in to the criterion given by funding agencies.

Each funding agency has their own thematic area for which they

fund. Voluntary organizations should first understand these areas

for which funding can be sought.

Organizations should prepare & submit concept note. If Agency is

satisfied with the design of project proposed, then only you can

submit detailed project proposal (Refer the Module of Proposal

Writing).

You need to present your idea very specifically and clearly.

Funding agency will ask for objectives and outcome expected.

NGO should also abide to some conditionalities laid by FA about

evaluation, documentation and reporting, budget etc.

Funding agencies assess basically the impact of work done by

NGO, what kind of expertise does NGO have, what is the objective

that you posses to work in community. Also they will look for how

innovative your project is. (said by Rati Misra Resource Alliance)


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(2) THROUGH INDIVIDUALS

Most of the time this is directly face to face solicitation. This is, by

far, the best method of fund raising.

Before meeting the prospective donor, send him / her written

letter or appeal giving necessary information about the activity for

which you intend to raise the funds.

Try to gather all possible information about him/her. If necessary,

take a colleague along with you. Having someone with you may

make you feel more comfortable and confidant.

Do not rush into the solicitation interested try to steer the

conversation to the need that requires to be addressed.

When requesting a specific sum of money, do not think in terms

of what the donor may give. Think in terms of what the donor could

be or is, capable of giving.

A technique of Direct Appeal:

It also includes sending public appeal through post / courier. In

such case, you usually require a cause that has a broad appeal. It

is also important to select the target group with the utmost care.

Prepare the list of names and addresses of potential individual

donors. Since it involves the expenditure of posting, you need to

do careful scrutiny of available contacts.

The stationary, including the envelope, should be of good quality.

You should send additional printed return envelop stating name

and address and contact number of your executive office attached

with the appeal so that it will be easy for donor to send a Cheque /

DD directly at you address.


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(3) GOVERNMENT DEPARTMENTS

Receiving Government support may bring a degree of recognition

and credibility to the organization. Government funding is

substantial in terms of volume and it is a great source of fund.

However, dependence on Government could also make the

organization vulnerable to government control or political pressure.

The Central and the State Governments, however, have several

schemes for assistance to voluntary agencies in areas of human

resource development, welfare of women, children andmarginalized communities; health, family welfare etc As Rati Misra

(Resource Alliance) said NGOs should realize that government

funding will add value to the profile of their NGO and they should

put their focus in communicating their work to concerned

government department. In the year 2008-09, Government has

spent 2.5 billion dollars in social sector.

(4) CORPUS OR ENDOWMENTS

It is a capital receipt and therefore not treated as income. Donor

must express the intent in writing that the donation is towards

corpus.

Corpus donation should preferably be invested in long-term

deposit and only the interest used


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Through Cause Related Marketing:

The process involves allowing a small percentage of the profit on

any consumer item to be designated towards a charity.

This system has a three-pronged effect, benefiting the

manufacturer, the consumer and the charity.

The consumer feels inclined to buy the product because he has

the added advantage of buying a good (cause-related) product and

being philanthropic at the same time. This naturally boots the sale

of any cause related product and the manufacturer is able to make

more profit in spite of being philanthropic.

And last, but not the least, the charity earns the valuable income

without much effort.

Search the companies which would like to tie-up with NGOs that

are sync with their CSR objectives matching with the objectives of

the NGO.

(5) E- FUND RAISING:

An online Payment System allows you to be open 24 hours a day,

7 days a week and 365 days a year.

Not only is this is an important convenience for your donors and

individuals; it also means more revenue for you.

An online system also helps you to reduce your overhead costs.

The most important part of online is accepting donations from

your donors ranging from a single transaction to a series of

transactions from a donor.


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Online payment processing offers a donor the convenience of

submitting their credit card or other forms of payment on your Web

site, and for you to actually receive the money from this

transaction.

You can also go for e- marketing of your products which finally

aims at raising funds through selling the products online.

