Societal Concerns and NGO Operations

(GOONJ …. a voice, an effort)

Submitted in Partial Fulfillment for the Award of the Degree of MBA 2019-
2021

Submitted By: Santosh kumar

University PRN: 1928100049

BHARATI VIDYAPEETH DEEMED TO BE UNIVERSITY,

PUNE SCHOOL OF DISTANCE EDUCATION, PUNE
Academic Study Center - BVIMR, New
Delhi an ISO 9001:2008 Certified Institute
NAAC Accredited Grade “A” University

Page no. 01
 Format of Student Undertaking Certificate of Originality

I Santosh kumar, Course-MBA and Semester - II would like to declare that the
Project report entitled "Societal Concerns and NGO Operations” Submitted to
Bharatiya Vidyapeeth University Pune, School of Distance Education Pune, Academic
Study Centre BVIMR New Delhi in partial fulfillment of the requirement for the award of
the degree.

It is an original work carried out by me under the guidance of _

All respected guides, faculty member and other sources have been properly acknowledged
and the report contains no plagiarism.

To the best of my knowledge and belief the matter embodied in this project is a genuine work
done by me and it has been neither submitted for assessment to the University nor to any
other University for the fulfillment of the requirement of the course of study.

MR. SANTOSH KUMAR

Student Name with Signature

Page no. 2
 ACKNOWLEDGMENT

Project report inculcates applied elementary creative thinking/working. It gives us immense

pleasure to prepare this study on “Societal Concerns and NGO Operations ”.This learning has many
contours and impacts. This learning has many contours and impacts. I wish to express my
deepest gratitude for all those people who made this project possible. I am indebted to BVUSDE
honourable Director Mr. A. R. Deshmukh without whom co-operation the project would have
not been possible. Also I would like to express my profound sense of gratitude to the project
guide Ms. Surinder Kaur Walia for guiding me as well as providing me the support to conduct
this project.
Last but not the least, I take this opportunity to thank all the library members of BVIMR, New
Delhi, respondents, friends, and my parents without their concern and cooperation this project
would have not been possible.

NAME OF THE STUDENT:

Santosh kumar

Page no. 3
 Table of Contents

S. No. Topics. Page. No.

● Chapter 1 : Introduction to the topic. 07

Related To Subject,
Objective and Vision of Projects,
Limitations of the Project, Literature Review
 Chapter 2 : Research Design
Data Collection
Primary Data And Secondary Data Collection 13

● Chapter 3 : Findings & Analysis. 18

● Chapter 4 : Conclusions 24
● Chapter 5 : Recommendations / Suggestions 26
● Chapter 6 : Limitations of the Study. 28

Page no. 4
 ● Executive Summar

A. Objectives

The main motivation of undertaking this project was to provide

the detailed and comprehensive study about the Societal Concern
& NGOs Operation as a program. This study provides the
opportunity to know the perspective of the students about the
NGOs Operation as a program. The report has been organized
into four part. Brief introduction about the organization Such As-
GOONJ .a voice, an effort.

B. Methods and data sources

A series of research studies were conducted and the information presented in the entire paper is
abstracted from a variety of authoritative data sources, namely, scientific and practitioner
literature, and survey-based reports.

C. Key findings was identified that the major problems commonly faced by Societal
Concern & NGOs Operation.

 The Problem faced by the NGOs in development work and sources of funds for NGOs.

 The Problem faced by the NGOs Support and Other Ethical & Moral.

 Problem Faced by The Societal worker Like most networks, coalitions are vulnerable to
divisions, such as conflicts between members as a result of competition or lack of trust.
Personality conflicts, especially in leadership can also weaken the network.

D. Conclusion

 Direct involvement of children is usually weak and minimal, due largely to coalitions’
lack of information and experience on how to integrate them in a meaningful way.
Another major problem remains raising of funds for various projects.

