A Project On CSR Activities of Syc & HKDT

“A PROJECT ON CSR ACTIVITIES OF SINDHU
YOUTH CIRCLE AND HARI KIRTAN DARBAR

TRUST”
PROJECT SUBMITTED TO
H & G H MANSUKHANI INSTITUTE OF

MANAGEMENT
IN PARTIAL FULFILLMENT OF THE
REQUIREMENTS FOR MASTER IN MANAGEMENT
STUDIES
BY
SHUBHAM DUBEY
ROLL NO: 15
FINANCE
BATCH: 2017 - 2019
UNDER THE GUIDANCE OF

PROF. ANJU VASWANI
“A PROJECT ON CSR ACTIVITIES OF SINDHU
YOUTH CIRCLE AND HARI KIRTAN DARBAR
TRUST”
PROJECT SUBMITTED TO
H & G H MANSUKHANI INSTITUTE OF

MANAGEMENT
IN PARTIAL FULFILLMENT OF THE

REQUIREMENTS FOR MASTER IN MANAGEMENT
STUDIES
BY
SHUBHAM DUBEY
ROLL NO: 15
FINANCE
BATCH: 2017 – 2019
UNDER THE GUIDANCE OF

PROF. ANJU VASWANI
H & G H Mansukhani Institute of Management
Ulhasnagar
MARCH 2019
Student’s Declaration
I hereby declare that this report is submitted in partial fulfillment of the

requirement of MMS Degree of University of Mumbai to H. & G. H.
Mansukhani Institute of Management. This is my original work and is
not submitted for award of any degree or diploma or for similar titles or
prizes.
Name : Shubham Dubey
Class : S.Y.M.M.S. (Finance)
Roll No. : 15
Place : Ulhasnagar
Date : 23rd March 2019
Student Signature :
Certificate
This is to certify that the project submitted in partial fulfillment for the
award of MMS degree of University of Mumbai to H & G H
Mansukhani Institute of Management is a result of the bonafide research
work carried out by Mr. Shubham Dubey under my supervision and
guidance, no part of this report has been submitted for award of any other
degree, diploma or other similar titles or prizes. The work has also not
been published in any journals/Magazines.
Date: 23rd March, 2019
Place: Ulhasnagar
Prof. Anju Vaswani Dr. Swati Sable

(Internal Project Guide) Director
H & G. H. Mansukhani
Institute Of Management
ACKNOWLEDGEMENT
It gives me immense pleasure in presenting this Project Report on “A Project on

CSR Activities of Sindhu Youth Circle and Hari Kirtan Darbar Trust”. I would
like to take this opportunity to express my deep sense of gratitude towards all of
them, who have imparted their valuable time, energy & intellect towards my project.
As it is said that, “Great person shows you the way to success but, greater ones
always take you there”. Its justification will never sound good if I do not express
my vote of thanks to Mr. Sunder Dangwani (Hon. General Secretary, Sindhu
Youth Circle) and Mr. Jethanand Jhumrani (Trustee, Hari Kirtan Darbar
Trust) and my Project Guide Prof. AnjuVaswani, without whose help my thesis
would have neither begin nicely nor would have reached this destination of
successful completion.
Lastly, I am highly indebted to all my friends and all those directly in this project
without which this project wouldn’t have been a grand success.
Synopsis
EXECUTIVE SUMMARY .......................................................................................... 1
1. INTRODUCTION .................................................................................................... 2
1.1 THE MEANING AND DEFINITION OF NGO ............................................ 2
1.2 NGO’s IN INDIA ........................................................................................... 4
1.3 AN NGO IS . . ................................................................................................ 7
1.4 TYPES OF NGO............................................................................................. 8
1.5 CHARACTERISTICS OF NGO’s ............................................................... 10
1.6 IMPORTANT FEATURES OF NGO’s ....................................................... 11
1.7 RANGE OF NGO ACTIVITIES .................................................................. 14
1.8 STRENGTHS AND WEAKNESSES OF NGO........................................... 16
1.9 SETTING UP AN NGO'S BY-LAWS ......................................................... 18
1.10 AN NGO APPROACH TO SOLVING COMMUNITY PROBLEMS ...... 19
1.11 FINANCIAL MANAGEMENT FOR NGOS ............................................ 20
1.12 TOP 10 NGO’s of INDIA ........................................................................... 22
1.13 SOURCES OF FUNDING OF NGO’s ....................................................... 23
1.14 CONSTITUTING AN NGO BOARD ........................................................ 25
2. REVIEW OF LITERATURE ................................................................................. 29
3. RESEARCH METHODOLOGY............................................................................ 31
3.1 PROBLEM DEFINITION ............................................................................ 31
3.2 OBJECTIVES ............................................................................................... 31
3.3 SCOPE .......................................................................................................... 31
3.4 SOURCES OF DATA .................................................................................. 31
3.5 RESEARCH DESIGN .................................................................................. 31
3.6 RESEARCH INSTRUMENTS ..................................................................... 32
3.7 SAMPLING METHOD ................................................................................ 32
4. A STUDY ON CSR ACTIVITIES OF SINDHU YOUTH CIRCLE..................... 33
4.1 ABOUT SINDHU YOUTH CIRCLE .......................................................... 33
4.2 MANAGING COMMITTEE FOR THE YEAR 2016-2019 ........................ 36
4.3 FACILITIES ................................................................................................. 39
4.4 ACTIVITIES................................................................................................. 46
4.5 DAILY RUNNING ACTIVITIES ................................................................ 55
4.6 AWARDS AND ACHIEVEMENTS ........................................................... 57
4.7 FACILITIES AVAIALBLE ......................................................................... 62
4.8 DONORS ...................................................................................................... 63
4.9 MAJOR SUPPORTING TRUST AND CLUBS .......................................... 64
5. A STUDY ON CSR ACTIVITIES OF HARI KIRTAN DARBAR TRUST ......... 65
5.1.GENERAL INFORMATION ....................................................................... 65
5.2 FUNDRAISING ESSENTIALS ................................................................... 66
5.3 HELP FOR MARRIAGE ............................................................................. 69
5.4 CHILD WELFARE ...................................................................................... 70
6. FINDINGS .............................................................................................................. 71
7. SUGGESTIONS ..................................................................................................... 72
8. CONCLUSION ....................................................................................................... 73
9. BIBLIOGRAPHY & REFERENCES..................................................................... 74
10. ANNEXURE......................................................................................................... 75
“A PROJECT ON CSR ACTIVITIES OF SINDHU YOUTH CIRCLE AND HAR KIRTAN
DARBAR TRUST”
EXECUTIVE SUMMARY
NGO’s are usually funded by donations, but some avoid formal funding altogether
and are run primarily by volunteers. NGO’s are highly diverse groups of
organizations engaged in a wide range of activities and take different forms in
different parts of the world. Some may have charitable status, while others may be
registered for tax exemption based on recognition of social purposes.
NGO activities include, but are not limited to, environmental, social, advocacy and
human rights work. They can work to promote social or political change on a broad
scale or very locally. NGO’s play a critical part in developing society, improving
communities, and promoting citizen participation.
The research is based on studying CSR activities of two NGO’s. NGO’s are national
level- SINDHU YOUTH CIRCLE and another local one HARI KIRTAN DARBAR.
The main aim of research is to know the functioning of NGO’s, sources of funds,
obstacles faced by NGO’s, areas of improvements in NGO’s and CSR activities done
by NGO’s.
Non-government organizations work for the benefit of people in need, old age
homes, widows, child education etc work for the betterment of country & help to
needy people. This research done in Sindhu Youth circle and Hari Kirtan Darbar
Trust includes complete information about how NGO’s work in Mumbai region. In
this research there is complete information about what type of activities NGO’s do
for the society at National level and at local level.
This study is categorized in various parts. First part of this study includes information
about NGO’s in India, types, characteristics, features, range of NGO’s activities,
solving community, financial management and many more things. Followed by
review of literature, CSR activities of Sindhu Youth Circle, CSR activities of Hari
Kirtan Darbar Trust, finding from research, suggestions for NGO’s then ended with
conclusion.
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1. INTRODUCTION
1.1 THE MEANING AND DEFINITION OF NGO
A NGO is an organization consisting of private individuals who believe in certain

basic social principles/ obligations and who structure their activities to bring about
development to communities that they are servicing. “NGOs include groups and
institutions that are entirely or largely independent of Government and that have
primarily humanitarian rather than commercial objectives”. They are non-profit
making, voluntary and service-oriented organizations. Working on various issues like
Environment protection, Save the Planet Earth, Disability, Science and Technology,
Health, Agriculture, Animal welfare, Art and Culture, Education. NGOs are known
by different names: Voluntary organizations (VOs), Voluntary Agencies (VAs),
Voluntary Development Organizations (VDOs) and Non-Governmental
Development Organizations (NDGO). NGOs vary greatly according to their
philosophy, purpose, programs, approach, orientation, scope of activities, expertise
and structures. To a layman, NGO is a social institute, it is non-governmental and has
a purpose of charity. Following are the different definitions of NGOs to have a better
understanding of NGOs: The World Bank defines NGOs 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.” In wider usage, the term, „NGO‟ can be applied to any non-profit
organization which is independent from government. NGOs are typically value based
organizations which depend, in whole or in part, on donations and voluntary service.
The United Nations describes an NGO as: Any non-profit, voluntary citizens' group
which is organized on a local, national or international level. Task-oriented and
driven by people with a common interest, NGOs perform a variety of services and
humanitarian functions, bring citizens‟ concerns to governments, monitor policies
and encourage political participation at the community level. They provide analysis
and expertise, serve as early warning mechanisms and help monitor and implement
international agreements.
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In simple terms, NGOs can be defined as “self-governing, private, not-for - profit