(6) THROUGH EVENTS

Special events include organizing a film premier or a

dance/musical programme or a fashion show or a gala dinner or a

carnival.

Special brochures or souvenirs can be brought out on such

occasions and advertisements solicited for inclusion in the same.

Banners and other forms of display advertisements bring in good

revenue as well.

Special events require a lot of hard work, planning, teamwork and

organizing.

Often, organizations spend months in preparing for just an

evenings programme. General experience indicates a low return

from such events in terms of money. However, in terms of

launching the organization, awareness-building about the cause

and general goodwill and visibility, the returns are high.

It requires corporate sponsorships to cover the fixed costs.

If your organization decides to organize such events with specific

frequency (once in two years), you should have a permanent good

planning team. You should acknowledge all you funders at this


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occasion.

NGO may organize any event where all the beneficiaries are

invited and also arrange any celebrity, so that credibility of your

project or work will be demonstrated to society.

(7) PAY ROLL GIVING

Pay roll giving is nothing but deduction of certain percentage of

amount of total salary of employee. This is the strategy which is

decided at board level and directly implemented in organization.

Many IT companies and corporates adapt these strategies of

donating certain amount especially in the time of certain natural or

manmade disasters. Philanthropic organizations with a broad and

visible cause should first approach the chairman of Managing

Director of a company and get him sufficiently interested in the

cause. Payroll giving is not the easiest way to raise money.

Personal solicitation is a must.

(8) CORPORATES

As an NGO we have to realize that the funds are required for what

our programs stand for. They are the product we sell. In the year

2008-09, corporates have contributed approximately 6 billion

dollars (nearly 30,000 crores) in social sector. (Ref:

Pooranchandra Pandey, Times Foundation)

It is important to understand what a company focuses on as part

of its CSR, or might have product synergies towards owing to their

business.


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It is important to research well and make a more focused

approach in identifying corporates.

A corporate in most cases is open to funding various aspects as

long as your program matches the broad outline with their CSR

focus. As long as the need can be justified, the output well defined

- funding from corporate will always be easier to click.

Corporates expect reports, tax exemptions and their own visibility

in NGO programmes.

Confirm the pattern of documentation, reporting and monitoring

and adhere to those formats with less flexibility.

(Inputs given by Lalita Sachdeva, UNICEF)

(9) IN KIND DONATIONS

An in-kind donation is also very important way of raising funds.

Many people / companies wish to write off their furniture and

equipments after some period or they may prefer to donate brand

new equipments to NGO instead of donating plain amount.

NGO should respect these donors also as they play very

important role in giving something useful to NGOs.

NGO should maintain relationships with these people who always

like to donate in kind.

Many people donate brand new laptop, fax machine, telephone

instruments, printer, some stationary etc.


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(10) FUND RAISING AT LOCAL LEVEL

Direct Mailing Application:

Direct mailing application process (DMA) is a very vital aspect of

fund raising techniques available for NGO sector. It is a direct

marketing activity by which you take your appeal to the people &

individualizing your appeal to your target Population. To make

donation easy, a donor should be given following facilities

(1) Business Reply Envelope (BRE)

(2) Modes of payment i.e Cheque/ DD/ Cash/ Credit Card/ Bank

transfer/Swift Code etc.

Donation Boxes:

NGO can place donation boxes at various profitable locations. A

Donation Box not only creates visibility of the NGO but also

generate some money.

School Awareness cum sponsorship Programme:

School fundraising is one of the wide spectrum of fundraising

methods by which the funds are raised from the community

through the medium of school students by educating them about

the cause.


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v. MONITORING AND CONTROL

In a March 2000 report on United Nations Reform priorities, former

U.N. Secretary General Kofi Annan wrote in favor of internationalhumanitarian intervention, arguing that the international community

has a "right to protect" citizens of the world against ethnic

cleansing, genocide, and crimes against humanity. On the heels of

the report, the Canadian government launched the Responsibility

to Protect R2PPDF (434 KiB) project, outlining the issue of

humanitarian intervention. While the R2P doctrine has wide

applications, among the more controversial has been the

Canadian government's use of R2P to justify its intervention and

support of the coup in Haiti. Years after R2P, the World Federalist

Movement, an organization which supports "the creation of

democratic global structures accountable to the citizens of the

world and call for the division of international authority among

separate agencies", has launched Responsibility to Protect -

Engaging Civil Society (R2PCS). A collaboration between the

WFM and the Canadian government, this project aims to bring

NGOs into lockstep with the principles outlined under the original

R2P project.

