Global Philanthropic Report 2019 - SECT, VKF & Go2C

Go2CPublications

The Global Philanthropic Report (GPR) 2019 is the culmination of the endeavours of friends and co-laborers, working towards sustainable social change in the world with all the possible resources in their network.

Global

Philanthropy

Report


Preface

Vasudhaiva Kutumbakam Foundation (VKF), Synergy Educational and Charitable Trust (SECT)

and Go2C Changemakers Foundation (Go2C) are working in collaboration to meet the targets set

by the Sustainable Development Goals 2030.

Synergy Educational and Charitable trust envisions a world of empowered communities and one

without poverty, which will help realise the true potential of every human being. SECT believes

in growth through sustainable development and strives to support causes such as Right to

Education, Right to Food, and Women Empowerment.

Go2C Changemakers Foundation is a platform of partnerships with multiple institutions -

ranging from governments to socially responsible corporates to nonprofits - trying to bridge gaps

in the public and social realm. It is a section 8 non-for-profit company incorporated in India.

Vasudhaiva Kutumbakam Foundation was birthed with a view to see the world as one family,

and respond with compassion to our sisters and brothers who are in need. It is a 501(c)3 exempt

non-profit incorporated in the US and works through partnerships with various stakeholders

globally.

SECT, Go2C and VKF work as cogs in the same wheel in our attempt to be of service to our people

and our planet, in alignment with the UN Sustainable Development Goals 2030.

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Table of Contents

Preface 1

Table of Contents 2

Our Serving Hands 4

Note from Vasudhaiva Kutumbakam Foundation 6

Note from SECT & Go2C 7

Acknowledgements 8

About VKF 9

About Go2C 10

About SECT 12

The Team 13

Executive Summary 14

Initiatives 16

Initiatives & Partnerships - Geographic Spread 16

Engagement Overview 19

Kids Educational Engagement Project 25

Young African Leaders Initiative (YALI) 32

MUKTI 36

Kalam Express 41

Aarogyam 49

Art of Play 56

Cochin Cancer Society 60

Mauna Dhwani Foundation 63

ESTAH Society 70

Every Child a Scientist 76

Nutrition Pilot Faridabad 80

Maher Ashram 86

Indian Housing Federation 91

Guru Puraskar Foundation 96

Bloomsday Clock 100

Adarsha Community Development Services 103

Citizens for Public Leadership (CPL) 107

Seafarer Training 110

Development of Panchayats 114

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iCall/Tata Institute of Social Sciences 120

Aloka Vision Program 123

Education Initiatives at Chennai, India 126

Corporate Collaborations 129

Shraddha Rehabilitation Foundation 135

Baptist Hospital Bangalore 139

Light Of Life Trust 146

Jan Jagriti Shakti Sangathan 149

Disaster Relief 153

Sanghamitra Institute 157

Jan Sewa Samarpan 160

Society For Children (SOCH) 165

Janapada Seva Trust 169

Smile Village 176

Kythe Foundation 183

LILA Foundation for Translocal Initiatives 189

Philippines Accessible Disability Services (PADS) 197

Institute of Mental Health (IMH) 205

Funds Raised per initiative (in INR Lakh) 209

People/Groups Served VKF/SECT/Go2C 213

Initiatives of UN SDGs addressed 217

List of Acknowledgements 228

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Our Serving Hands

The Vasudhaiva Kutumbakam Foundation

Vision

We envision the world as one family.

Mission

Working towards realising the full potential of all of us and achievement of the UN Sustainable

Development Goals 2030, while working in partnership with institutions across the world.

Website : http://thevasudhaivakutumbakamfoundation.org/

Synergy Educational and Charitable Trust

Vision

Comprehensive and holistic development of the country by empowering local communities and

panchayats.

Mission

4


To work towards realization of the vision through collaboration with multiple partners/experts

while sharing our learnings with the world at large.

Website : http://synergy-sect.org/

Government to Citizen Changemakers Foundation

Vision

Inclusive social development by better connecting governments with citizens, helping improve

citizen service delivery, and creating a collaborative environment between the stakeholders

involved.

Mission

To work towards realization of the vision through collaboration with multiple partners/experts

while sharing our learnings with everyone.

Website : www.go2c.in

5


Note from Vasudhaiva Kutumbakam Foundation

Dear Stakeholders and friends,

I am pleased to present the Vasudhaiva Kutumbakam Foundation (VKF) report of activities for 2018-19.

What began as a simple desire for likeminded peers with a vision for the world to journey along has

resulted in an initiative that is continuing to serve over thirty thousand people across the world, from

counties in Liberia to people with disabilities in the Philippines. Some of the needs served like healthcare

and education, are essential to these underserved communities as much as to us, such as the Aarogyam

motorcycle ambulance platform in hilly North India.

This report demonstrates the efforts put forth by VKF during the last year to make a difference to a diverse

group of communities, with critical needs, across our planet. The international nature of VKF’s efforts

means that collaboration and mutual support provided by our network of individual and partner

organizations is critical to creating an on-the-ground impact.

VKF has made significant strides in connecting to organizations at their ‘point of need’. VKF efforts,

whether through fundraising support, mentoring, process development, or on-the-ground engagement

has touched the lives of people in their health, educational, and vocational needs. Through collaborative

efforts we strive towards fulfillment of the Sustainable Development Goals.