organizations that are geared to improving the quality of life for disadvantaged
people” (Vakil, 1997).
Professor Peter Willets, from the City University of London, 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.".
Duggal (1988) defines NGOs in his study. According to him, (a) NGOs are
registered as public trusts or societies; (b) Programmes adopted by NGOs are welfare
programmes and many time it is government funded rural development programs;
(c) NGOs as a rule do not generate their own funds completely but rely on external
financial assistance from government agencies, both national and international; (d)
NGOs are private organizations, but their nature makes them somewhat different
from what one gradually refers to the private sector. Thus, they are not supposed to
make any profit.
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1.2 NGO’s IN INDIA
The vibrant history of Indian NGOs in the 60 years since independence has resulted
in a more broad-based sector, but one that still has to contend with problems of
autonomy and independence. While the Indian state does not exert absolute control
over the NGO sector, it is able to keep it in check and away from the national-level
political processes, and in effect set limits on NGOs’ role as empowerment agents.
There are two major trends in Indian civil society that have had an effect on
development NGOs in the 2000s: first, the activist groups of the 1960s and 1970s
have abandoned the NGO as an institutional form, preferring informal networks that
are completely separate from the state regulatory frameworks and scrutiny, seeing the
state as inherently oppressive and not to be trusted (Chandhoke and Ghosh 1995;
Murthy and Rao 1997; Seth and Sethi 1991). However, the price they pay is that they
remain small-scale due to the very restricted access to resources (Murthy and Rao
1997). The second trend is the emergence of fundamentalist movements such as the
Hindutva (Hindu nationalist movement) that are fundamentally undemocratic,
opposing rational discourse based on freedom and equality (Chandhoke 1995).
Neither of these two changes help in having NGOs engage in civil society processes:
the total disengagement from the state weakens the process for holding the state
accountable, and the move to an intolerance of diversity of discourse narrows the
parameters in which the state can be engaged. NGOs are affected either way, as they
feel any engagement with the state on policy issues will draw hostile attention from
both social action groups on the one hand and the fundamentalists on the other. Now
that social activists and fundamentalists both occupy the political stage, NGOs feel
their role is now in helping marginalized groups advance their own interests and
assert their rights themselves.
There is also a growing vulnerability of NGOs – particularly larger ones that are
dependent on foreign funding – to state scrutiny and the state’s capacity to cut off
NGO resources. An example of this is that the dependent relationship between NGOs
and the state has limited the level of networking among NGOs, due to competition
among them for resources from the state and foreign sources, and a fall in foreign
funding sources in the 2000s.
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The less supportive environment for NGOs has brought some of their less favourable
characteristics more to the fore: inflexibility, a feudal management style – being
dominated by powerful individuals with little devolution of power, and recruitment
very much caste- or personally based (Reddy 1987). Whether these characteristics are
unique to NGOs or are more or less an inherent style of institutional management in
India is another matter. The other side of this coin is that the decline in foreign
funding relative to local funding, together with deregulated international financial
flows, may make it more difficult for NGOs to gain greater autonomy from the state,
especially if they are social change agents with broader empowerment objectives.
The regulatory pressures on NGOs through amendments to the FCRA have been
tightening; for example, in 2001 the Law Commission of India was commissioned by
government to prepare a series of amendments to the FCRA): these were finally
tabled in the Lok Sabha (Parliament) in 2006. Earlier amendments had already
resulted in substantial tightening; for example, all applicants for FCRA approval
must obtain an affidavit from the district administrator explaining the nature of their
past and current activities. The 2006 draft amendment proposed a further a tightening
of FCRA including: the renewing of FCRA registration every five years; stronger
restrictions on engaging in religious conversion activities but with vague definitions
of the key terms ‘inducement’, or ‘indirectly inducing a conversion’; a forward
looking clause in which the certifying officer had to make a judgment on the
likelihood of non-compliance and whether a ‘meaningful’ project had been prepared;
a cap on administration expenses but with no supporting definitions; and finally the
provision for the state to dispose of assets purchased through foreign donations,
something that could put schools and hospitals at risk if they had changed hands in
any way (Jalali 2008; Parker 2007). On financial matters, an amendment in 2008
sought to remove the overall tax exemption, if there are any business activities at all,
and these could include any cost recovery activities such as fees for running trainings
and the like (Accountable 2008). These changes mirror a broader questioning
globally of the purpose (and legitimacy) of NGOs, and a tightening of NGOs’
administration, marking the relationship of the state to NGOs in the opening years of
the twenty-first century as one of mutual suspicion and a strongly instrumentalist
view of what NGOs are or should do (Jalali 2008; Kilby 2004).
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Today, the NGOs in the country assume a conspicuous role in multifarious

developmental programmes and activities. The achievements and success of NGOs in
various fields and the excellent work done by them in specific areas is no doubt a
tremendous task that has helped to meet the changing needs of the social system.
The limits placed by the Indian government on the number of bilateral donors it deals
with saw all but six bilateral aid relationships terminated in 2003 (Times of India 2
June), provided new opportunities for both the Indian government and international
NGOs, at least in the short term, to pick up the slack. This leads to the question of
what makes the NGO sector such an important sector for donors and government
funders alike.
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1.3 AN NGO IS . . .
✓ A non-profit making, voluntary, service – oriented/ development-oriented

organization, either for the benefit of members (a grassroots organization) or
of other members of the population (an agency).
✓ It is an organization of private individuals who believe in certain basic social

principles and who structure their activities to bring about development to
communities that they are servicing.
✓ Social development organization assisting in empowerment of people.
✓ An organization or group of people working independent of any external

control with specific objectives and aims to fulfil tasks that are oriented to
bring about desirable change in a given community or area or situation.
✓ An independent, democratic, non-sectarian people’s organization working for

the empowerment of economic and/or socially marginalized groups.
✓ An organization not affiliated to political parties, generally engaged in

working for aid, development and welfare of the community.
✓ Organization committed to the root causes of the problems trying to better the
quality of life especially for the poor, the oppressed, the marginalized in
urban and rural areas.
✓ Organizations established by and for the community without or with little

intervention from the government; they are not only a charity organization,
but work on socio-economic-cultural activities.
✓ An organization that is flexible and democratic in its organization and

attempts to serve the people without profit for itself.
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1.4 TYPES OF NGO
Different classifications of the NGOs are mentioned in literature. The classification

of NGOs retrieved from different sources is as under:
NGO type by Orientation :
Charitable orientation: It often involves a top – down paternalistic effort with

little participation by the “beneficiaries”. It includes NGOs with activities like food,
clothing, housing of needy. Such NGOs may also undertake relief activities during a
natural or manmade disaster.
Service orientation: It includes NGOs with activities such as the provision of

health, family planning or education service in which the program is designed by the
NGO and people are expected to participate in its implementation and in receiving
the service.
Participatory orientation: It includes NGOs with participation of local people

in organization’s activities. It is characterized by self – help projects where local
people are involved particularly in the implementation of project by contributing
cash, tools, land, materials, labour, etc.
Empowering orientation: It is where the aim is to help poor people develop a

clearer understanding of the social, political and economic factors affecting their
lives, and to strengthen their awareness of their own potential power to control their
lives.
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NGO type by level of Operation :
Community-Based Organization: CBOs arise out of people’s own initiatives.

These can include sports clubs, women’s organizations, neighbourhood
organizations, religious or educational organizations.
City Wide Organization: It includes organizations like Rotary or Lion’s Club,