Page no. 5
 Involving and motivated volunteers. Human right work, including child rights, attracts
relatively little donor support, consequently coalitions often have difficulty finding
funding. Disparities in the size and influence of member organizations can also lead to
tensions within coalitions. Larger members that actively participate generally have more
resources and time to commit to the coalitions, consequently their agenda become more

 dominant. Often due to worthwhile but competing demands coalition work is not always
a top priority for some members. In such cases members are unable or less inclined to
commit the necessary resources for the successful completion of tasks.

 Tensions may exist between the interest of individual members and that of the coalition
as a whole. If not managed well the two may come into conflict or at least not be
compatible. Difficulty in sustaining the active interest and support of members, in many
instances as a result of member organizations not having an expressly defined.

Page no. 6
UNIT - 1 INTRODUCTION

● Introduction

o It’s an NGO based in Delhi that works in 21 states of India

o It works for disaster relief, humanitarian aid and community
development.

Mr.Anshu Gupta

o Popularly known as clothing man of India . He had a vision to make clothing a matter of
concern and to bring it among the list of subjects for the development sector .He is a
passionate photographer.
o This organization is one of its kind that use urban households as a development
resources for villages.
o One of the few organizations in the world, constructively reviving and strengthening
rural volunteerism, to solve its own problems
o GOONJ is considered one of the leading social enterprises in India

o Purposes NGOs exist for a variety of purposes, usually to further the political or social
goals of their members. Examples include improving the state of the natural
environment, encouraging the observance of human rights, improving the welfare of the
disadvantaged, or representing a corporate agenda.

o However, there are a huge number of such organizations and their goal Advocacy
NGO’s Their primary purpose is to defend or promote a specific cause. As opposed to
operational project management, these organizations typically try to raise awareness,
acceptance and knowledge by lobbying, press work and activist events. Important
Features of NGO’s Operational NGO’s.

Page no. 7
 o Related To Subject

o Their primary purpose is the design and implementation of development-related projects.

One categorization that is frequently used is the division into relief-oriented or
development- oriented organizations; they can also be classified according to whether
they stress service delivery or participation.
o The relationship among businesses, governments, and NGOs can be quite complex and
sometimes antagonistic. Some advocacy NGOs view opposition to the interests of
Western governments and large core Management of non-governmental organizations
Two management trends are particularly relevant to NGOs: diversity management and
participatory management.

o Diversity management deals with different cultures in an organization. Intercultural

problems are prevalent in Northern NGOs that are engaged in developmental activities in
the South. Personnel coming from a rich country are faced with a completely different
approach of doing things in the target country. A participatory management style is said
to be typical of NGOs. It is intricately tied to the concept of a learning organization: all
people within the organization are perceived as sources for knowledge and skills.

Page no. 8
o To develop the organization, individuals have to be able to contribute in the decision
making process and they need to learn.  Consulting Many international NGOs have a
consultative status with United Nations agencies relevant to their area of work. As an
example, the Third World Network has consultative status with the UN Conference on
Trade and Development (UNCTAD) and the UN Economic and Social Council
(ECOSOC).

o In 1946, only 41 NGOs had consultative status with the ECOSOC, but this number had
risen to 2,350 in 2003. Networking The International Freedom of Expression exchanges
(IFEX), founded in 1992, is global network of more than 60 non-governmental
organizations that promote and defend the right to freedom of expression . Methods
NGOs vary in their methods.