As we reflect on our work, we find it phenomenal to see partners across the globe find new ways to

respond to changing times, and on how they have leveraged opportunities across the VKF network. Once

again, we greatly appreciate the efforts and support of our partners, and look forward to continuing to

make 2019-20 another impactful year.

Vasudhaiva Kutumbakam in Sanskrit means ‘The World is One Family’. We invite you to review our work

and come and be part of a global family in ways that you deem fit.

Board of Directors

Vasudhaiva Kutumbakam Foundation

6


Note from SECT & Go2C

Globally, one in nine people today (815 million) are undernourished. This is a reality, while ironically about

one-third of the food we produce the world over is wasted. More than five million children still die before

their fifth birthday, each year. Further, in India, a country we serve, over half of the women aged between

15-49 are anaemic. The UN Sustainable Development Goals thus reflect the kind of work that needs to be

done by those who have the means.

Through Synergy Educational and Charitable Trust (SECT) and Go2C Changemakers Foundation (Go2C),

we have put our efforts and resources into various initiatives that serve the marginalised and those living

in poverty in India. In many cases, we have put our shoulders alongside friends who are serving on the

ground, and in a few others, we ourselves have been boots on the ground to help bring value to citizens

and public systems.

Vasudhaiva Kutumbakam. We believe that the entire world is one family and one community. It is hence

our joy and duty to serve the other in love, out of commitment toward sustainable and collective growth.

The Vasudhaiva Kutumbakam Foundation (VKF) was born out of a hope to meet the challenges of a larger

global narrative and to shape responses to needs world-over and work with established local partners in

line with the sustainable development goals set by the UN for 2030.

Being responsible for the seafarer community globally, we serve on multiple fronts to ensure seafarers’

welfare. ‘iCall’, an initiative towards counselling over phone and email for distressed seafarers, was set up

in collaboration with the Tata Institute of Social Sciences (TISS) in response to addressing seafarer suicides.

We have also helped provide for seafarers who have met with accidents at sea or the families who have

lost their loved ones at sea. Having seen the need, we have also initiated scholarships for those who

cannot afford maritime education.

Going forward, we need more involvement on the ground towards focused, systemic, output-based

initiatives. We want all of our personal selves to feel the need and to act. With this intent, we publish this

report of our developmental activities of 2018-19, in the hope of inspiring everyone to do their bit for our

unfortunate brethren who are where they are for no fault of theirs.

Trustees, SECT & Directors, Go2C

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Acknowledgments

This report would not have been possible without those who brought structured and essential information

from the field to us. We thank them for their tireless efforts to support our work.

Many of our NGO partners have sent us relevant information compiled painstakingly by themselves for

which due credit is owed to them. Some secondary background information is collected from external

compilations of work available on relevant subjects too.

We would also like to thank those who helped review the information we put together, suggesting ways

to present better the work of our collaborators and partners. We would specifically like to thank those

who reviewed, edited and proofread this report.

A list of acknowledgments is mentioned at the end of the report. We remain grateful to them.

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About VKF

In an endeavour to serve the world as one family, Vasudhaiva Kutumbakam Foundation (VKF) understands

and engages with the work of nonprofit organisations and citizen sector organisations all over the globe

and be of service at their point of need. VKF values relationships and acts of service as hands of hope, that

build and sustain a family.

Some of the core areas Vasudhaiva Kutumbakam Foundation focuses on are the establishment and

maintenance of education , vocational, or public health programs for the welfare of the general public;

activities that highlight issues of climate-change; promotion and conservation of the environment, wildlife

and nature.

As a foundation, VKF may provide monetary support to and engage in joint ventures with other non profits

in carrying out the Foundation’s developmental work. In this endeavour, we carry out due diligence

through robust internal processes and engage in giving grants to our partner organisations. We work

towards bringing sustainability to see the engagements are self-sufficient and resilient within a reasonable

period of time.

VKF is headquartered in Connecticut, USA and is a registered 501(c) 3 exempt non profit .

9


About Go2C

Go2C is a Sec-8 social enterprise (not-for-profit), registered in India, created to better connect the

government directly with its citizens and become a means to facilitate citizen service delivery through

better system practices and a collaborative environment between stakeholders involved. Go2C was

created in late 2016 by the joint efforts of Government of Kerala, key stakeholders from the corporate

and social space. At that point in time, Go2C sought to act as a collaborative platform on which corporates

and non-profits could come together and work with various arms of the government to bring development

till the last mile. These included initiatives at the grassroots in terms of bringing safe practices of nutrition

and healthcare to improving public institutions of learning across the state. From this phase Go2C moved

on to working with various other stakeholders and initiatives across the country.

As a model, Go2C works with stakeholders who seek a systemic association (with governments of the

state and the center), helping them create ways of implementing the policies of government in letter and

in spirit. These stakeholders may also find themselves being the bridge to gaps which a government policy

cannot address or foresee. Further, collaboration from the corporate and social space helps bring the

knowledge and resources to shape government processes towards innovative ways of citizen service.

Go2C raises funds to run its own operations and also to meet the requirements for the initiatives it is

involved in. To avoid ambiguity and confusion, Go2C coordinates fundraising for all the social initiatives it

is working on, instead of multiple organisations/partners approaching public individually.

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The kinds of interventions Go2C seeks to bring can be divided into 4 categories:

Knowledge &

Structural Support

Co-created Action

Pilots

Institutional

Incubation/

Strengthening

Policy Advisory

1.We conduct

comprehensive studies

and structure

knowledge for various

interventions.