The governments of the countries an NGO works or is registeredin may require reporting or other monitoring and oversight.

Funders generally require reporting and assessment, such

information is not necessarily publicly available. There may also be

associations and watchdog organizations that research and

publish details on the actions of NGOs working in particular

geographic or program areas.


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In recent years, many large corporations have increased their

corporate social responsibility departments in an attempt to

preempt NGO campaigns against certain corporate practices. As

the logic goes, if corporations work with NGOs, NGOs will not work

against corporations.

In December 2007, The United States Department of Defense

Assistant Secretary of Defense (Health Affairs) S. Ward Cass cells

established an International Health Division under Force Health

Protection & Readiness. Part of International Health's mission is to

communicate with NGOs in areas of mutual interest. Department

of Defense Directive 3000.05, in 2005, requires DoD to regard

stability-enhancing activities as a mission of importance equal to

combat. In compliance with international law, DoD has necessarily

built a capacity to improve essential services in areas of conflict

such as Iraq, where the customary lead agencies (State

Department and USAID) find it difficult to operate. Unlike the

"co-option" strategy described for corporations, the OASD(HA)

recognizes the neutrality of health as an essential service.

International Health cultivates collaborative relationships with

NGOs, albeit at arms-length, recognizing their traditional

independence, expertise and honest broker status. While the goals

of DoD and NGOs may seem incongruent, the DoD's emphasis on

stability and security to reduce and prevent conflict suggests, on

careful analysis, important mutual interests.


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15. LEGAL STATUS

The legal form of NGOs is diverse and depends upon homegrown

variations in each country's laws and practices. However, fourmain family groups of NGOs can be found worldwide

Unincorporated and voluntary association Trusts, charities and

foundations Companies not just for profit Entities formed or

registered under special NGO or nonprofit laws NGOs are not

subjects of international law, as states are. An exception is the

International Committee of the Red Cross, which is subject to

certain specific matters, mainly relating to the Geneva Convention.

The Council of Europe in Strasbourg drafted the European

Convention on the Recognition of the Legal Personality of

International Non-Governmental Organizations in 1986, which sets

a common legal basis for the existence and work of NGOs in

Europe. Article 11 of the European Convention on Human Rights

protects the right to freedom of association, which is also a

fundamental norm for NGOs.


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16. CRITIQUES

Stuart Becker provides the following summary of the primary

critiques of NGOs: "Theres a debate that, NGOs take the place ofwhat should belong to popular movements of the poor. Others

argue that NGOs are often imperialist in nature, that they

sometimes operate in a racist manner in Third World countries and

that they fulfill a similar function to that of the clergy during the

colonial era. Philosopher Peter Hallward argues that they are an

aristocratic form of politics."

Issa G. Shivji is one of Africa's leading experts on law and

development issues as an author and academic. His critique on

NGOs is found in two essays: "Silences in NGO discourse: The

role and future of NGOs in Africa" and "Reflections on NGOs in

Tanzania: What we are, what we are not and what we ought to

be". Shivji argues that despite the good intentions of NGO leadersand activists, he is critical of the "objective effects of actions,

regardless of their intentions". Shivji argues also that the sudden

rise of NGOs are part of a neoliberal paradigm rather than pure

altruistic motivations. He is critical of the current manifestations of

NGOs wanting to change the world without understanding it, and

that the imperial relationship continues today with the rise of

NGOs.


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17. ADVANTAGES AND DISADVANTAGES

ADVANTAGES

1. They have the ability to experiment freely with innovative

approaches and, if necessary, to take risks.