Page no. 9
 o Objective and Vision of Projects

o Some act primarily as lobbyists, while others conduct programs and activities primarily.
For instance, such an NGO as Oxfam, concerned with poverty alleviation, might provide
needy people with the equipment and skills they need to find food and clean drinking
water. Cover a broad range of political and philosophical positions.

o This can also easily be applied to private schools and athletic organizations. porations as
central to their purpose. But NGOs, governments, and companies sometimes form
cooperative, conciliatory partnerships as well.

o Goonj has built a culture of regular giving. • Over 2,00,000 Kgs of throw away waste
cloth converted into traditional mattress/quilt (Sujni) as large scale income generation
activity in villages.

o Powerful tool to open up taboo subject of menses!! & No expenses on advertising•a

large scale infrastructure works in the villages, saving millions of rupees by using this
material as a reward!!.

o Operational NGOs can be community-based, national or international.

o NGOs are therefore typically independent of governments. Although the definition can
technically include for-profit corporations, the term is generally restricted to social,
cultural, legal, and environmental advocacy groups having goals that are primarily
noncommercial. NGOs are usually non-profit organizations that gain at least a portion of
their funding from private sources.

Page no. 10
o Current usage of the term is generally
associated with the United Nations
and authentic NGOs are those that are
so designated by the UN. Because the
label "NGO" is considered too broad
by some, as it might cover anything that is non-governmental, many NGOs now prefer
the term private voluntary organization (PVO).A 1995 UN report on global governance
estimated that there are nearly 29,000 international NGOs. National numbers are even
higher:

o The United States has an estimated 2 million NGOs, most of them formed in the past 30
years. Russia has 65,000 NGOs. Dozens are created daily. In Kenya alone, some 240
NGOs come into existence every year. The International Red Cross and Red Crescent

o Movement is the world's largest group of humanitarian NGO's.

Page no. 11
o Limitations of the Project, Literature Review

o Direct involvement of children is usually weak and minimal, due largely to

coalitions’ lack of information and experience on how to integrate them in a
meaningful way.
o Another major problem remains raising of funds for various projects and involving
motivated volunteers. Human right work, including child rights, attracts relatively
little donor support, consequently coalitions often have difficulty finding funding.

o Disparities in the size and influence of member organizations can also lead to
tensions within coalitions. Larger members that actively participate generally have
more resources and time to commit to the coalitions, consequently their agenda
become more dominant.

o Often due to worthwhile but competing demands coalition work is not always a top
priority for some members. In such cases members are unable or less inclined to
commit the necessary resources for the successful completion of tasks.

o Tensions may exist between the interest of individual members and that of the
coalition as a whole. If not managed well the two may come into conflict or at least
not be compatible.

o Difficulty in sustaining the active interest and support of members, in many instances
as a result of member organizations not having an expressly defined commitment to
the coalition or because of competing demands. Like most networks.

o coalitions are vulnerable to divisions, such as conflicts between members as a result

of competition or lack of trust.

o Personality conflicts, especially in leadership can also weaken the network.

Page no. 12
 Research Design

o Diversity management deals with different cultures in an organization.

Intercultural problems are prevalent in Northern NGOs that are engaged in
developmental activities in the South. Personnel coming from a rich country are
faced with a completely different approach of doing things in the target country.

o A participatory management style is said to be typical of NGOs.

o the budget of the American Association of Retired Persons (AARP) was over
$540million dollars in 1999. Human Rights Watch spent and received US$21, 7
million in2003. Funding such large budgets demands significant fundraising
efforts on the part of most NGOs.

o Major sources of NGO funding include membership dues, the sale of goods and
services, grants from international institutions or national governments, and
private donations. Several EU-grants provide funds accessible to NGOs.

o Even though the term 'non-governmental organization' implies independence of

governments, some NGOs depend heavily on governments for their funding. 
Staffing Not all people working for non-governmental organizations are
volunteers.

o Paid staff members ty pically receive lower pay than in the commercial private
sector. Employees are highly committed to the aims and principles of the
organization. The reasons why people volunteer are usually not purely altruistic,
but self-serving

Page no. 13
 Data Collection

o All these works are done not by paying wages to people but by making them
understand their own community power, using old material as a reward.

o GOONJ is using material from the cities as an entry point into people’s lives.
This is a work where not only the old underutilized material fills up the gaps of
resources in development works but is also dignifying the act of Giving, now
thousands of people don’t get material as charity or donation but earn as reward in
lieu of their work. Here are the glimpses of development works.