2.We help institutions

find their feet in terms

of structure &

Knowledge.

3.We document &

publish the important

social work practices as

documentation of best

practices on the

website.

We implement

research projects on

field with partners or

standalone, that builds

on a knowledge base

created for showcasing

alternate models

leading to:

•Improved delivery of

services

•Impacting a selected

part of society

•Creating alternate

partnership models

We work towards

strengthening the

existing institutions and

stakeholders, and the

efficacy of their

mandate through

partnerships and

creating collaborations

with likeminded

Institutions.

As part of our long

term mandate, policy

level recommendations

would be made from

our sector learnings, to

the government for

various sectors to

impact larger

populations across the

country in the future

So far, we have engaged with a few public sector and larger variety non-profit initiatives to be able to

further their work and better inform their decisions of engaging at an ecosystem level. We also use the

Go2C platform to create long term approaches to working with organisation, helping build their capacities

of their leadership.

As we grow, we will be using Go2C as our main vehicle of developmental activities in India.

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About SECT

Founded in 2011 as a non-profit organization, Synergy Educational and Charitable Trust (SECT) works

towards alleviating poverty and empowering communities to build a stronger and better India for

tomorrow. SECT uses an early education to livelihood approach to help children and young people break

out of the poverty trap. SECT supports campaigns like the Right to Education campaign, Right to Food

campaign and programs for women Empowerment. SECT also seeks to further the development of

Panchayats in India through comprehensive programs in health, education, water & sanitation and by

creating sustainable community based livelihoods. We also generate and share knowledge with diverse

stakeholders to bring about sustainable impact at scale.

SECT stems from our belief that organizations ought to be socio-economic citizens, and their objectives

must be in harmony with society’s goals. This is becomes SECTs responsibility too, expressing itself

through thoughtful and measured initiatives.

SECT has been using volunteering models to a great effect, especially among employees of the Synergy

Marine Group of employees and their partner organisation to foster a deeper connect with social needs

in their local geographies and take action to bridge those needs.

Working local with local nonprofits addressing issues in education, to responding towards natural

calamities such as the Kerala Floods 2018 and Cyclone Aila, SECT volunteers have made their small but

important mark within various larger social impact movements.

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The Team

Mike Kubena Rajesh Unni Sanjeev Namath Vishnu Swaminathan

Dr. S Padmanabhan HS Swaminathan V Ramadass S Mathavan

Jatinder Sandhu Priya Shenoy Brett Cotler Sunder kavirajan

Johnbin Thomas Sam Dasuru Lijo Chacko

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Executive Summary

"Whatever you do will be insignificant, but it is very important that you do it."

- M K Gandhi

Synergy Educational and Charitable Trust (SECT) was founded in 2011 as a non-profit organisation and has

since been working towards alleviating poverty and empowering communities to build a stronger and

better India for tomorrow. SECT has been using an Early Education to Livelihood approach to help children

and young people break out of the poverty trap. SECT supports campaigns like the Right to Education,

Right to Food, and programs for Women Empowerment and Development of Panchayats through

comprehensive programs in health, education, water and sanitation. Further, SECT has initiated a specific

initiative called ‘iCALL’ aimed at the specific addressal of mental health concerns of seafarers across the

globe. Seafarers can now seek counselling support on call and email for no charge via iCALL’s high quality

call center, set up in collaboration with the Tata Institute of Social Sciences (TISS). In the field of higher

education, SECT has also brought in a scholarship program to help deserving candidates avail maritime

education and get their sea-legs on Synergy’s ships.

In the education space, SECT has played a role in the development of Panchayats in Tamil Nadu, from

meeting infrastructure needs to supporting teacher resources in community-based projects so that

children from villages and fishing communities can avail the essentials of education after-support and

computer education.

Wanting to engage more deeply with the public sector to create focused efforts with the levers of

executive machineries in state governments across India, Government to Citizen Changemakers

Foundation (Go2C) came into being. Go2C’s mission is to bring all concerned stakeholders of a social issue,

from non-profits to corporates to work with the government, creating a forum of knowledge and action

toward efficient and transparent citizen service delivery mechanisms. From this mandate, Go2C has grown

to impact and further the cause of several citizen service delivery mechanisms across the country and

serve non-profit organisations who work with the government and marginalised citizen communities on

various fronts.

To deliver efficient healthcare to the last mile, Go2C has partnered with the ‘Indian Red Cross Society’ in

Haryana on initiatives such as Aarogyam, which is a motorcycle-ambulance that reaches out to

underserved hilly terrain, at Panchkula and the Kalam Express, a school on wheels for Children with Special

needs (CWSN) which caters to the home-based CWSN across Panchkula district. Further, Go2C works on

endeavors such as the Aloka Vision Program, that helps fulfill the need of essential eye-care in rural areas

through an innovative entrepreneur-driven model. Through Go2C, we are helping to further the mandate

of Shraddha Rehabilitation Foundation, which rehabilitates the mentally ill destitute on the streets,

reuniting them with their families in coordination with government agencies, and of Cochin Cancer

Society, which helps screen women across various districts in Kerala for the detection and treatment of

cancer.