Chamber of Commerce and industry, coalitions of business, ethnic or educational
groups and associations of community organizations. Some exist for other purposes
and become involved in helping the poor as one of many activities, while others are
created for the specific purpose of helping the poor.
National NGOs: It includes organizations such as Red Cross, YMCAs / YWCAs,

professional organizations, etc.
International NGOs: These ranges from secular agencies such as CARE, Ford
and Rockefeller Foundations to religiously motivated groups. Their activities vary
from mainly funding local NGOs, institutions and projects, to implementing the
projects themselves.
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1.5 CHARACTERISTICS OF NGO’s
Though NGOs vary in different aspects like nature, structure and ideology but they
have some characteristics which make them fall into a category of non-government
organizations. In general, following are the common characteristics of NGOs:
I. The NGOs are not created for profit making, they are non–profit making
organizations. The profit generated, if any is used for working of
organization’s programmes and is not distributed among its members.
II. NGOs are independent of government.
III. The NGOs are formed on voluntary basis and possess spirit of voluntarism.
IV. The NGOs have legal status/ identity. They need to be registered under
appropriate Act (e.g. Trust Act, Society Registration Act or Companies Act).
For obtaining foreign funding, they need to be registered under Foreign
Contribution Regulation Act (FCRA) with Ministry of Home Affairs,
Government of India.
V. All NGOs are formed to serve a common purpose of benefit and / or

development of community. They aim towards helping the needy.
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1.6 IMPORTANT FEATURES OF NGO’s
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. However, there are a huge number
of such organizations and their goals cover a broad range of political and
philosophical positions. This can also easily be applied to private schools and athletic
organizations.
Methods
NGOs vary in their methods. 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.
Networking
The International Freedom of Expression exchange (IFEX), founded in 1992, is a
global network of more than 60 non-governmental organizations that promote and
defend the right to freedom of expression.
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 a
consultative status with the UN Conference on Trade and Development (UNCTAD)
and the UN Economic and Social Council (ECOSOC). In 1946, only 41 NGOs had
consultative status with the ECOSOC, but this number had risen to 2,350 in 2003.
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Management of non-governmental organizations
Two management trends are particularly relevant to NGOs: diversity management

and participatory management. 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. To develop the
organization, individuals have to be able to contribute in the decision-making process
and they need to learn.
Relations
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 corporations as central to their purpose. But
NGOs, governments, and companies sometimes form cooperative, conciliatory
partnerships as well.
Staffing
Not all people working for non-governmental organizations are volunteers. Paid staff
members typically 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 is usually not purely altruistic, but self-serving: They
expect to gain skills, experience and contacts.
Funding
Large NGOs may have annual budgets in the millions of dollars. For instance, the
budget of the American Association of Retired Persons (AARP) was over $540
million dollars in 1999. Human Rights Watch spent and received US$21, 7 million in
2003. Funding such large budgets demands significant fundraising efforts on the part
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of most NGOs. 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.
Even though the term 'non-governmental organization' implies independence of
governments, some NGOs depend heavily on governments for their funding.
Legal status
The legal form of NGOs is diverse and depends upon homegrown variations in each
country's laws and practices. However, four main 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 non-profit 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.
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1.7 RANGE OF NGO ACTIVITIES
In the case of Iran, NGOs can have an active role in the following areas:
Community Health Promotion and Education

• Contraception and Intimacy Education
• General Hygiene
• Waste Disposal
• Water Usage
• Vaccinations
• Youth Counselling Services
Emerging health crises

• HIV/AIDS education and support
• Hepatitis B education
• Drug Addiction recovery
Community Social Problems

• Juvenile crimes
• Runaway girls
• Street Children
• Prostitution
Environmental
• Sustainable water and energy consumption education
• Keeping mountains and forests clean
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Economic
• Microenterprises and Micro-loans
• Skill training (Computers, technician training, Catering services, clothing and
textile, etc.)
• Product promotion and distribution (Bazaars etc.)

• Cooperative creation
• Financial consulting
• Career services and job search assistance
Development
• School construction o Infrastructure construction
• Cultural centre construction and operation
• Agriculture and Aquaculture expert assistance
Women’s Issues
• Women and Children’s Rights o Battered women assistance centre
• Group therapy for sexually abused women
• Counselling hotlines (telephone-based counselling services for women)
• Legal assistance to women
• Literacy drives
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1.8 STRENGTHS AND WEAKNESSES OF NGO
As in case of any other type of organization, every NGO has its own set of
strengths and weaknesses. No thumb–rule could be applied to list the strengths
and weaknesses of NGOs as no two NGOs are totally identical. In general
following are the most common strengths and weaknesses of NGOs:
Strengths of NGO:
o Proximity to grass root levels: NGOs are close to community and can
understand people needs and expectations. This is the major strength of
NGOs. There is clarity about the nature and extent of problem or need
prevailing in the community.
o Enthusiasm and inner drive of the members: NGO people have an inner
drive towards social cause and they are enthusiastic about their work
which results in timely achievement of their goals.
o Creativity and innovation: NGOs are generally known for their creative
and innovative nature. Due to their freedom in working, NGOs are not
under any kind of pressure of doing a job in a particular way, which in
turn make them think creatively and brings innovation.
o Quality of work: NGOs utilise the funds economically as already most of

the NGOs face shortage of funds. NGOs projects or activities are met in
time and have long term effect.
o Speed of work: The communication is faster in case of NGOs since they

do not contain long chain of commands in the organization. Fast
communication, flexibility, field experience and field presence of NGOs
increase the working speed.
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Weaknesses of NGO:
o Dependence on donors: This is the biggest weakness of NGO which

makes them unsustainable. Most of the NGOs are dependent on external
funds for running their projects. In absence/ shortage of funds, the work of
NGOs is slowed down or even stopped till the funds are available.
o Lack of skilled manpower: Technical ability is required for running the

projects successfully, which is not available easily for NGOs. Also, in
NGOs working in rural areas or remote places, there is problem of
inadequacy of trained people which is really a challenging situation.
o Limitations with long term and large-scale projects: NGOs are efficient in
short range projects, but they might find big projects difficult to manage
because of insufficiency of funds and inadequacy of suitable manpower.
The NGOs are close to grass roots but may be unaware of global socio –
economic scenario which may make them unsuitable for large scale
projects.
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1.9 SETTING UP AN NGO'S BY-LAWS
Bylaws are internal documents, a set of rules that enables each organization to
conduct its affairs. It is important they be written clearly and in language that is
easily understood by all organization stakeholders. This document is frequently
necessary for the registration of an NGO with national and public authorities.
Typical items addressed in the bylaws are:
Name and purpose of the NGO. The Purpose is usually a restatement of the
NGO's Mission Statement, but can contain additional details
The frequency, notice, and quorum requirements for organizational

meetings. These can be internal or regular meeting of the NGO, or external
meetings such as those for the general public, with other stakeholders etc. Voting
qualifications, proxies, and procedures for approval of boards. This is related to
the governance structure of the NGO's board. The number and term for members
of the board, scope of authority, method of nomination and election to the board,
and provision for filling vacancies. List of board officers, method of nomination
and election, terms of office, powers, duties, and succession.
Membership and authority of committees or working groups. Many of an

NGOs' work is done through sub-committees or groups, and provisions need to be
made for such committees. Title and scope of authority for the executive director
and other staff members who are responsible for the day to day functioning of the
NGO.
Record-keeping and financial reporting responsibilities. In many countries

this is necessary for the maintenance of the tax-exempt status of an NGO.
Amendment procedures for the bylaws and provisions for dissolution of the
organization. Writing and gaining approval for a set of bylaws takes thought,
time, and the involvement of the organization’s constituents. Bylaws should be
written with an emphasis on fair Strategy and transparent governance.
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1.10 AN NGO APPROACH TO SOLVING COMMUNITY

PROBLEMS
When an NGO approaches solving a problem, they can pursue the following
structure:
✓ Gather information on the issue
✓ What exactly is the problem?
✓ What is causing the problem?
✓ Who are the persons/organizations responsible (for e.g. it could be a
particular department of the government/an industry)?
✓ What are the consequences going to be? Assess magnitude, quality and
prevalence. What are the alternatives/possible solutions?
✓ How much would they cost? Is it better to invest the money in other
projects?
✓ Talk to people in the community to hear different views that will enable a
holistic view of the issue.
✓ Talk to people who are in-charge and hear their side of the issue. Tell
them about the problems that you see.
✓ You may be able to work towards solving problems together if you do not
see yourself as hostile parties.
✓ Connect with people to increase awareness
✓ Ask older, influential or respected people in the community to address
public gatherings.
✓ Use the media (newspapers and the internet) to generate interest,
communicate the facts and discuss options.
✓ Write polite, succinct articles for magazines and newspapers identifying
the issues. Include people from diverse backgrounds, so that your
organization is not linked with any particular political party or religious
sect.
✓ For fundraising purposes, let people know why funds are needed and how
they will be used. Transparent and detailed accounts are imperative to
build trust.
✓ Link up with other NGOs to maximize the effect of the effort.
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1.11 FINANCIAL MANAGEMENT FOR NGOS
All organizations need money. Alongside staff, money is the one thing that takes up
most management time. Good financial management involves the following four
building blocks:
1. KEEPING RECORDS
The foundations of all accounting are basic records that describe your earnings and
spending. This means the contracts and letters for money you receive and the receipts
and the invoices for things that you buy. These basic records prove that each and
every transaction has taken place. They are the cornerstones of being accountable.
You must make sure that all these records are carefully filed and kept safe. You must
also make sure that you write down the details of each transaction. Write them down
in a 'cashbook' - which is a list of how much you spent, on what and when. If you are
keeping your basic records in good order and writing down the details of each
transaction in a cashbook then you cannot go far wrong.
2. INTERNAL CONTROL
Make sure that your organization has proper controls in place so that money cannot
be misused. Controls always have to be adapted to different organizations. However,
some controls that are often used include:
• Keeping cash in a safe place (ideally in a bank account).
• Making sure that all expenditure is properly authorized.
• Following the budget.
• Monitoring how much money has been spent on what every month.
• Employing qualified finance staff.
• Having an audit every year.
• Carrying out a 'bank reconciliation' every month - which means checking that
the amount of cash you have in the bank is the same as the amount that your
cashbook tells you that you ought to have.
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This last control is particularly important. It proves that the amounts recorded in the
cashbook and the reports based on it are accurate.
3. BUDGETING
For good financial management, you need to prepare accurate budgets, in order to
know how much money, you will need to carry out your work.
A budget is only useful if it is worked out by carefully forecasting how much you
expect to spend on your activities. The first step in preparing a good budget is to
identify exactly what you hope to do and how you will do it. List your activities, then
plan how much they will cost and how much income they will generate.
4. FINANCIAL REPORTING
The fourth building block is writing and reviewing financial reports. A financial
report summarizes your income and expenditure over a certain period of time.
Financial reports are created by adding together similar transactions. Financial
reports summarize the information held in the cashbook. This is normally done using
a system of codes, to allocate transactions to different categories.
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1.12 TOP 10 NGO’s of INDIA
Help Age
India Sargam Sanstha
Smile Foundation
Give India
Lepra Society
Udaan
Deepalaya
Uday Foundation
Karmayog
Pratham
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1.13 SOURCES OF FUNDING OF NGO’s
The NGOs rely on funding from variety of sources for their projects, administrative
costs and their overall functioning. These sources could be internal sources like
membership fees or could be external sources like funding from government. NGOs
may depend on some large number of donations or more small number of donations.
I] Internal sources: Internal sources of funding are membership fees,