2. They are flexible in adapting to local situations and responding

to local needs and therefore able to develop integrated projects, as

well as sectoral projects.

3. They enjoy good rapport with people and can render

micro-assistance to very poor people as they can identify those

who are most in need and tailor assistance to their needs.

4. They have the ability to communicate at all levels, from the

neighborhood to the top levels of government.

5. They are able to recruit both experts and highly motivated staff

with fewer restrictions than the government.


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DISADVANTAGES

1. Paternalistic attitudes restrict the degree of participation in

program/project design.

2. Restricted/constrained ways of approach to a problem or area.

3. Reduced/less replicability of an idea, due to

non-representativeness of the project or selected area, relatively

small project coverage, dependence on outside financial

resources, etc.

4. "Territorial possessiveness" of an area or project reduces

cooperation between agencies, seen as threatening or

competitive.

5. Top-down models of development minimize the role of local

knowledge and ownership to submit or conform to international

norms and expectations.

6. Dependency on external assistance decreases the pressure for

local and national governments to provide for their citizens.


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18. CONCLUSION

The discussion so far might appear to imply that all NGOs are

politically active. This is obviously not the case, irrespective of thepolitical situation or the issue under consideration. At any specific

point in time, an NGO may have little contact with those who are

not members. On the other hand, a change in society that is

salient to the group can motivate an introspective NGO to engage

in sustained political action. It is certainly not true that allNGOs

are active in global politics. It is not even true that all NGOs

attempt to influence politics at the country level, in the narrow

sense of direct engagement in the debate over public policy.

Many NGOs will not see themselves as engaging directly in public

policy, but their activities are always a social expression of values.

Hence, NGOs are very likely to be political in the broadest sense

of affecting social discourse and can often have an indirect effecton politics in the narrow sense of shaping public policy.

We have seen that there is often an assumption that NGOs are

operating for the general public good or even that they are

"progressive".


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SMILE FOUNDATION NGO- A CLASSIC EXAMPLE

Smile Foundation is one of the leading NGOs of India which acts

as a Social Venture Philanthropist. It promotes the universaleducation among underprivileged children and plays instrumental

role in creating the process for embracing these children into

mainstream society. It looks to facilitate the children into becoming

productive assets, and generate the groundwork for nation

building. Some of the programs run by Smile Foundation NGO are

mentioned below.


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MR. SANTANU MISHRA ABOUT SMILE FOUNDATION:

Smile Foundation believes in empowerment of underprivileged

children and youth through education. Smile Foundation follows a

working module named social venture philanthropy. The

organization identifies and builds the capacity of grassroots level

NGOs. At present Smile Foundation is reaching out to 100000

underprivileged children and youth through more than 130 welfare

projects on subjects like education, health-care, livelihood and

advocacy across 22 states of India. Very soon Smile Foundation

will be expanding their activity, basically the knowledge based

activity across south-Asia also. As far as the vision of the

organization is concerned, we want to support 1,500 organizations

in coming 3 to 4 years.


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ABOUT US

GENESIS

"Sustainability, social equality and the environment are now

business problems. And corporate leaders can't depend on

governments to solve them." - Peter Senge, founder of the Society

for Organizational Learning (SOL). Senge's principles find an echo

in the ideologies behind Smile Foundation formed in 2002 by two

investment bankers who, along with 8-10 like-minded corporate

professionals and technocrats, decided to finance, handhold and

support genuine grassroots' initiatives targeted at providing

education and healthcare to underprivileged children. In the

process, becoming the first ever grant maker and changing the

face of thousands of lives.

PHILOSOPHY

As a social venture philanthropist, Smile Foundation identifies

genuine local grass root initiatives doing exemplary work in

promoting childrens education and health and empowers them

and extends financial support, technical expertise and capacity

building of these initiatives. By amalgamating business practicesand new economy values into social landscape, Smile Foundation

intends to initiate creative approaches towards philanthropic

endeavours. The management process of the organization is in

compliance with Good Governance norms sustainability,

scalability, accountability, transparency, credibility and effective

leadership.