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Through the Go2C nutrition pilot, we have been working to serve the needs of undernourished children

in Faridabad in coordination with the Women & Child Department, Government of Haryana.Go2C has also

been able to collaborate with organisations seeking to work at the public system level by helping to

support their needs. At a critical time, Go2C stepped in to extend financial support to Art of Play

Foundation (AoP) as they initiated their Learning League Program towards honing social and emotional

skills of children in government schools in Faridabad. AoP now works in 3 districts, viz. Ambala, Faridabad,

and Rewari in Haryana, building capacities of sports teachers across the state.

To build social-emotional skills of teachers in government schools and motivate them to relate better to

their children, Go2C helps Guru Puraskar Foundation implement their teacher awards program in

Faridabad, Haryana. We also work with the Dr M S Swaminathan Research Foundation (MSSRF) in an

advisory capacity for their “Every Child a Scientist” Program. Go2C liaises with Citizens for Public

Leadership, a program for better public awareness for professionals involved in the public policy and

governance space. Go2C continues to help Adarsha Community Development Trust, an organisation for

the blind run by the blind, to further their wish to educate visually impaired girls.

As Go2C, we also support non-profits such as Maher Ashram and Mauna Dhwani as they serve

marginalised communities, from those in tribal hinterlands to women, children and the elderly, who are

vulnerable to violence and abuse. Through Bloomsday Clock, a social enterprise that seeks to bring

sustainable livelihoods to rural communities in Maharashtra affected by farmer suicides, we seek to help

facilitate the implementation of models that can help. In the low-income housing space, we closely

partner with Indian Housing Federation (IHF) as they seek to provide access to low-income housing across

various states in India by bringing together various stakeholders involved. Go2C supported IHF in the

establishment of a working relationship with the Govt. of Haryana, and various relevant departments for

housing. Further, we continue to help IHF in curating their stakeholder platform network.

With an emerging need to connect with needs across the globe and help bring social impact through our

partners and friends, we further aligned our perspectives to the Sustainable Development Goals (SDGs)

convened and curated by the United Nations to be achieved in 2030. To this extent we also brought

together a more global act, the Vasudhaiva Kutumbakam Foundation. This helped weave in the SECT &

Go2C narrative on a global platform and connect with our partners on a global level . In Africa, VKF got

into the workings of facilitating an ecosystem of learning, education and development of African children

and young people. In Liberia, VKF partnered with the Kids Educational Engagement Project (KEEP), a much

needed initiative and stepping stone to reform education systems in a geography affected by war and

disease. Further, VKF has been engaging with the Young African Leaders Initiative (YALI) anchored by the

US Department of State to mentor and hone the skills of young African leaders. Through VKF we also

helped support women collective initiatives toward financial security in West Bengal, India .

As three separate entities under our philanthropic initiative work together towards the creation of social

value that seeks to bring about development while using resources in a sustainable fashion. And through

such outcomes we seek to uphold the ethos behind the SDGs 2030.

The Global Philanthropy Report delves into each initiatives discussed within the Executive Summary. After

each initiative, details of the number of people (groups) served and the funds spent are indicated.

15


Initiatives

16


Initiatives & Partnerships - Geographic Spread

17


18


Engagement Overview

The following table is meant to capture in snapshots, the various kinds of initiatives, communities and

causes that we have been trying to make ourselves useful to across India and the world.

Sl.

No. Engagement Sectors Nature of Engagement

1 Supporting KEEP in running

their education program in

Liberia

2 Supporting the Young African

Leaders Initiative Network

Education

Education,

Energy &

Livelihoods

Got a container full of books

delivered, creating channels

towards strategic and fundraising

support

Mentoring designated YALI Fellows

3 Supporting MUKTI in their

rural livelihood programs, in

rural West Bengal, India

4 Supporting Kalam Express

Initiative for Children with

Special Needs (CWSN) at

Panchkula, Haryana, in

conjunction with Red Cross

Haryana

5 Supporting Aarogyam, the

motorcycle ambulance

service, in conjunction with

Red Cross and the

Department of Health at

Panchkula, Haryana

6 Supporting Govt. Of Haryana -

Art of Play Pilot at Faridabad

Livelihoods

Disability

Rehabilitation,

Education,

Health, Nutrition,

Citizen

Empowerment

Health,

Emergency

Response, Civic

Infra., WASH

Education,

Life Skills,

Nutrition

Funded the start of a funding-pool

of a self-help women’s collective,

to kick-start a revenue generating

livelihoods initiative

Partnerships, Actively Coordinating

& Supporting

Fundraising Endeavors, Bringing

national recognition to Kalam

Express

Partnerships, Direct critical gap

funding from SECT. Raised funding

to cover the initiative for a year

with the support of partners

Partnerships with relevant Partner

Orgs., Direct critical gap funding

from SECT

19


Sl.

No. Engagement Sectors Nature of Engagement

7 Supporting Cochin Cancer

Society in their mandated

operations

Health

Partnerships, Funding support

8 Setting up and

implementation Support for

the Tantha Gatha Initiative of

Mauna Dhwani Foundation

Livelihoods,

Community

Development,

Water,

Agriculture,

Protection of

Vulnerable

Communities

Partnerships, Implementation

Support. Facilitated sponsorships

of 20 handlooms and contribution

of Rs 3 Lakhs as CSR support from

Carl Zeiss India

9 Governance and operational

support to ESTAH, an agribased

social organisation

10 Advisory Support to the Every

Child A Scientist Program by

MSSRF

Livelihoods,

Agriculture

Education,

Livelihoods &

Employment,

Environment

Partnerships, provisioning of a

tractor by SECT and facilitating

additional funding by an individual

donor, Knowledge Partnership,

towards Scale-Up and Government

Partnerships

Partnerships. Facilitated the

contribution of Rs 1 Lakh from

SECT

11 Implementing a Pilot on

community nutrition at

Faridabad, Haryana

Health, Nutrition

Partnerships, End-to-End

Execution Support

12 Supporting the development

of Maher Ashram,

Maharashtra

Destitute Care,

Mental Health,

Women &

Children,

Protection of

Vulnerable

Communities

Partnership Support. Facilitated

Program Sponsorships from Aker

Solution and Synergy Navis

20


Sl.