subscriptions, interests/ dividends, sales of products, individual donations and rent.
Membership fees – Annual fees charged for becoming a member of the organization
is the membership fees.
Subscription – Fees is charged by the organization for subscribing in-house

magazine or bulletin or any other type of publication.
Interests/dividends – On any short term or long-term investment of NGO, interest /

dividend is received.
Sales of products – Funds are raised by sale of products like handicraft items, food
items and candles that are generally prepared by the beneficiaries.
Individual donations – Any member of the NGO may give funds from his pocket as
individual donation.
Rent- In case the NGO leases out its property like office, rent becomes the internal
funding source.
II] External sources: External sources include Government, Foundations, Trusts,

Funding Agencies, Corporations, Public donations, Self-financing.
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Government- “By and large, funds from government to the work of voluntary
organizations have been coming right from independence. Central Social Welfare
Board and Khadi and Village Industries Corporation are two early examples of
funding the work of certain types of activities of Voluntary Development
Organisations”. The Central and State Governments have many schemes of various
Ministries and Departments in the areas like Education, Health, Children and Women
welfare, Human Resource Development, Environment, Rural Development. Many
NGOs receive funds from government to work on their projects.
Foundations, Trusts, Funding Agencies: National Foundations/ Funding Agencies,

Foreign/international foundations / Funding Agencies and Trusts are one of the major
sources of funds for NGOs.
Corporations: Corporate sector includes the corporations and business houses acting
as a funding source for NGOs.
Public donations: Donations given by an individual or a group of individuals for

charitable cause, fall under this category.
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1.14 CONSTITUTING AN NGO BOARD
There is a growing need for non-profit and non-governmental organizations (NGOs)

throughout the world to be more effective and productive. One the many ways they
are achieving this is by broadening and strengthening the constitution of their Boards.
An increase in the effectiveness of NGO board itself has been achieved by bringing
together organizations and leaders with a shared interest in the work of boards;
building capacity by training; and developing management and governance tools.
Having a good and effective NGO Board provides a basis for successful management
of its organization; familiarizes its target constituents with the activities of the NGO;
help in better understanding the organizational structure of the NGO, and also assists
in distributing responsibilities among the team members within the NGO
organization.
An NGO Board may be called by different names - 'Board of Directors; 'Steering

Committee' 'Advisory Group' etc. The term 'Board' is used collectively and
interchangeably to mean all these names.
Board Functions
How does an NGO board function? What does it do? It first of all, sets policies and
strategies for the NGO, in line with the agreed purposes, principles and scope of the
NGO. It also sets operational guidelines, work plans and budgets for the NGO and
policy and program support. Many times, it is also called on to make funding
decisions.
It assists the internal workings of the NGO by setting criteria for membership of, and
appointing, review panels and/or support groups. It may also establish a framework
for monitoring and periodic independent evaluation of performance and financial
accountability of activities supported by the NGO.
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One of its main roles is representation of the NGO in the larger community. It
represents views of the NGO in various constituencies, or within the NGO
community in relation to outside organizations. It is frequently asked to coordinate
with outside agencies, as well as advocate for the NGO, and mobilize resources.
Often, the Board is the first contact that an NGO's target audience have, and in some
cases, it is the first contact where peoples' concerns are actually heard - due to the
high standing of Board members in the community. The Board's presence in the field
sometimes forces decision-makers to listen to affected peoples' concerns and can help
to open up alternative solutions.
Within the board set-up itself, an NGO board selects and appoints chairpersons for
the Board, and also participates on committees and working groups of the NGO.
Mandate and working methods
What is the mandate and working methods of an NGO board members? They
participate fully in all meetings of the Board (including study all relevant documents
in order to provide input in the decision-making process). Many NGO Board
Members are also expected to participate in teleconferences and other virtual means
of communications among Board members, the NGO community, networks and with
the other NGO Board members - especially due to their work schedules etc.
NGO Board Members advocate the participation of community representatives in the

design, implementation and evaluation of policies and programs at all levels of the
NGO. They provide input into equitable and appropriate allocation of resources and
maintain a focus on issues of importance to the community and NGO movements in
general. Board members also seek input from the community on key issues related to
relevant documents and consult with and report to the broader community of NGOs
and CBOs and people and communities, as well as appoint advisors for the NGO's
programs and projects.
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Qualifications and criteria for selection
Who should become an NGO's Board Member? What criteria is necessary to select
Board members? Based on the Board's functions, including representing the various
constituencies, the process of selection of Board members (and their designated
Alternates) takes several criteria into consideration.
Board members should possess an understanding of the scope of work of the
NGP/NPO and opportunities it presents; the ability to strengthen the Board's
understanding of NGO and other issues; have experience and responsibility to carry
out tasks and roles of the Board; represent issues related to NGO involvement in its
target issue/area; and represent issues related to the NGO's target community.
They should also have a minimum number of years in front-line community work,
and an ability and capacity to communicate and network effectively and broadly (for
example, they must have functioning communications linkages such as telephone,
fax, computer and email).
Board Members are expected to have the ability to represent and promote the NGO
publicly, as a Board member representing the NGO community; ability to act within
a team setting; be gender sensitive; possess diplomatic and strategic political skills,
including capacity to think and work strategically; possess the ability to work in
international and local languages; and also have linkages to an organization that can
facilitate communication and liaison; and provide consultation and support.
Composition of a Board
An NGO Board usually has 10 to 15 members, with a President, a Treasurer and

other positions designated to specific tasks/issues related to the NGO's program
areas. The member positions could be rotating and/or renewable.
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Length of terms
The length of terms for NGO Board Members and Alternates varies from
organization to organization, but usually ranges from one to three years.
Cessation of Appointment
Due to the nature of the work and contribution to the workings of an NGO board,
criteria for cessation of appointment is also usually set out. An NGO Board Member
could cease to be a Member if he/she resigns, he/she no longer has an employer who
is supportive of the time commitment required or he/she no longer has links to the
organizations that secured his/her nomination and/or selection to the Board; he/she is
unable to perform the agreed upon tasks; he/she is unable to work with the other
NGO Board Members as part of a team; or if a conflict of interest is declared.
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2. REVIEW OF LITERATURE
Abstract
NGO are non-profit making agencies that are constituted with a vision by a group of
likeminded people, committed for the uplift of the poor, marginalized, unprivileged,
underprivileged, impoverished, downtrodden and the needy and they are closer and
accessible to the target groups. Flexible in administration, quicker in decision
making, timely in action and facilitating the people towards self-reliance ensuring
their fullest participation in the whole process of development. The achievements and
success of NGOs in various fields and the excellent work done by them in specific
areas is no doubt a tremendous task that has helped to meet the changing needs of the
social system. However, in spite of its achievements in various fields, NGOs are
facing different problems which differ from organization to organization, region to
region. In this context, an attempt is made in this paper to discuss some of the
common problems faced by the NGOs and to give some remedies to overcome these
problems.
Alliband Terry’s study of voluntary agencies (1983) as rural development agents

focuses on the most widely known successful experiments by voluntary agencies
such as Martandam and Sriniketan. The author’s insightful comments indicate some
of the major advantages and drawbacks of voluntary agencies in the national rural
development efforts of the third world nations.
K.A. Suresh’s (1990) study deals with the levels of participation of beneficiaries in
the development programmes of select NGOs in Kerala. The author found that NGOs
are not working as participatory organizations to the extent desired. The rates of
participation of beneficiaries and institutional arrangements for participation are
found to be very low. The beneficiaries are also found to be not keen in getting
represented in decisionmaking bodies and planning process.
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Vanitha Vishwanath’s (1993) study evaluates and compares the role of two NGOs
i.e. Integrated Development Service and Gram Vikas in promoting women
development. She found that Gram Vikas is working more effectively than Integrated
Development Service. This is because that Gram Vikas programmes are designed in
such a way that they yield quick results and are sensitive to the immediate needs of
the people.
Vijay Mahajan (1994) made an attempt to examine the role of NGOs and training
institutions in DWCRA programme. His study emphasizes that there is a need for the
NGOs and training institutions to make DWCRA programme more effective.
D.K. Gosh (2001) opines that attacking poverty and its reduction to an appreciable
extent seems to be not manageable only by the Government sector. He considers
Government Organizations need collaboration and co-operation from other than
Government institutions for creating opportunities, facilitating empowerment and
providing security for the poor. The author argues that, there is need for the Non-
Governmental organizations to fight against poverty. He prefers NGOs because they
have greater accountability to the poor, as they work among the poor, while the
official system is yet to be totally pro-poor.
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3. RESEARCH METHODOLOGY
3.1 PROBLEM DEFINITION
The research is based on analyzing the working of two NGO’S, their requirements,
sources of funds, challenges faced and measures taken to improve the working of
NGO’s by them.
3.2 OBJECTIVES
1. To analyze the working of non - government organizations.