o How do they facilitate this; Together with our grassroots partner groups working
among village communities they facilitate discussions and debate around the local
issues and possible developmental activities.

o These are small but important day to day problems, faced by the villagers,
whether it’s a dirty patch surrounding the local school compound, or a broken
road, or clogged drainage system or repairing kilometres of road or working
across.

o water bodies, or making a bamboo bridge etc., which are taken up by people with
full enthusiasm and it creates a significant impact in their daily lives. The
recepients play an active role in the thought process, its detailing, what,
how,where and when, thus taking the ownership of the work done by them.

o Material is used as a tool here and not just as a commodity only; thus, nurturing
village people’s thought process, knowledge and empowering them to evolve
innovative solutions around the local issues.

Page no. 14
o On a macro level, GOONJ’s work is also setting a precedent in terms of
preventing massive material wastage from becoming an environment disaster.

o Not just a piece of Cloth (NJPC) The Problem; Women are the most
marginalized in the 72% of India’s population living in rural areas.

o Given the poor economic status of a vast mass, a sanitary pad for the essential
biological process of menses is the last thing on the mind of most. They end up
using all kinds of rags leading to widespread unhealthy practices during menses.

o The shame & silence associated with the issue makes it the most taboo subject
even among women, as a vast majority face great hardships & indignity, besides
health risks due to this problem. MY Pad cloth sanitary Pads, a viable solution by
GOONJ; Since 2004-05, GOONJ.. is working on the issue of menstrual hygiene
by initiating discussions at various national & international forums & providing a
viable solution with cloth sanitary pads.

o GOONJ’s ‘Not Just a Piece of Cloth’ (NJPC)initiative starts with providing a

physical product but stresses more on long term change in practices, behavior
change, education & replication.

o Developed with indigenous processes, out of old cloth collected from urban
masses the clean cloth pad is provided at a cost of just ….. each while they also
teach the user women to make it on their own.

Page no. 15
 Primary Data And Secondary Data Collection

o GOONJ’S TARGET Is that the society mostly gives and gets involved at the time
of a disaster but the fact is that a majority of the population lives in such a
condition that one need not wait for a disaster to happen, to help them.

o Their emphasis is that one needs to actively work throughout the year in disaster
preparedness and resource generation, sensitising people on the needs and dignity
aspect, so that when the disaster actually happens, which could be anytime, they
are able to better respond and are able to lessen to a large extent the after effects
of devastation.

o The majority of NGOs are small and horizontally structured with short lines of
communication and are therefore capable of responding flexibly and rapidly to
clients' needs and to changing circumstances. They are also characterized by a
work ethic conducive to generating sustainable processes and impacts.

o NGOs' concern with the rural poor means that they often maintain a field presence
in remote locations, where it is difficult to keep government staff in post.

o One of NGOs' main concerns has been to identify the needs of the rural poor in
Page no. 16
 sustainable agricultural development. They have therefore pioneered a wide range
of participatory methods for diagnosis3 and, in some contexts, have developed and
introduced systems approaches for testing new technology, for example in Chile
(Sotomayor, 1991). In some cases, these approaches have extended beyond
fanning systems into processing and marketing, as with soya in Bangladesh
(Buckland & Graham, 1990), sesame in the Gambia (Gilbert, 1990), and cocoa in
Bolivia (Trujillo, 1991).

o NGOs' rapport with farmers has allowed them to draw on local knowledge
systems in the design of technology options and to strengthen such systems by
ensuring that the technologies developed are reintegrated into them (Chaguma &
Gumbo, 1993)

Page no. 17
 Findings & Analysis.

 GOONJ is using material from the cities as an entry point into people’s lives. This is a
work where not only the old underutilized material fills up the gaps of resources in
development works but is also dignifying the act of Giving, now thousands of people
don’t get material as charity or donation but earn as reward in lieu of their work.