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PEOPLE BEHIND SMILE FOUNDATION

Smile Foundation is managed by a Board of Advisors which

comprises of individuals from diverse backgrounds and expertise.

The body is formed for a period of one year and a few independent

members with eminence and reputation are nominated each year.

Members of this board meet once every quarter.

Members of the board of advisors are as follows:

1. Mr. Santanu Mishra2. Mr. Yogesh Jagia

3. Mr. Praveen Gupta

Mr. Santanu Mishra an Associate Member of ICSI (Institute of

Company Secretaries of India), is an Alumni of Indian Institute of

Management (IIM-A). Besides also holding a degree in law, Mr.

Mishra specializes in Enterprise Transformation, strategies and

Scaling up.

Mr. Yogesh Jagia, a Lawyer by profession with specialization in

economic laws, practices in Delhi High Court & Supreme Court of

India.

Mr. Praveen Gupta is a Masters in Business & Economics (MBE)

from Delhi University. He advices to the top corporate houses in

India on various strategic issues.


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EXECUTIVE COMMITTEE

The Executive Committee manages the Foundations operation

directly and it reports to the Board of Advisors. Members of this

committee are professionals working with Smile Foundation and

usually it includes a member from the Board of Advisors.

1. Mr. Santanu Mishra

2. Mr. H N Sahay

3. Ms. Indrani Roy

Mr. Santanu Mishra, an Associate Member of ICSI (Institute of

Company Secretaries of India), is an Alumni of Indian Institute of

Management (IIM-A). Besides also holding a degree in law, Mr.

Mishra specializes in Enterprise Transformation, strategies and

Scaling up.

Mr. HN Sahay has a successful track record in the area ofbusiness development at national level for over 28 years. He has

served a number of premier corporate houses like, Avery India

Ltd., Usha International, Bajaj Electricals, Royal Enfield Motors

and Eicher Motors Ltd.

Ms. Indrani Roy, a Post Graduate from Jadavpur University(Kolkata), worked with Help Age India as Deputy Director

(Resource MobilizationNorth) for 22 years. She was working with

Global Cancer Concern India (GCCI) as Director, South-East

[Resource Development] before joining Smile Team in Bangalore

as National Director. Indrani has also launched Resource

Generation Programmes in Northern Region, Southern Region and

Eastern Region for GCCI.


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GOOD GOVERNANCE:

Governance is the need of the hour in the development sector in

order to ensure and promote application of best management

practices, compliance of law and adherence to best possible

ethical standards. The entire management processes and

practices of Smile Foundation are in compliance with the principles

ofGood Governance.

I. MAKING POLICIES & DECISIONS

Smile Foundation, from the inception itself, works on a delegated

work environment. Each and every person in the organization is

involved in the process of decision making in a scientifically

designed system.Making Policy & Decision in the Foundation are done through a

four tier system.

a. Departments & Divisions

Monthly review meetings are held for each division and

department regularly.


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b. Executive Committee

The Executive Committee manages the Foundations operation

directly and it reports to the Board of Advisors. Members of this

committee are professionals working with Smile Foundation and it

is mandatory to include a member from the Board of Advisors.

The Executive Committee of Smile Foundation holds a meeting

each Quarter (every three months) and looks after day to day

management.

c. Advisory Body

The Board of Advisors comprises of technically competent people

from diverse backgrounds and expertise. The body is formed for a

period of one year and a few independent members with eminence

and reputation are nominated each year. Members of this board

also meet once every Quarter.

The Board of Advisors advises the Trustees of Smile Foundation,

taking regular inputs from the Executive Committee.

d. Board of Trustees

The Board of Trustees sets the vision and broad guidelines for the

Foundation and ensures good governance in liaison with the Board

of Advisors; although, the Board of Trustees is not involved in the

day to day operation of Smile Foundation.


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II. CREDIBILITY NORMS

Smile Foundation encourages its partners to follow Credibility

norms for ensuring good governance in the development sector.