No. Engagement Sectors Nature of Engagement

13 Governance at Guru Puraskar

Foundation and establishing

credentials with Haryana

Government for

implementation

14 Supporting Bloomsday Clock

on Solar Farm Tuljapur

Proposal

15 Supporting Adarsha

Community Development

Trust for the visually impaired

16 Advisory Role to Citizens For

Public Leadership

Education

Energy,

Livelihoods,

Protection of

Vulnerable

Communities

Disability

Rehabilitation,

Health,

Education,

Community

Development

Youth

Empowerment,

Policy &

Governance

Partnership Support, End-to-End

Implementation

Partnership Support. SECT

organised personal and

professional transformation

workshop for the CEO. Got Tata

Power to draw up the detailed

project report (DPR)

Partnership Support. Facilitated

payment of rent of their office

space for a year by an individual

donor (Rs 1.2 L) and voice

recorders for 8 inmates

Advisory, Strategic Support

17 Scholarships to

underprivileged children for

Maritime Education

Education, Youth

Empowerment

Funding, End-to-End Execution by

SECT

18 Development of Chittukaadu

& Adigathur Panchayats

19 Development of the iCALL

Initiative

Education,

WASH,

Environment,

Gender,

Community

Development

Mental Health,

Seafarer Welfare

Funding, End-to-End Execution by

SECT

Funding of INR 14 Lakhs, Review

and Monitoring by SECT & Synergy

Maritime

21


Sl.

No. Engagement Sectors Nature of Engagement

20 Development and Scale-Up of

Aloka Fellows Vision Program

21 Education Initiatives in

Chennai:

1. Support: Hope School

2. Support: Evening Tuition -

Kottivakkam &

Velachery

22 Employee Engagement at

Synergy Offices globally (apart

from Rainbow Homes) :

1. Kythe Foundation,

Philippines

2. White Cross Homes,

Philippines

3. Phillipine Accessible

Disabilities, PADS

4. Salaam Baalak Trust, New

Delhi

5. Willing Hearts Soup

Kitchen, Singapore

23 Infrastructure Support

Development for Shraddha

Rehabilitation Foundation

24 Infrastructure Support for

Development of Light of Life

Trust

25 Helping sustain multiple

Community Health Programs

at Baptist Hospital

Public Health,

Livelihoods

Education

Education,

Health, Skill

development,

Elderly Care,

Disability

Rehabilitation,Pr

otection of

Vulnerable

Communities

Mental Health,

Protection of

Vulnerable

Communities

Education,

Livelihoods,

Energy

Health &

Nutrition,

Disability

Rehabilitation,

Education,

Livelihoods,

Protection of

Vulnerable

Communities

Partnership Support by Go2C

Partnerships & Funding by SECT

Employee Engagement and

Handholding

Partnerships Support. Raised funds

Partnerships Support. Raised funds

Partnerships, Fundraising

22


Sl.

No. Engagement Sectors Nature of Engagement

26 Supporting resource costs for

Jan Jagaran Shakti Sangathan

27 Supporting needs of various

kinds at the Rainbow Homes

at Pune

28 Disaster Relief towards floods

in Kerala & Cyclone Gaja in

Tamil Nadu

29 Helping facilitate Sanghamitra

Institute to run its mandate

for communities in Gaya,

Bihar

30 Supporting IHF on Haryana

Government Engagement

31 Supporting various activities

at Jan Sewa Samarpan,

Jharkhand

Livelihoods,

Education,

Community

Development,

Protection of

Vulnerable

Communities

Health, Women

& Children,

Education,

Housing,

Protection of

Vulnerable

Communities

Disaster Relief &

Support

Education,

Women &

Children,

Protection of

Vulnerable

Communities

Low Income

Housing

PVTG

Development,

People’s

Movements,

Education,

Community

Development,Pro

tection of

Vulnerable

Communities

Partnerships Support, Fundraising

Created channels of Employee

Engagement, Raised Funds,

Created Partnerships

Co-ordinated and funded the

serving of relief operations

Partnerships, Organisational and

Strategic Support, Fundraising

Partnership Support, Funding

towards resource costs of

implementation from SECT, Setting

up of revolving fund with ESAF

Partnerships, Organisational and

Strategic Support, Fundraising

23


Sl.