 Here are the glimpses of development works; How do they facilitate this; Together with
our grassroots partner groups working among village communities they facilitate
discussions and debate around the local issues and possible developmental activities.

 These are small but important day to day problems, faced by the villagers, whether it’s a
dirty patch surrounding the local school compound, or a broken road, or clogged drainage
system or repairing kilometres of road or working across.

o In rural India GOONJ has successfully built a network of reliable grassroots

organizations like Panchayats, NGO’s, activists. In the metros they have a similar
network of individuals, corporate, schools, collages and other organizations working
actively throughout the year to channelize unutilized resources lying waste in the cities to
the rural areas. At the time of disasters this strong urban and rural network is activated
intensely to address the needs of the victims in a focused manner.

o This helps address specific needs for the disaster hit, without burdening any single
organization/individual. On the other hand their partner grassroots agencies give us an
accurate assessment of the damage and the needs of the disaster hit people. They become
the critical last leg in the distribution chain and as part of the community, sensitively deal
with the issue of giving with dignity.

Page no. 18
 1. With years of continuous work this
network helps us gather intelligence
and information about disaster patterns
and in disaster preparedness, in terms
of generating and reaching relief
material to disaster prone areas well in
time.

o Rahat Floods; In monsoons parts of India are

prone to floods, so they start their RAHAT
Floods campaign before monsoons so that the
material reaches these areas quickly. Rahat
Winters; Over the last 14 years their efforts in
highlighting winters as an annual disaster has
started getting attention by policy makers,
media and citizens of the country. The
increasing awareness has lead to independent
collections and distribution of woolens in the
cities during winters by many organizations,
individuals etc.

Also, before winters goes off, they do another massive campaigning around ‘Don’t
overburden your wardrobes with woolens that you may not need for next winters’.
Impact; Although their network does not cover the entire geographical area of India but
in the event of a disaster the extended network of their local partners is a great help.
When Kashmir was hit by an earthquake, their relationship with the Indian army helped
them reach the worst affected areas very quickly as they passed on contacts of local
officials, helped them in transporting material and asked their officials to contact them.

o The Army gave them information about the damage and needs, gave them security in the
sensitive and far flung areas. They were able to get a first hand account of the state of
affairs and assess and identify their role in the relief operations. What they need;

Page no. 19
o Disaster is a time of complete breakdown at the individual
and community level therefore collaborations and
cooperation’s are needed in every sphere. They need
strong linkages and commitments for specific items. They
want corporations and investors to help them form
linkages in specific important industries like airlines and
transport industry, food and pharma industry.

o They need foundations and NGO’s having an expertise in

areas with difficult access like Kashmir, north eastern
India where they can act as their eyes, ears and hands. They need big schools and
universities to work with them and activate their youth to mobilize a national momentum
around any disaster. They need more volunteers to spread awareness, organise camps &
sort material.

o They want Corporate in the travel, pharmacy, housing, food, garments and media
industry to get involved. For better disaster preparedness they need infrastructure at their
command which will help them in building a disaster reserve

Page no. 20
 NGO Strengths

The majority of NGOs are small and horizontally structured with short lines of communication
and are therefore capable of responding flexibly and rapidly to clients' needs and to changing
circumstances. They are also characterized by a work ethic conducive to generating sustainable
processes and impacts.

NGOs' concern with the rural poor means that they often maintain a field presence in remote
locations, where it is difficult to keep government staff in post.

One of NGOs' main concerns has been to identify the needs of the rural poor in sustainable
agricultural development. They have therefore pioneered a wide range of participatory methods
for diagnosis3 and, in some contexts, have developed and introduced systems approaches for
testing new technology, for example in Chile (Sotomayor, 1991). In some cases, these
approaches have extended beyond fanning systems into processing and marketing, as with soya
in Bangladesh (Buckland & Graham, 1990), sesame in the Gambia (Gilbert, 1990), and cocoa in
Bolivia (Trujillo, 1991).