2. To know the challenges faced by non - government organizations.
3. To study the steps taken to overcome these challenges.
4. To know the requirements of non - government organizations.
5. To know about the sources of funds to non - government organizations.
3.3 SCOPE
The study is restricted towards analyzing the working of two NGO’s one local and
another national in Mumbai region only and to study CSR activities done by these
NGO’s.
3.4 SOURCES OF DATA
Primary as well as secondary data is used for the study, primary data is collected by
visiting NGO’s – Sindhu Youth Circle and Hari kirtan Darbar and secondary data is
collected through various websites.
3.5 RESEARCH DESIGN
The research done is descriptive research.
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3.6 RESEARCH INSTRUMENTS
The research instruments used for collection of primary data is questionnaire.
3.7 SAMPLING METHOD
Simple random sampling. Sampling profile: - Two NGO’s are selected for the
research
Sindhu Youth Circle
Hari Kirtan Darbar Trust
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4. A STUDY ON CSR ACTIVITIES OF SINDHU YOUTH

CIRCLE
4.1 ABOUT SINDHU YOUTH CIRCLE
Sindhu Youth Circle is well established national level NGO situated in Ulhasnagar
city of Mumbai region. It was founded in the year 1962 by group of few members.
Story behind establishment of Sindhu Youth Circle, once before 1962 and after the
separation of Pakistan from India many people from sindhi community chose India as
their residential country and they started living in Ulhasnagar known as sindhu nagar
of Mumbai city in Maharashtra state. After arranging food & shelter for themselves
the second challenge in front of sindhi community was to protect their tradition
because it was their ancestors’ privilege and property. According to them it was their
duty to protect their tradition and giving it back to the future generation so that their
children can easily able to know about their culture and tradition.
The main founders of sindhu youth circle was
Ghansham Chhugani
Gurbux Lalwani
Lekhu Maniar
Dano Chandwani
Parso Sukheja
Girdhari Jaisinghani
Kamal Parwani
Sundar dangwani
Madanlal Brijwani
Assan Lulla
Nand Chhugani and many more.
By having personal interview with Mr. Sundar Dangwani (Hon. General Secretary
for the year 2016-19) we came to know the real story behind establishment of Sindhu
Youth Circle. According to Mr. Sundar Dangwani in the year 1962 the all founders
was of the age 14-22 years. It was time of summers, month of may, all friends were
chit-chatting on streets at midnight and they were gossiping loudly on the street, they
all were unemployed at that time. After some time one lady from house came out and
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shouted on them “don’t you have home & parents, get out from here and don’t
disturb us”. At that moment only they came up with idea of founding Sindhu Youth
circle.
At that time, they didn’t have anything in their hand that’s why they met with Mr.
Salamatrai (vadevaro) he was the owner of Gausanstha. All friends have joined him
and worked for him, at last they got amount of Rs. 251/- from Mr. salamatrai and
appreciation too for their work. With the amount of Rs. 251/- they purchased 1600
sq. mtr. Land which was kind of forest area having different types of dangerous
insects. With the blessing of god one person whose name was Mr. Hiranand Panjwani
came forward for helping them with the help of Mr. Hiranand Panjwani Sindhu
Youth Circle was founded in the year 1962 and Mr. Hiranand Panjwani became first
President of Sindhu Youth Circle and first
secretary was Mr. Ram Israni.
In the year 1963 with the help of Mr. Pahlumal
who was the owner of brick manufacturing
company Mr. hiranand panjwani made one small
house whose size was 18*22 sq. ft. without any
roof. roof was made in the year 1965 after 2 years.
In the year 1965 they started with their work.
First, they started with labor work and they started
cleaning gutters and construction of small roads in
Kalyan camp. By doing these works they got
attention from many big people and got help from
them.
In the year 1965-1983 Mr. Gop Bahrani became the president of Sindhu Youth Circle
and came up with idea of constructing a big Building for Sindhu Youth Circle. At
that time only they started with book bank facility for poor children with which they
served many poor children for their education free of cost. After that they came up
with book bank facility for higher studies of students named as Suman Ramesh
Tulsiani book bank. For building this book bank there is huge contribution of Suman
Ramesh Tulsiani Trust who served in many cities of Mumbai for helping poor
students.
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SINDHU YOUTH CIRCLE 1964
SINDHU YOUTH CIRCLE 2019

Now by having funds from many sources sindhu youth circle uses major amount for
building new book bank facility for medical and engineering students. This is the
biggest book bank facility provided in Ulhasnagar city and it is the biggest sindhi
library in India.
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4.2 MANAGING COMMITTEE FOR THE YEAR 2016-2019
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OFFICE BEARERS
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SENIOR BOARD MEMBERS
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4.3 FACILITIES
Sindhu Youth Circle is biggest trust in Ulhasnagar serving in different areas and
having different facilities at one place.
Sndhu Youth Circle has completed 56 years of social service with main objective of
promoting sindhi art & culture, language etc. it also includes promotion of sindhiyat
as well as educational needs viz. engineering, commerece and higher studies of
community. Here attention is also being given on activities like community problems,
health, sports, entertainment, gym etc.
This landless community fought bravely for their existance as well as caring for their
roots and culture. They also worked very hard for their community’s development
since last 55 years and today they stand with pride with huge complex from small
jhopadi(hut) which is very good and large 3 storey building called Sindhyat Cultural
Centre with sindhu bhawan auditorium (built in 1981) first in Maharashtra for
cultural programmes, dramas etc.
SINDHU BHAVAN (OPEN AUDITORIUM) – SINDHYAT CULTURAL

CENTRE
Sindhu bhavan is a big open auditorium build inside sindhu youth circle complex
which arranges many programs and events. It also known as sindhyat cultural centre
because many cultural programs done by sindhi community get organized in Sindhu
Bhavan only. Reason behind this is, it’s an open space auditorium having large sitting
capacity.
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LEKHRAJ AZIZ LIBRARY AND RESEARCH CENTRE
Lekhraj aziz library and research centre is biggest library in Ulhasnagar city and it is
the biggest sindhi library in world. For the purpose of project in sindhi language this
library plays an important role in helping the students to do their project on sindhi
literature.
CONFERENCE HALL INSIDE BUILDING
Having conference hall inside the building helps the circle to organize their daily
activities without any problem. The sitting capacity of the hall is around 100-150
members at a time. This hall is big enough to organize daily meetings, cultural
events, small programs etc.
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STUDY ROOM
This conference hall is used for many purposes. Basically, it is a study room for
students who come here for studying sindhi literature or other things.
MURIJ MANGHNANI GYMKHANA
Inauguration of Murij Manghnani gymkhana on Ram Navami Day 5th April 1998 by
Mr. Nari Gursahani.
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Sindhu youth circle has their own gymkhana which is inside the building and has
area for gent’s gym and ladies gym separately. They organize bodybuilding
competition every year on vocation of birth ceremony of Mr. Murij Manghnani.
JUDO KARATE AND YOGA CLASSES
There is facility of classes for judo, karate and yoga to provide training to children
which runs on daily basis. Judo, karate and sports classes runs on daily basis in
sindhu youth circle. Which provides training to children for various activities.
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PUSHPHARI FOUNDATION MONTHLY FREE RATION TO NEEDY

WIDOWS
Sindhu youth circle organizes monthly free ration distribution to needy widows of
Ulhasnagar city with the help of Pushphari foundation and mirchandani charitable
trust at sindhu youth circle.
SUMAN RAMESH TULSIANI AND SUNDAR SHEWAK SABHA BOOK