No. Engagement Sectors Nature of Engagement

32 Supporting activities at SOCH

in Odisha

Education,

Protection of

Vulnerable

Communities

Partnerships. Helped raise funds

for specific Project Initiatives

33 Supporting fundraising

activities at Janapada Seva

Trust

34 Engagement with SMILE

village, Phnom Penh,

Cambodia

Livelihoods,

Protection of

Vulnerable

Communities

Livelihoods,

Protection of

Vulnerable

Communities

Partnerships, Helped raise Funds

towards specific Project Initiatives

Bridged a specific need at Smile

Village

35 Supporting the initiation of

the Kythe Child Life Advocacy

Program at The Philippines

Public Health

Care, Mental

Health

Partnerships and Funding Support

36 Supporting the workings of

LILA foundation for Translocal

Initiatives

37 Supporting initiatives at

Philippines Accessible

Disability Services

38 Helping Bridge needs at

Institute of Mental Health,

Chennai, India

Higher

Education,

Education, Public

Discourse,

Citizen

Movements,

Philosophy

Disability

Management,

Education,

Protection of

Vulnerable

Communities

Disability

Management,

Protection of

Vulnerable

Communities

Partnerships, Fundraising

Partnerships, Specific support on

Initiatives

Specific support on Initiatives

24


Kids Educational Engagement Project

(KEEP)

Liberia, Africa

25


Background

While Sub-Saharan Africa has the lowest school enrolment levels in the world, Liberia’s education

indicators are some of the most lacking on the continent. Less than half the Liberian population

of 15- to 24-year-olds are literate, primary school enrolment is less than half, and about a third

of children who start primary school do not finish school. In 2013, not a single person passed the

entrance exam for the University of Liberia, out of the 25,000 people who took it.

The Liberian education system is still recovering from a prolonged and brutally destructive period

of civil unrest from 1989 to 2003, during which 80% of schools were destroyed or damaged. Long

standing effects of these 14 years of civil war, compounded by the 2015 Ebola Viral Disease (EVD)

outbreak that again shuttered schools, continue to take a toll on the fragile education system.

The civil war also ravaged much of the country’s trained workforce, with many people having fled

the country.

The Liberian education system further suffers from poor teacher performance. A recent World

Bank-funded survey, the Early Grade Reading Assessment, shows that many Liberian primary

school teachers lack adequate skills to teach reading, a fundamental tool for learning. Insufficient

resources and inadequate infrastructure are also making learning difficult in the country. Of those

teachers who are currently employed, most do not show up. Teacher presence in government

schools, measured by random spot-checking is only 40%. In the classroom, this results in poor

student achievement and a lack of effective classroom management.

To put this into perspective, a recent check found that 34% of Liberian students could not read a

single word.

26


A KEEP Reading Room

Public libraries are non-existent, and the role of libraries is undefined and unfamiliar to most.

Some public schools have what they call libraries, but they are mainly storage rooms for

government text books that may also be used as teacher break rooms. There is virtually no

publishing industry in the country, so the cost of books is high, and there is no widespread reading

culture. Reading is not something people generally do for pleasure, and children read only when

required in school.

About KEEP

When the government of Liberia closed all schools in the country as an effort to help curb the

spread of Ebola virus disease, Brenda B Moore, the founder of KEEP, started home-schooling her

two young children. She printed out free worksheets from the internet that matched the Liberian

national curriculum and did daily exercises with her children. While doing this, she realized that

other children in her community were idle during the period and decided to also reach out to

them.

27


Charlotte and Claudia enjoy the facilities at a KEEP reading room

Along with her husband and children, Brenda prepared 150 educative packets that contained

math and English worksheets, colouring pages, and learning supplies like crayons, pencils,

sharpeners, erasers, etc. Each week, she would take a new set of lessons to the children in her

immediate community. If the families worked with the children and they completed the lessons,

she would give a new set, all at no cost to the parents. Members of her community thought it

was a good idea and joined the weekly outreach activities, and it grew to about 25 volunteers.

The volunteers were all from diverse backgrounds. Ultimately, the initiative reached over 7000

children in 7 months in more than 70 communities in Liberia.

As Brenda went about implementing this initiative she realized she needed many more hands to

join her at the grassroots to lift Liberia from its current state. She also realized that there was a

long way to go in developing the education system and left a lot to be desired, with many of the

teachers she interacted with themselves direly in need of additional training. As she visited over

30 communities in rural Liberia and came face to face with poverty, it broke her heart and

motivated her to do more.

KEEP was birthed in the midst of this multifarious need, growing soon into a structured

organization that now works in several counties in Liberia providing various kinds of support in

the education sector, particularly at the primary school level. KEEP currently enables

communities to create spaces that attract children to reading, positions parents to hold schools

accountable, and cultivates national awareness around literacy and the importance of reading.

KEEP identifies under-resourced public schools by working with the Ministry of Education. The

schools are selected based on population, accessibility, and community interest. They then go

ahead to foster a partnership between the school, family, and the community. Through dialogue

28


with the town leader, the chairperson of the local women’s group, the parent teacher association

and members of the community, KEEP promotes a school environment that is conducive to

learning and supports strong family and community partnerships.

KEEP then develops a formal Memorandum of Understanding with them, the community, and

the parent teacher association (PTA) toward creating a library for the school. At the heart of each

agreement is community buy-in and agreement to provide the land or space and the labour for

the construction or renovation of a library. KEEP ensures that the land or building to be used is

owned by the community and not rented or personal property to ensure the school library

belongs to the community and cannot be taken away in the future. The PTA is usually responsible

for the library construction and integration of its use into the school. KEEP is responsible for the

design and oversight of the project, providing children’s books associated with a weekly reading

program, and teacher training for up to two years.

KEEP then supports teachers in teaching children how to read by engaging specialists to train the

teachers twice a year. Part of this training includes strategies to promote reading in children and

classroom management.