NGOs' rapport with farmers has allowed them to draw on local knowledge systems in the
design of technology options and to strengthen such systems by ensuring that the technologies
developed are reintegrated into them (Chaguma & Gumbo, 1993).

Page no. 21
 NGOs have also developed innovative dissemination methods, relying on farmer-to-farmer
contact, whether on a group or individual basis (e.g., Sollows, Thongpan, & Leelapatra, 1993).

In some cases, NGOs have developed new technologies such as soya production in
Bangladesh (Buckland & Graham, 1990) or management practices such as the sloping
agricultural land technology in the Philippines (Watson & Laquihon, 1993), but more often they
have sought to adapt existing technologies, such as PRADAN's efforts in India to scale down
technologies developed by government for mushroom and raw silk production and so make them
accessible to small-scale farmers (Vasimalai, 1993).

Page no. 22
  NGO Weaknesses

NGOs' small size means that their projects rarely address the structural factors that underlie
rural poverty. Small size, independence, and differences in philosophy also militate against
learning from each other's experience and against the creation of effective forums, whether at
national or provincial levels.

Some "fashionable" locations have become so densely populated by a diversity of NGOs that
problems have arisen not merely of competition for the same clientele, but of some undermining
the activities of others (Ayers, 1992).

NGOs have limited capacities for agricultural technology development and dissemination and
limited awareness of how to create effective demand-pull on government services.

Some NGOs are more accountable to external funding agencies than to the clientele they
claim to serve. Donor pressure to achieve short-term impacts, combined with a lack of cross-
learning, has led in some cases to the promotion of inappropriate technology, such as protected
horticultural systems in the Bolivian Andes (Kohl, 1991).

Many NGOs place great emphasis on voluntarism. Whilst such concepts as "volunteer
extension workers" have great intuitive appeal and reflect widely commended values, they are
some times promoted at the expense of financially sustainable alternatives. This was evident in
SIDA's farm-level forestry project in North Vietnam, for instance, where the scope for
supporting an emerging private nursery sector in the provision of technical advice was ignored,
and complex and largely voluntary advisory services at the village level were promoted instead
(author's observation, April 1994).

Page no. 23
 Conclusions

 The examples now becoming available offer wider lessons on ways that NGOs and
extension services can work in a mutually reinforcing fashion. Predictably enough, it is
the group-organizing and human resource development skills of NGOs which have
tended to complement the technical skills and facilities available to government.

 Less predictable are an ad hoc basis in response to the individual characteristics of NGOs
and the settings in which they work. However, it is becoming increasingly clear that a
formal forum is required for certain types of interaction, including training, the joint
planning of research and extension agenda, and the securing of joint management
agreements for soil and water, fodder, and grazing resources.

 The task for the coming decade will be to develop these in ways which are
nonthreatening both to the organizations the types of interaction that might evolve in
specific settings: much appears likely to develop on involved and to the informal
interaction they already undertake and, as a prior requirement, to develop the mutual trust
and awareness of each other's activities on which formal interaction depends.

Page no. 24
 In 21st century India, NGOs have been a key player in a further deepening of our
participatory democracy. So, in this era of astute civil society activism, there are bound to
be NGOs opposing certain infrastructure and energy projects, which in general will be
then perceived to be exploitative and anti-people. But to have an IB report terming this as
anti-developmental is questionable.

 Development is an all-encompassing term and does not just mean economic

advancement. It is a process of enhancing people’s liberties and enabling them to lead a
life of their liking.

 If people perceive a certain dam or nuclear project to be hampering their livelihood, it is

for the government to convincingly dispel these fears. Ensuring financial transparency in
NGO operations and looking for their involvement in any criminal activity is justified
and necessary, but to brand all NGOs as being anti-national is definitely not.