Smile Foundation also follows norms of good governance itself.

The Foundation strives to build capabilities of its grassroots NGO

partners towards good governance.

The Governance & Credibility System includes a systematic set of

norms, which is administered and monitored by a qualified

Company Secretary.

III. PROJECT MANAGEMENT & MONITORING SYSTEM

The project management & monitoring system in Smile Foundation

comprises of a systematic and well laid down processes. These

are as follow

a) Selection of NGO Partners

Partners are invited selection of partners for required locations

under specified programme through advertisement in relevant

forum, websites; and also through reference from credible partners

as well as perennial submit a proposal section in Smile

Foundation website. Also, prospective partners keep on submitting

proposals directly to the foundation round the year. Initial selection

is done on these bases.

b) Desk Appraisal

Prospective proposals are put through the desk appraisal process

at respective programme divisions.


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c) Field Appraisal

Short-listed proposals from desk appraisal are considered for field

appraisals by the programme departments located across India.

d) Monitoring

Once a partner is selected under a particular programme, an MoU

is signed, guidelines and initial trainings are imparted and the

particular project is started. The project is put under a systematic

and periodic monitoring system. The processes include the

following steps:

IV.USE OF TECHNOLOGY FOR GOOD GOVERNANCE

a) Online Monitoring System

Smile Foundation advocates use of technology for ensuringimpartial monitoring and to cut down over head cost.

Smile Foundation has already started the system in a few of its

national level programmes. Gradually, all its projects will be

compatible with this system. The biggest challenges so far have

been lack of access to technology in remote project areas and lack

of working knowledge among grassroots NGO partners. The

Foundation is taking up the task of building capacities of all its

NGO partners and project staffs.

Two separate and customized monitoring systems have been

developed for 50 Smile Twin e-Learning Programme (STeP)

centres and 41 Mission Education projects across India.


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b) Beneficiaries Management System

A successful beneficiary management system is operational

across 100 projects in 21 states of India. This technology is

helping Smile Foundation in tracking the progress and

development of all the beneficiaries in two major national level

programmes as of now.

c) Management Information System (MIS)

A monthly MIS is prepared and analyzed by the MIS Officers and itis submitted and discussed in Executive Committee meetings for

assessing the operational activities and to do future planning.

V. PEOPLE MANAGEMENT

Our people are our assets.

Smile Foundation believes in a democratic and participatory work

culture.

Appraisal and review system is conducted twice a year in a

democratic way to identify the future leaders of the organization.

VI. EDUCATION SUPPORT

Smile Foundation encourages its employees to take up higher

studies so that they emerge as future leaders and grow individually

as well as professionally.


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SMILE FOUNDATION: PROGRAMMES

PROGRAMME FOCUS: EDUCATION

Mission Education is a national level programme from Smile

Foundation which focuses on basic education for underprivileged

children and youth. Smile Foundation believes that whether you

are addressing healthcare, poverty, population control,

unemployment or human rights, there's no better place to start

than in the corridors of Education. Because education is both the

means as well as the end to a better life: means, because it

empowers an individual to earn his/her livelihood and the endbecause it increases one's awareness on a range of issues from

healthcare to appropriate social behaviour to understanding one's

rights - and in the process evolve as a better citizen.


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PROGRAMME FOCUS: SMILE ON WHEELS

"Smile on Wheels" is a national level project of Smile Foundation,

with an objective of providing comprehensive mobile health care

services to under-privileged community in urban slums, outreach

and remote rural areas. The underlying theme of the programme is

to provide comprehensive health care services (including

preventive and promotive health care) to under-privileged

community in the needy areas, with a special focus on health

needs of children and women. 'Smile on Wheels' (SoW) seeks to

address problems of Mobility, accessibility and availability of

primary health care services to under-privileged population living in

urban slums and remote rural areas of the country.

Smile Foundation had established this initiative - Smile on Wheels,

in 2006 to facilitate affordable, accessible and accurate health care

services to the underprivileged community. The programme is

also operational in Delhi, Uttar Pradesh, Tamil Nadu, Andhra

Pradesh, Gujarat, Madhya Pradesh and Jharkhand.