Toward securing books for the libraries, KEEP organizes book donations and book drives through

the Liberian diaspora and partners with Books for Africa, where she gets donations of nonacademic

books designed to help children develop an interest in reading. So far, she has received

up to 20,000 books and distributed 8,000 books to six reading rooms in Liberia, with each reading

room taking in about 1000 to 1500 books. After a period of two years, KEEP exits and allows the

school and the community to take full ownership of the library.

KEEP also engages in women and girls’ empowerment, creating livelihoods, access to justice, the

promotion of rights in schools, strengthening youth education through computer and reading

literacy programs, child sponsorship, and advocacy. Starting with the education of the child,

particularly at the primary level, KEEP remains committed to giving back and being a part of the

development and upliftment from poverty through education.

29


KEEP content designed to raise awareness among students to address Sexual Abuse

VKF Involvement

Through our global community, we came to know of KEEP’s needs. Althea Sherman, from the

Leadership of the National Oil Corporation of Liberia (NOCAL), facilitated our visit to Liberia to

engage with KEEP.

We were invited to explore advisory roles with respect to their partner NGOs in their country.

KEEP was one of their partner NGOs. We then visited KEEP reading rooms in Liberia.

Our team member visits a KEEP Reading Room in Liberia

30


Upon getting in touch with Brenda, and getting to know KEEP better, we facilitated the shipping

of a container full of books to Liberia. We helped navigate channels of shipping through which

the container of books could be safely delivered and used.

SECT/Go2C/VKF

Involvement

Sector(s)

Nature of Engagement

Direct/Indirect Beneficiaries

Supporting KEEP in running their education program in Liberia

Education

Got a container Library full of books delivered,creating

channels towards strategic and fundraising support

5000 Students, 13 Liberian Counties

31


Young African Leaders Initiative

(YALI)

Kenya, Uganda, Burundi | Africa

32


Background

The continent of Africa has the world's fastest growing population. Nearly 1 in 3 Africans are

between the ages of 10 and 24, and approximately 60 percent of Africa’s total population is below

the age of 35.

Hence, there lies an opportunity to harness the potential of Africa's tremendous youth

population to drive Africa's economic growth and create real prosperity. There also lies the

responsibility to connect with this population to be able to continue and advance peace and

security across the continent that has faced a variety of hardships through wars and political

stability on many fronts.

About YALI

The Young African Leaders Initiative (YALI) is a signature effort to invest in the next generation of

African leaders. Former U.S. President Obama launched YALI in 2013 as an initiative of the United

States Department of State to support young African leaders as they spur growth and prosperity,

strengthen democratic governance, and enhance peace and security across Sub-Saharan Africa.

Obama announced the creation of this Fellowship, which connects young African leaders to

leadership training opportunities at some of America’s top universities to expand their leadership

skills and knowledge, during his 2013 trip to South Africa. The U.S. Department Of State continues

to host and manage the YALI program to date.

YALI Leader Gloria works on the Cassava Value Change in Congo

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YALI aims at hosting, educating, and networking young African leaders with activities, including a

fellowship to study in the United States for six weeks, follow-up resources, and student exchange

programs. Through their time, they get to experience the American Education System and

community life while being hosted across 27 state universities across the U.S. During this time,

they also get involved in the American economy by way of internships and social service. This

education experience has been christened as the Mandela Washington Fellowship

Upon their return to their base location in Africa, YALI fellows continue to work on their areas of

interest while being connected to a strong alumni and mentor network. They also collaborate

with American businesses and initiatives that seek mutually rewarding experiences in their

respective local economies.

In 2014, the program was expanded to include four regional "leadership centers" in Ghana,

Kenya, Senegal, and South Africa. The initiative now has over 3700+ alumni and demonstrates

powerful stories of change.For example, Murendeni Mafumo from South Africa became a

Mandela Washington Fellow in 2014 as a scientist working in water purification and attended a

program at Yale University. Three years later, he launched a social enterprise, Kusini Water, with

a locally designed water purification system. The system uses an activated carbon filter made

from macadamia nut shells. For every liter of water his company sells, they provide 20 liters of

safe drinking water to communities that do not have access to clean water.

Murendeni with his home-grown technology

34


Murendeni is using his innovative work to bring systemic change in underserved communities.

He attended the Global Entrepreneurship Summit in May 2019 to share his expertise with the

international business community.

Ntsiki Biyela, an YALI alumna of the African Women's Entrepreneurship Program, broke new

ground as the country's first black female winemaker. Her incredible story from domestic worker

to winemaker is even more impressive considering the marketing inroads she has made both in

Africa and overseas, including in the United States.

VKF Involvement

Through mutual partners, VKF was introduced to a YALI Steering Committee meeting at Nairobi.

We were further brought in as an independent observer and consultant to the YALI Exercise, to

be able to support and bring in constructive feedback to the evolving program. From this stage,

VKF moved into mentoring specific fellows at YALI. Currently, we mentor two fellows, Mercy

Muthee at Kenya and Benard from Uganda.

Mercy is exploring the massive problem of premature deaths from illnesses attributable to

household air pollution from inefficient cooking practices using polluting stoves in Kenya. She has

leveraged our network and found a fair level of mentoring as she continues to explore solutions

towards the same.

Bernard from Uganda is the Executive Director of Focus Youth Forum (FYF). His non-profit is a

registered social youth enterprise whose aim is to fight poverty and unemployment among the

youth using practical business strategies.