Page no. 25
o Recommendations / Suggestions

o (NGO’s in India) NGO (Non- Governmental Organization) A non-governmental

organization (NGO) is an organization that is not part of a government and was not
founded by states. NGOs are therefore typically independent of governments. Although
the definition can technically include for-profit corporations, the term is generally
restricted to social, cultural, legal, and environmental advocacy groups having goals that
are primarily noncommercial.

o NGOs are usually non-profit organizations that gain at least a portion of their funding
from private sources. Current usage of the term is generally associated with the United
Nations and authentic NGOs are those that are so designated by the UN. Because the
label "NGO" is considered too broad by some, as it might cover anything that is non-
governmental, many NGOs now prefer the term private voluntary organization (PVO).A
1995 UN report on global governance estimated that there are nearly 29,000 international
NGOs.

o National numbers are even higher: The United States has an estimated 2 million NGOs,
most of them formed in the past 30 years. Russia has 65,000 NGOs. Dozens are created
daily.

o Goonj is reaching parts of 21 states in partnerships with over 250 grassroots

organizations, Ashoka Fellows, social activists, units of Indian army & social
movements. Apart from thousands of volunteers all across, Goonj has a formal team of
150 people with 9 offices across India.

Page no. 26
o Award & Prizes
o 2012: Edelgive Award for health
o 2012: Global Development Awards and Medals Competition (AMC) for ‘Most
Innovative Development Project’.
o Recognitions to GOONJ: & 2004: Changemakers Innovation Awards for ‘School to
School’.
o 2004: Ashoka Fellowship to Mr. Anshu Gupta.
o 2006: Changemakers Innovation Awards, for ‘Rahat’.
o 2007: Recognized as one of ‘The Good Practices’ in Dubai International Awards
o 2007: World Bank’s Global DM Award for NJPC.
o 2008: ‘India NGO of the Year’ Award.
o 2009: CNN IBN’s ‘Real Heroes Award’ to founder GOONJ..
o 2009: Ashoka’s Changemakers Innovation Award for ‘Not just piece of cloth’.
o 2009: Lien i3 Challenge Award for ‘Cloth for Work’.
o 2010: Jamnalal Bajaj CFBP Award.
o 2010: Innovation for India Award by marico.
o 2010: Forbes listed Mr. Anshu Gupta, Founder Director, GOONJ as one of India’s most
powerful entrepreneurs.

Page no. 27
o Limitations of the Study
o high-end laptops
o rentals for storage space, vehicles. & Mis-match in the supply of specific material like
sarees (as no alternative for traditional dress), children clothing, school material winter
clothing
o Documentation of knowledge, new idea and innovative approaches in our work, since
our inception.
o computers to streamline data and systems. & Financial Resources, retaining and
nurturing our values and processes instead of depending on typical investment models or
funding agencies way!blankets etc..

o "Save the Children is often told that its aims are impossible – that there has always been
child suffering and there always will be. We know. It's impossible only if we make it so.
It’s impossible only if we refuse to attempt it." - Eglantyne Jebb (Founder Save the
Children) Save the Children is an international organisation working for children's rights
in 120 countries. In India, they are working across 13 states to ensure that every child has
a happy and healthy childhood. They are determined to build a world in which every
child attains the right to survival, protection, development and

o They not only save children from the hardships of life, but they also work towards
abolishing these hardships.

o Save the children targets- Save the Children is the leading independent organization
creating lasting change in the lives of children in need around the world. Recognized for
their commitment to accountability, innovation and collaboration, their work takes them
into the heart of communities, where they help children and families help themselves.

o They work with other organizations, governments, non-profits and a variety of local
partners while maintaining their own independence without

Page no. 28
 References
o Goonj.in
o Bebbington, A. J., & Riddell, R. (1994). New agendas and old problems: Issues,
options and challenges in direct funding of southern NGOs. Draft, mimeo.
London: Overseas Development Institute.
o Bebbington, A. J., & Thiele, G. (Eds.). (1993). NGOs and the state in Latin
America: Rethinking roles in sustainable agricultural development. London:
Routledge.

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