In addition to this intensive health programme, Smile has been

implementing health camp activities - multidisciplinary mega health

camps and general health camps.


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PROGRAMME FOCUS: SWABHIMAN

A land having the distinction of boasting the world's largest number

of professionally qualified women is yet to ensure a life with dignity

for the majority of its womenfolk!

Indias male to female ratio is an alarming 1000:933. Women form

half of the countrys population, yet only about half of them are

literate. Close to 1.5 lakh women become victims of various crimes

annually, as per reported cases. Further, an estimated 5 crore

women face mental and physical cruelty. Although, the legal

marriageable age for a girl in India is 18 years, our girl child

doesnt have a say when she is going to be a woman!

As a matter of fact gender-based discrimination and societal

behaviour leading to physical and psychological harassments,

emotional violence bordering on cruelty is never scant in womans

basket of woes. Social evils begin at the womb with female

feticides, infanticides, sexual harassments, rape and dowry related

tortures putting an end to her misery only at the tomb!

In order to make the women realize their inner strength and

importance in the society, Swabhiman has taken a pledge to

illuminate their lives with Pride and Dignity!


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PROGRAMME FOCUS: SMILE TWIN E-LEARNING

The youth comprises over 22% of the Indian population which in

turn constitutes a major part of the labour force of the country.

But according to the reports of the Financial Express Only 15%ofthe young graduates passing out of colleges are employable; the

rest are branded unemployable.

It is not their lack of theoretical knowledge that causes this.

Instead, it is the lack of right skills and attitude. There is thus, an

increasing concern among the leading employers of the country,

about the dearth of ready-to-deliver employees.

In addition, the macro perspective affirms that, it is crucial for such

young energy to be channelized correctly in economic growth and

nation building to elude their addition to family woes, social stress

and national misery.

Smile Twin E- learning Programme (STeP) is such an initiative ofSmile Foundation that aims at creating a pool of young and

independent people, from the marginalized section, through skill

enhancement in tandem with market requirements. It is an effort

towards bridging the gap between demand and supply of skilled

manpower in the fast emerging services and retail sectors of

modern India.


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PROGRAMME FOCUS: HEALTH

HEALTH with SMILE is a special programme initiated by Smile

Foundation with an aim to reaching out to underprivileged children

across India. Under this innovative approach, intensive health

camps are being organized across India, covering preventive,

curative and referral services.

Smile Health Camps is one such special initiative of Smile

Foundation to provide health care services to meet the immediate

health care needs of the marginalized community in remote ruralareas and slums through standalone camps. Smile organizes

customized health camps extensively across the country offering

comprehensive health services curative, preventive, promotive

and referral, to a large number of people in selected intervention

areas.

Smile Health Camps aims at reaching out to at least 500 districts

in 2 years time and expects to improve the health seeking

behaviour among the community. The uniqueness of the model

lies in its comprehensive approach where health promotion and

prevention are given equal importance while curative care is

administered.


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PROGRAMME FOCUS: DISASTER MANAGEMENT

Smile Foundation, with a mission to lay a helping hand and brining

Smile back, responds to the call of humanity in times of

emergencies like natural calamities and disasters. Be it the Gujarat

Earthquake, the Tsunami, Mumbai Floods or the Kashmir

Earthquake, Smile has been there. Smile thus has come up with a

Disaster Relief and Rehabilitation Policy, wherein it ties up with

local NGO's and institutions to enable genuine and effective

responses to critical local needs and realities.

Relief & rehabilitation for children and women during natural

calamities like Tsunami, Earthquake in Kashmir, Mumbai Flood,

Bihar Flood and Chikungunya.