BANK
The book distribution for needy students and poor students get organized by sindhu
youth circle at sindhu bhavan with the help of great contribution of Suman Ramesh
Tulsiani and Sundar Shewak Sabha book bank. In this work many students from class
5th to engineering and medical get benefitted.
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WALL OF HAPPINESS
Wall of Happiness is the place inside the sindhu youth circle complex where people
keep their used old cloths and these cloths get distributed in needy people. This not
only includes cloths but also includes different materials like shoes, chappals, winter
cloths, umbrellas and many more daily use items.
SETH KISINCHAND J. MANGHNANI GUEST HOUSE
Seth kishinchand manghnani guest house available at sindhu youth circle having
capacity of 20-25 members in one room and there are 3 small rooms and one big
room having capacity of around 30-35 members at a time.
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OPEN GARDEN FOR EVENTS
The open garden available inside sindhu youth circle premises for marriages,
seminars, events etc. are given on rent also for which they charge minimum amount
which is basically for maintainance of the garden and premises. This place is large
enough having capacity of around 400-500 people at a time.
Other Facilities available inside Sindhu Youth Circle premises are as follows: -
Drama Workshop & Dance Classes
Dayal Veena Harjani Community Centre
Music Meet (Sindhi Chownki)
Literary Meet & Sindhi IAS Teaching Classes
Celebration of Sindhi Festivals and so on.
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4.4 ACTIVITIES
1. SHAHIDI DIWAS CELEBRATION
Shahidi diwas celebration done by sindhu youth circle of saint bhagat

kanwarram at bhagat kanwarram chowk, Ulhasnagar 03
2. FAMOUS VISITS
Some special visits of famous personalities and some out of India visits of
managing committee
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3. TEACHING SINDHI LANGUAGE
Teaching sindhi language to small childrens by shastri balmandir teacher at

sindhu bhavan
4. SINDHI KAVI SAMELAN
Sindhi Kavi Samelan organized by sindhu youth circle for the year 2014 & 2015
felicitation of participating poets
Felicitation of guest
Presentation of sindhu saaz club awaz
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5. INTERCOLLIGIATE DRAMA COMPETITION
18th Intercollegiate drama competition organized by sindhu youth circle &

felicitation to the winners.
6. FLAG HOSTING AT CIRCLE
Flag hosting at sindhu youth circle compound.
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7. PICNIC FOR MEMBERS
Picnic organized for members of sindhu youth circle at different places like
Malshej Ghat, Great Escape Water Park, Mahabaleshwar, Goa and many more.
8. BOOK DISTRIBUTION
Free Book distribution to poor and needy students organized by sindhu youth
circle with the help of Suman Ramesh Tulsiani Book Bank.
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9. INTERNATIONAL YOGA DAY
Celebration of International Yoga Day at Sindhu Youth Circle
10. BODY BUILDING COMPETITION
Body Building Competition organized by Sindhu Youth Circle
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11. HOLI CELEBRATION
Holi Celebration done by senior members of the club
12. CHILDRENS SUMMER CAMP
Summer Camp Program organized by sindhu youth circle for children
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13. WEIGHT REDUCTION PROGRAM
Weight reduction
program organized for
ladies along with coach.
14. INTERNATIONAL WOMENS DAY CELEBRATION
International Women’s Day

Celebration and award distribution to
women.
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15. CHILDRENS SUMMER VACATION GROUP COMPETITION
Sindhu youth circle women wing organized

children summer vacation group
competition.
16. DIWALI MADHUR MILAAN
Sindhu youth circle organized Diwali

Madhur milaan joined by MLA Smt. Jyoti
Kalani.
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17. INDEPENDENCE DAY CELEBRATION
Independence Day celebration at sindhu

youth circle with children cultural program.
18. REPUBLIC DAY CELEBRATION
Republic Day celebration and flag

hosting at the hands of chief guests
Bhau Harish Mirchandani from
Mumbai and Mrs. Beena & Mr. Moti
Ramchandani from Atlanta, Georgia,
USA with other guest and members.
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4.5 DAILY RUNNING ACTIVITIES
1. SINDHU BHAVAN :
Sindhu Bhavan is a open air auditorium available for Dramas, variety entertainment
programmes, Marriage and many other activities.
2. MURIJ MANGHNANI GYMKHANA :
Available for every fitness freak person in morning from 6.30 am to 11.30 am and
evening 6.30 pm to 10.30 pm. With modern machines steam & massage facilities.
Membership can be obtained by paying fee.
3. KUM. PADMA MURIJ MANGHNANI LADIES FITNESS CENTRE :
Available for every fitness freak women from 6.30 am to 11.00 am in morning and
3.30 pm to 7.30 pm in evening.
4. SUMAN RAMESH TULSIANI AND SUNDER SHEWAK SABHA BOOK-

BANK :
Free text books to poor and needy students from std. 8th upto Post Graduation for all
streams (Commerce, engineering, science, medical and other cources). On every
Sunday 10.00 am to 1.00 pm. And other notified days. It is the biggest book bank
help provided by any NGO in district.
5. MUSICAL PROGRAMMES AT AC CONFERENCE HALL :
On 1st Sunday – Sindhi Chowki (session) – 11.30 am to 2.00 pm.
On 2st Sunday – Hindi Session – 11.30 am to 2.00 pm.
On 3rd Sunday – Sindhi Picture – Evening 6.30 pm onwards.
On 3rd Saturday – Karaoke Music – Evening 7.00 pm to 9.00 pm.
6. YOGA :
Branch of SHRI AMBIKA YOGA KUTIR – Month Certificate Course.
7. WALL OF HAPPINESS :
A facility for poor to lift away cloths, shoes, chappals and other house hold items left
by donors.
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8. SETH KISHINCHAND J. MANGHNANI GUEST HOUSE :
For stay purpose with specious self contained rooms. Facility for around 30 people
and above. Best in town.
9. LEKHRAJ AZIZ LIABRARY & RESEARCH CENTRE :
Biggest treasure in India of Sindhi books with research facility for Ph. D. Around
33000 sindhi books are available for research.
These are some big activities running on daily basis in Sindhu Youth Circle. There
are many more activities like..
➢ SCHOOL & COLLEGE FEES HELP

➢ DAYAL VEENA HARJANI COMMUNITY CENTRE
➢ LITERARY MEET (ADBI BAITHAK)
➢ SINDHI DRAMA WORKSHOP
➢ SYC WOMEN WING & STUDENT WING
➢ COMMUNITY CERTIFICATE TO SCHOOL & COLLEGE STUDENTS
➢ CELEBRATION OF NATIONAL DAYS AND SINDHI FESTIVAL DAYS
➢ MEDICAL CAMPS
➢ PUSHP HARI FOUNDATION FREE MONTHLY RATION TO POOR
WIDOW & MANY MORE.
To run all their activities and to achieve objects, sindhu youth circle organizes
ANNUAL CHARITY SHOW ON CHETI CHAND every year with releasing of their
World Famous Literary Sindhi Magazine cum souvenir “SINDHU” at Sindhu
Bhavan Auditorium, Sindhiyat Cultural Centre.
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4.6 AWARDS AND ACHIEVEMENTS
1. PHOTO SESSION AFTER INAUGURATION OF SINDHU YOUTH

CIRCLE
Photo Session of circle members in 1965 after inauguration of Sindhu Youth

Circle
2. INAUGURATION OF SINDHU BHAVAN 1984
Inauguration of first project –

Sindhu Bhavan 1984 at the hands of
swami shanti Prakash maharaj.
Inauguration of First Project – Sindhu

Bhavan 1984 presided by prof. ram
panjwani along with krishin rahi, prahlad
Advani, Dr. dayal asha, daulat jagiasi and
chander manghnani.
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3. INAUGURATION OF PARAMOUNT THEATRE
Inauguration of Paramount Theatre by Seth Hiranand Panjwani
4. INAUGURATION OF SINDHU LITERATURE MAGAZINE 2011
Inauguration of Sindhu Literature Magazine 2011 by Mr. Kumar Alani, Ex.

MLA Sital Harchandani along with organizers
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5. INAUGURATION OF SINDHIYAT CULTURAL CENTRE
Inauguration of sindhiyat cultural center 2006 by welcoming Dada

Murijmal Mnaghnani, Dayal Harjani and other guests
Organized cultural show by having Pakistani singer (From Sindh)
Mr. Tofail Tajnani
6. SINDHIYAT SERVICE AWARDS
Felicitation of Dada Murijmal

Sindhiyat Service awards to:
Dada Murijmal Manghnani, Smt. Jyoti Kalani, Smt. Veena & Shri Dayal
Harjani & Shri Sunder Dangwani
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7. MEETING WITH SHRI LAL KRISHNA ADVANI
Shri Gobind Israni Hon. Gen. Jt. Secretary, Administrative Head

greeting Dy. Prime minister Shri lal krishin Advani, accompanied by
well-known artist & president of gandhiham Municipal Council, Smt.
Vishini Israni with her husband Shri murali israni at Gandhidham
Airport.
8. AWARD FROM SHRI L. K. ADVANI
Received award from Shri L. K. Advani for promotion & preservation of

sindhi language and sindhiyat on behalf of Akhal Bharat sindhi boli Ain
sahit sabha at Chinmaya Auditorium, New Delhi
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9. POMOTION OF SINDHIYAT AND SOCIAL WORK
Award presented to Mr. Sunder Dangwani (General Secretary) for

promoting sindhiyat and all social work
10. GOLDEN JUBILEE CEEBRATION
Releasing Magazine and DVD on vocation of Golden Jubilee of Sindhu

Youth Circle in 2012
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4.7 FACILITIES AVAIALBLE
GROUND FLOOR
SINDHU BHAVAN AUDITORIUM
DAYAL VEENA HARJANI COMMUNITY HALL
SUMAN RAMESH TULSIANI BOOK BANK
MURIJ MANGHNANI GYMKHANA
KITCHEN, MINI HALL, OFFICES, ETC.
FIRST FLOOR
LEKHRAJ AZIZ LIBRARY & RESEARCH CENTRE
CONFERENCE ROOM, READING ROOM & EXECUTIVE OFFICE
COMPUTER EDUCATION CENTRE – OFFICES (PROPOSED)
SECOND FLOOR
MURIJ MANGHNANI LADIES FITNESS CENTRE
STEAM AND MASSAGE
MARRIAGE HALL
YOGA, KARATE, DANCE AND SPORTS CLASSES
THIRD FLOOR
SETH KISHINCHAND J. MANGHNANI GUEST HOUSE
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4.8 DONORS
INTERNATIONAL DONORS NATIONAL DONORS

(DUBAI)
Mr. Murij Manghnani Mr. Sunder Dangwani
Mr. Kishinchand Manghnani Mr. Hardas Tharwani
Mr. Lachmandas Pagarani Mr. Ramesh Raju & Ishwar

Punjabi
Mr. Jawaharlal Gangaramani Sewa Niketan Trust
Al Maya Lal’s Group Mr. Mohandas Kaudomal
Smt. Veena & Shri Dayal Harjani Mr. Sai Meharam
Smt. Veena Chhabria Suman Ramesh Tulsiani Charitable

(Jumbo Electronics) Trust
Mr. Roop T. Viroomal M/S P.C.I. Analytical Pvt. Ltd.
Mr. Jawahar R. Gangaramani Mr. Sunil Sachdev
Mr. Suresh Lalla Mr. Chander Manghnani
Mr. Bhagwan Shivlani M/S Jhulelal Fruits
Mr. Haresh Kundnani Paremshribai Udhavdas Talreja

(M/S Infinity) Charitable Trust
Mr. Sunil V. Motiani Pushp Hari Foundation
Mr. Mohan Valrani Sunder Shewak Sabha
Above are some major donors of Sindhu Youth Circle from long time. There are
many more donors who willingly contributes towards social cause for helping Sindhu
Youth Circle so that they can work efficiently.
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4.9 MAJOR SUPPORTING TRUST AND CLUBS
ROTARY CLUB OF ULHASNAGAR SAPNA GARDEN
SINDHI COUNCIL OF INDIA
LIONS CLUB ULHASNAGAR
INDIAN RED CROSS SOCIETY ULHASNAGAR
ROTARY CLUB OF VITHALWADI
ADI AMMA GROUP
ROTARY CLUB OF ULHASNAGAR EAST
ROTARY CLUB OF ULHASNAGAR
ROTARY CLUB OF ULHASNAGAR MIDTOWN
ULHASNAGAR TRADE ASSOCIATION
HIRALI FOUNDATION
GIANT GROUP OF ULHASNAGAR
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5. A STUDY ON CSR ACTIVITIES OF HARI KIRTAN

DARBAR TRUST
5.1. GENERAL INFORMATION
Name of the organization: Hari Kirtan Darbar Trust

Year of establishment: 1971
Founder: Dada Revachanda Keshwani, Dadi Ganga Jatani
Total no. of members: 7 members of trust
Total no. of staff: 35+
NGO is registered: Regd no. e/397- Thane
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5.2 FUNDRAISING ESSENTIALS
Events
Events are another source of funds for many NGOs. From sponsored runs and
gala balls to concerts, non-profits often use events to raise both money and
awareness of their work which help them to reach new audiences and attract
donors to other income streams. Income can be generated from sponsored
participation as is common in sponsored events like runs or they can come from
ticket sales themselves which you would expect at a concert. Normally
organisations provide further opportunities to donate to their cause through other
income streams at the event whether through a simple donations box, text giving,
auctions, raffles or sponsorship in the event program. Events can be quite time
consuming and there is often competition so NGOs should be aware of what is
demanded of them before deciding to raise money through events.
Individual Donations
For many NGOs, especially in the developed world, individual donors have long
been and continue to be the greatest source of funding available. This donor
balance is also common in countries with an established record of philanthropy.
NGOs in India for example have reported that 75.7% of them receive the majority
of their income from individuals whereas just 24.3% reported that they receive
the bulk of their income in the form of grant funding. Individual donors can be
targeted through a myriad of means and represent a less intensive form of
fundraising compared to project proposals and corporate fundraising. NGOs can
particularly benefit from individual donors by working to develop and nurture
their donors over time to create a stronger bond and in turn greater financial
contributions as well as powerful word of mouth recommendations.
In Kind Gifts
Contributions in the form of goods or professional services can be a great asset to

an NGO and operates as a cost-effective way for a business or corporation to
offer effective support. Examples of In Kind gifts include a telecommunications
company donating either phone handsets or discounted air time to an NGO. This
serves to reduce costs for the NGO and allow them to spend a greater proportion
of their income on supporting their beneficiaries.
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Legacies
Gifts from estates via a Will, trust or another beneficiary designation represent a
potentially lucrative opportunity for well-established NGOs. Securing legacies is
a much longer-term investment than almost all other forms of fundraising but can
also provide significant rewards that can make a huge different to the prospects of
your organisation. Contributions of this type are normally from long term
supporters of organisations, often from services users and their families. Many
people will arrange their Wills of their own accord but to maximise this potential
income stream NGOs can provide access, information and support that can
encourage and enable supporters to leave a legacy gift.
Grants
Grants are normally larger sums of money that are designed to fulfil a specific
NGO need. Support for development projects is normally secured by an
application process to a grant making organisation that details what your NGO
plans to do, how it will do it, what difference it will make and how much it will
cost. Grant applications vary from just a short, unsolicited letter through to
demanding, technical and multi-stage proposals than can take up to two years to
generate a result. Grant income if often targeted by NGOs due to the size of
contributions which can kickstart new projects, purchase equipment and buildings
and generally provide a large financial injection into the organisation. Due to the
significant sums involved, most grant opportunities are oversubscribed with rival
competition meaning that a significant amount of work and skill is required to be
successful.
Campaigns
Such campaigns are generally conducted to raise a significant sum of money,

often for a specific cause, whether it is to provide support in an emergency
situation or make major purchases such as buildings and sophisticated equipment.
Campaigns are designed to encourage both new donors to support the
organisation for the first time as well as encourage regular donors to make either
additional or larger donations than they would normally. Campaigns can be
conducted privately in person or among a smaller selection of targeted donors as
well as opened up to the greater public at large.
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Financial Endowments
A good number of NGOs, especially larger organisations, receive annual income

from financial endowments, which is a sum of money that is invested to generate
an annual return. These are often created when an NGO receives a large sum of
money from a major donor, legacy or variety of sources. They are designed to
provide a relatively secure and stable income to the NGO that will enable it to go
forward with additional financial security.
Major Donors
A number of NGOs owe their existence to just a single individual who has either
provided seed money or repeat injections of funding to support the organisations
activities. Some individual donors will be sufficiently invested and supportive of
your organisation’s mission as well as having the financial means to make
significant contributions. Attracting and nurturing these individuals involves a
different approach to smaller donors with a greater investment in one on one time
a common tactic to secure major gifts, often over a number of months or years.
Most major donors or prospective major donors are well known in their
communities and are often targeted for financial contributions meaning that you
need to be as sophisticated and adaptable to their personality and values in your
approach. Most major donations are ultimately secured by a simple ask, but
suitable groundwork needs to be done beforehand and NGOs will get the best
result if they are able to offer a tangible return, in the form of impact or
development, for any contribution.
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5.3 HELP FOR MARRIAGE
As humanity is God's creation, the sacred relationship is also a gift from God.
Weddings are mean to be a very sacred thing and every religious believe
in wedding traditions and practices - including standard wedding vows –to be
performed and taken in right way. As we all know that in Indian wedding
traditions, ceremonies are elaborate and complex, and money and marital
property are also required in the bonding arrangement of two souls. There are
many non-governmental organizations running to help those who are unable to
get their daughters married due to financial problems. For this purpose, many
organizations are connected with the trustees, members and orphan volunteers
and ‘poor girls wedding trust’ and with their selfless spirit they believed
to help the society by their pious work to support poor daughter’s wedding.
Every girl holds a dream of getting married in their eyes. As we know that there
are many girls who cannot get married in our society because of the cause of
dowry and other social demands in marriage, the NGO’s work towards solving
this social problem by working regularly on these types of projects. The work of
such Trusts is to collects all the important information about the boys and girls,
their family background, family matters and other important aspects are collected
before settling for marriages.
Apart from helping the girls and boys in their marriages, there are many non-
governmental organizations (NGOs) for community development who have
worked in many countries based in the South Asian region and other places,
especially on developing countries that contribute to the facilitation and make
progress on all development program areas alongside national government action
strategy plan including health, agriculture, education, democracy, small business
and so on. Well, one might ask what the role of NGOs is is in-real. Well, NGOs
have a role in the coordination, collaboration and communication to bridge a gap
between government, the private sector and local populations towards a concerted
effort so they can raise issues and community to be heard by the government for
intervention or looking for support for the development project goal of woman
and provides support to women Empowerment.
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5.4 CHILD WELFARE
Further Assessment Where, following initial assessment or at any other juncture

in the child protection and welfare process, it is necessary to carry out a more
specific or comprehensive analysis of a child ‘s circumstances, a further
assessment will be undertaken. Further assessment may be in the form of a core
social work assessment or may be based on specialist assessment by an allied
service – e.g. addiction services, child psychology or adult mental health. In
planning a further assessment, it is essential to articulate a clear focus for enquiry
at the outset.
Child Welfare When an initial assessment concludes that a child has unmet needs
requiring Social Work intervention but the child is not at ongoing risk of
significant harm,
a Family Support Plan is agreed with the family and reviewed at intervals not
exceeding 6 months. The Family Support Plan may be developed at a formal
meeting or by informal contacts with the child, family and professionals involved.
Child Protection Where, following initial assessment, the primary concern is