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WORKSHOP & EVENTS

Coca Cola India invites Smile Foundation for the launch of

22nd Limca Book of Records - New Delhi 29 March 2011

Smile felicitates gymnast Ashish Kumar for his outstanding

performance in CWG 2010 Allahabad 04 Feb. 2011

First look at I am Kalam - New Delhi 12 Nov. 2010

Beti Bhi Apni Hai, a success at Poster-Making at the Delhi

College of Arts - New Delhi 10 to 12 Nov. 2010

Tata Teleservices employees train STeP students -

New Delhi 20 & 23 Sept . 2010

NGO Connection Day on Life Skills and Education

- New Delhi May 26 & 27, 2009

Ajay and Kajol play Valent ine for Smile Kids- Mumbai -14

Feb. 2009

Bachpan BachaoAndolan - Jaipur Sept 6, 2008

SMILE for a SAFE Earth - Kolkata 22 Apri l, 2008

Canara Bank for Smile Kolkata Children - Kolkata 31

Jan., 2008

Make a Difference this Children's Day - All India 14th

Nov., 2007

Launch of Smile on Wheels - West Bengal 11 Aug., 2007

Boogie Woogie - Mumbai 28 Oct., 2006


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Lil Champs from Smile in Zee TV - Mumbai 21 Sept 2006

Woman Development Programme - Delhi & NCR 14 Jan

2006

World Disability Day - New Delhi 03 Dec 2005

Smile. .. For The Children - Mumbai 30 Aug 2005

First Aid And Oral Health Care - New Delhi 22 Dec 2004

Oral Health Workshop - Chhattarpur Pahari 24 Apr 2004

Discovering Self 30 Aug 2003

You Can Make A Difference 22 Feb8 Mar 2003

And many more..... .


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CELEBRITIES AND GUESTS

Mr. Amitabh Bachchan, dr A.P.J. Abdul Kalam, Amir Khan,

Arshad Warsi, Priyanka Chopra and cricketer Saurabh Tiwari

spreading smiles :).....

Salman Khan and Priety Zinta celebrates christmas with

childrens at smile foundation.


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Kajol and Ajay Devgan with childrens at smile foundation on

valentines day

Sameera reddy and ravi kishen at smile foundation

Anandi and Jagdish (star cast of t.v. series

"Balika vadhu") and Darshil Safari spreading

smiles :)...


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CORPORATE PARTNERSHIP

The very foundation of Smile was laid on the realization of

a group of young corporate professionals that it was their

Social Responsibility to give back to the society. In

partnership with many corporate bigwigs, it has brought sea

changes in the lives of more than 200,000 less privileged

children and youth across 22 states of the country through

more than 150 welfare projects.

Corporate Social Responsibility (CSR) has acquired newdimensions in the recent years. Today, companies are

proactively taking up this good hearted investment and

giving a social value to all their business endeavours.

In India, though corporates have a strong will to dedicate

their resources for a social cause, they find it difficult to

reach the right people considering the demography and

diverse social problems of the country.

The uniqueness of Smile Foundation lies in its working

model Social Venture Philanthropy. SVP seeks

sustainabil ity, scalabi li ty, accountabili ty, t ransparency,

credibility and effective leadership. Smiles governance

structure has a 4 tier audit and evaluation mechanism to

ensure right use of money and ultimately contribute a huge

Social Return on Investment against traditional methods. Its

working model has made Smile Foundation one of the most

sought for charity brand today.


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SOME OF OUR PARTNERS

CRISIL


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BIBLOGRAPHY:

BOOKS REFERRED:

guide to fundraising and public relations for ngos andnonprofit organizations

By- V.K. Puri NGOs in India

By-R.Sooryamoorthy

NGOs and socio-economic development opportunities

By-Kamta Prasad, Davinder Kumar Madaan,

INTERNET SOURCE:

www.smilefoundation.org.in

www.timesofindia.com

www.rtiindia.org.com

www.giveindia.org.com
http://www.smilefoundation.org.in/http://www.timesofindia.com/http://www.rtiindia.org.com/http://www.giveindia.org.com/http://www.timesofindia.com/http://www.rtiindia.org.com/http://www.giveindia.org.com/http://www.smilefoundation.org.in/

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