physical abuse, sexual abuse, emotional abuse or neglect, and it is determined that
a child is at ongoing risk of significant harm, the child protection process outlines
the pathway that must be followed. Formal oversight of the safeguarding of this
cohort of children by the Principal Social Worker for Children and Family
Services is a crucial feature of the child protection process.
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6. FINDINGS
➢ There are senior citizen centres which on daily basis arranges activities for
mitigating loneliness among senior citizen and make them feel happy.
➢ The NGO’s are being funded through donations only, no income generating
activities are being carried out at NGO’s.
➢ At National NGO which is Sindhu Youth Circle activities done like sports,
yoga, judo and karate classes for this they charge minimum fees to maintain
the premises.
➢ There are minimum charges for renting open hall for marriage or any event in
Sindhu Youth Circle premises.
➢ It depends on the size of NGO’s, that they need to provide training to their
employees or not, if NGO is working on a national level then the training is
provided.
➢ There are no obstacles faced in managing NGO’s because it’s a long-time

contribution and the staff become habitual of what they require and work
accordingly.
➢ There are certain changes that needs to take place according to the changing
requirement, but the changes do not require lot of investment.
➢ Staff strength and capacities need to be enhanced for future projects.
➢ Looking at the current scenario more marketing effort should be done at the
organizational level. As it is requiring to sustain in near future. More
awareness among people will lead to more funds.
➢ Sindhu Youth Circle publishes their magazine every year but Hari Kirtan
Darbar don’t do anything related to promotion of their NGO.
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7. SUGGESTIONS
• The government must support to the NGO’s. Then they can improve
their facilities.
• The trust can arrange some experienced visiting staff so that the
children can get the required knowledge.
• More volunteers should be encouraged to address the children so that

the additional coaching can be given.
• A professionally trained social worker should be employed at the

project officer’s level.
• The literacy levels of rural women are low and hence efforts to
enhance literacy levels in the area should be given priority.
• Government should come with a special policy to create a separate

cell for solving problems of NGO’s.
• More emphasis should be given on the training programmes so as to

create awareness about the different types of activities.
• The members suffer from lack of finance for the expansion of their
operations. This needs to be attended by banks and other financial
institutions. The NGOs may help them in getting loan from the
Government.
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8. CONCLUSION
A n N G O i s a n o n - go v e r n m e n t a l o r ga n i z a t i o n t h a t i s d ri v e n a n d
t a s k - o r i e n t e d b y individuals with one common interest. Most of the NGOs are
usually structured around specific issues like health, human rights or
environment. An NGO provides expertise and analysis and thus assists in
monitoring international agreements.
NGOs are very important since they offer an organization for local
communication, action and also distributing resources when there are no
existing local organizations. In fact, an NGO provides a mechanism that could
possibly work where the government has failed. As a result, it supports grass
roots initiatives as well as recognizing and responding to the realities of the local
people.
Since NGOs are actual non-profit organizations, various projects can be

achieved without having to use the government’s money. This is because there
are many private donors who support the NGOs and this means that there will
never be a lack of resources. Additionally, NGOs provide a good alternative to
creating mass access structures. These mass access structures are extremely
cumbersome, unreliable and costly.
NGOs are flexible in becoming accustomed to local conditions and

responding to the local needs. For that reason, they can experiment freely with
new approaches and take risks if necessary. They can develop integrated projects to
help the local people.
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9. BIBLIOGRAPHY & REFERENCES
o www.investopedia.com
o www.slideshare.com
o www.wifipedia.com
o www.ngo.in
o www.shodhganga.com
Alliband, T. (1983). Catalysts of Development. Voluntary Agencies in India,

Kumarian Press, Connecticut.
Vanitha, V. (1993). NGOs and Women Development in Rural South India. A

Comparative Analysis, Vistaar Publications, New Delhi.
Vijay, M. (1994). The Role of NGOs and Training Institution in DWCRA, NIRD,
Hyderabad
Suresh, K.A. (1990). Participation of Beneficiaries in the Development Programmes

of Non-Government Organization in Kerala, Journal of Rural Development, 95,
pp.911-915.
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10. ANNEXURE
QUESTIONNAIRE
Q.1 General Information

Name of the organisation:
Year of establishment:
Founder:
Total No. Of Members:
Name & Designation of respondent:
Total no. Staff:
Q.2. Under which acts NGO is registered:
Q.3. what is the geographical scope of your NGO?
Rural Urban Both
Q.4. About the Organisation:
i) How it gets started? What is the idea behind starting this NGO?
ii) Detail areas of works of your NGO:
iii)Vision:
iv) Mission:
v) Goals:
Q 5. What are the objectives of your organisation?
Q.6. Describe the organisational structure of your organisation?
Q.7. Describe the roles of various departments of your organisation?
Q.8. Details of the activities conducted.
(Describe Past, Present & Future activities)
Aim-
No. Of Participants -
How they organised -
Output-
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Q.9. which is the major funding source of our organization?

By donation by members
Q.10 Do you get support from government & other agencies?
Q.11 Is your organization having social tie ups with other organisations?
Q.12. Kind of Publication material NGO has
Regular Publication Special Publication
Regular (Posters, brochures, newsletter, magazine)
Q.13 Does your NGO conducts joint activities with another NGO?
Q.14 If you have been provided with some facilities what they will be?
Q.15 What are the barriers to growth for your organization?
Q.16 Achievements
Q.17 Does your NGO need any kind of training? If yes, please describe.
Q.18 What is your membership criteria?
Q.19 Does your NGO has volunteers other than members?
Q.20 Do you arrange awareness programmes and seminars?
(If yes then, how many programs you have arranged so far? And on which issues you
have arranged awareness programmes?)
Q.21 what projects are you currently working on?
Q.22 Any suggestions for effective functioning of NGOs.
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“A PROJECT ON CSR ACTIVITIES OF SINDHU

YOUTH CIRCLE AND HARI KIRTAN DARBAR

H & G H MANSUKHANI INSTITUTE OF

BATCH: 2017 - 2019

UNDER THE GUIDANCE OF

H & G H MANSUKHANI INSTITUTE OF

IN PARTIAL FULFILLMENT OF THE

BATCH: 2017 – 2019

UNDER THE GUIDANCE OF

I hereby declare that this report is submitted in partial fulfillment of the

Name : Shubham Dubey

Class : S.Y.M.M.S. (Finance)

Date : 23rd March 2019

Date: 23rd March, 2019

Prof. Anju Vaswani Dr. Swati Sable

It gives me immense pleasure in presenting this Project Report on “A Project on

1.1 THE MEANING AND DEFINITION OF NGO

A NGO is an organization consisting of private individuals who believe in certain

In simple terms, NGOs can be defined as “self-governing, private, not-for - profit

1.2 NGO’s IN INDIA

Today, the NGOs in the country assume a conspicuous role in multifarious

✓ A non-profit making, voluntary, service – oriented/ development-oriented

✓ It is an organization of private individuals who believe in certain basic social

✓ Social development organization assisting in empowerment of people.

✓ An organization or group of people working independent of any external

✓ An independent, democratic, non-sectarian people’s organization working for

✓ An organization not affiliated to political parties, generally engaged in

✓ Organizations established by and for the community without or with little

✓ An organization that is flexible and democratic in its organization and

1.4 TYPES OF NGO

Different classifications of the NGOs are mentioned in literature. The classification

NGO type by Orientation :

Charitable orientation: It often involves a top – down paternalistic effort with

Service orientation: It includes NGOs with activities such as the provision of

Participatory orientation: It includes NGOs with participation of local people

Empowering orientation: It is where the aim is to help poor people develop a

NGO type by level of Operation :

Community-Based Organization: CBOs arise out of people’s own initiatives.

City Wide Organization: It includes organizations like Rotary or Lion’s Club,

National NGOs: It includes organizations such as Red Cross, YMCAs / YWCAs,

1.5 CHARACTERISTICS OF NGO’s

II. NGOs are independent of government.

V. All NGOs are formed to serve a common purpose of benefit and / or

1.6 IMPORTANT FEATURES OF NGO’s

Management of non-governmental organizations

Two management trends are particularly relevant to NGOs: diversity management

1.7 RANGE OF NGO ACTIVITIES

Community Health Promotion and Education

Emerging health crises

Community Social Problems

• Product promotion and distribution (Bazaars etc.)

1.8 STRENGTHS AND WEAKNESSES OF NGO

o Quality of work: NGOs utilise the funds economically as already most of

o Speed of work: The communication is faster in case of NGOs since they

o Dependence on donors: This is the biggest weakness of NGO which

o Lack of skilled manpower: Technical ability is required for running the

1.9 SETTING UP AN NGO'S BY-LAWS

The frequency, notice, and quorum requirements for organizational

Membership and authority of committees or working groups. Many of an

Record-keeping and financial reporting responsibilities. In many countries

1.10 AN NGO APPROACH TO SOLVING COMMUNITY

1.11 FINANCIAL MANAGEMENT FOR NGOS

1.12 TOP 10 NGO’s of INDIA