We also help create productive conversations, insights, and networking for our mentees. We are

hoping to facilitate a visit to our Uganda Mentee by Ruth Mukwana, the head of the UN's

Refugees division of Asia. She is from Uganda too.

SECT/Go2C/VKF

Involvement

Sector(s)

Nature of Engagement

Supporting the Young African Leaders Initiative Network

Livelihoods, Education

Mentoring 2 designate YALI fellows

Direct/Indirect Beneficiaries 2 Mentees

35


MUKTI

Sunderbans, India

36


Background

The Sundarbans, to most Indians and people across the globe epitomise the largest mangrove

forest in the world. Hundreds of thousands of tourists throng the forest each year for a mere

sight of the Royal Bengal Tiger and the deadly crocodiles.

This beautiful (Sundar) forest (Ban) is also home to four million human beings. For the inhabitants

here, life is difficult. The government’s welfare policies hardly reach the villages. The place is

under threat from tidal floods, coastal cyclones, and other natural and ecological calamities.The

islanders face both visible and not-so-visible challenges.

The immediate impact of a visible and sudden climatic shock, such as flood or cyclone (a frequent

occurrence in Sundarbans), is often a sudden rise in the incidence of flood-related diseases (e.g.

diarrhoea and respiratory infections), especially among children. In the long run, healthcare

infrastructure takes a hit, making the already weak system more inaccessible and unaffordable.

Simultaneously, climatic shock erodes the opportunities for maintaining livelihoods and triggers

food insecurity, sucking people deep into chronic poverty, resulting in malnutrition and recurrent

disease. Hence, inhabitants suffer from poverty, illiteracy, poor healthcare facilities, a lack of

good infrastructure and common awareness.

About MUKTI

Having experienced poverty firsthand and then finding the opportunity to be one of the

privileged few to get to access opportunities of hope, a son-of-the-soil Sankar Halder and his

team co-founded MUKTI (liberation), to help break the cycle of poverty in the Sunderbans.

Halder himself from one of the villages of the Sundarbans, went on to study at the prestigious

Jadavpur University and is now working at a senior position in Tata Consultancy Services (TCS).

He remembers how he struggled to get textbooks during his school days. He wanted to end these

challenges for the next generation, and thus, in 2004-05, he started a Book Bank project.

MUKTI continues to provide text books to underprivileged students for free. Till date, it has

distributed books to 7,000 students in 22 higher secondary schools. The Book Bank is a resource

for all the course books for class 5 to class 12 students. It provides all enrolled students with

course books for a year. From this project, MUKTI has grown to reach out into needs pertaining

to livelihoods and rights, essential to the area.

37


Talented Students Sponsorship (TSS) is a MUKTI-based sponsorship program, in effect since 2006,

through which students across several districts in West Bengal have been provided with the

support required for higher education. It also initiated an after-school coaching program for

children in the Sunderbans. Over hundreds of farmers have benefited from this initiative.

In 2009, MUKTI Organic Farmers Association (MOFA) was formed. MOFA is a part of the

worldwide revolt against the unsustainable yet common inorganic farming. 852 farmers joined

hands and brought 2,000 acres of land under organic cultivation with MUKTI’s help. MUKTI is

now working on strengthening market linkages of MOFA organic products.

In the rights and governance space, MUKTI has been operating a Right to Information (RTI Act

2005) project since 2011-2012, covering people at the grassroots in South 24 Parganas district,

West Bengal. The functional areas of government administration MUKTI has helped tackled using

the RTI act are: bringing back halted public distribution schemes and mid-day meals, enforcing

senior citizen rights and Below Poverty Line (BPL) benefits, 100 days of work, SSC exam results,

and absences in officials manning the health department.

The Mukti Community Development Fund (MCDF) program was initiated to create sustainable

livelihood opportunities to bring poor families out of the poverty trap. MCDF is targeted at

women empowerment as it strongly believes that an ideal village is one where women have a

significant role to play in decision making. Further, to help women fulfill their economic and social

potential, MCDF was launched to enable them pursue their own small businesses.

Villagers in the Sunderbans area find themselves facing financial troubles too. They struggle to

keep up with high interest rates of micro-credit as microfinance institutions (MFIs) that fund

these loans in turn borrow from banks at high interest rates. Apart from this, loans for basic

necessities like sanitation, drinking water and vocational training are not easily available as they

need to be at low interest rates. Hence, there is an urgent need for availing low-cost loans.

MCDF came up with an interesting solution by asking individuals to become social investors

instead of donors. Firstly, by sourcing funds from all over the world, MCDF can provide cheaper

credit (half of the existing interest rate) to rural women. They secondly do so by enabling a

volunteer workforce of women to help facilitate micro-credit processes involved. Lastly,

borrowers tend to become more serious and passionate for their business as they have to repay

the loan – which sometimes lacks in the case of donations. So far, INR 2,426,500 has been

borrowed in the network by 174 borrowers of which INR 673,019 has been repaid. 20 of the

38


women have completely paid off their loans, being powerful examples of change as they have

begun to thrive sustainably. We entail some of them.

Brihaspati and Sannyasi Bag took a INR 10,000 loan through Mukti’s MCDF program for making

rice out of rice grain. Their entire milling process is done at home instead of going to a rice mill.

In the local language, the process is known as ‘Bhanakuto’. At first, rice grain is bought from the

market and boiled in huge earthen pots. Then it is dried and removed from the chaff. This

business requires space, labour, and a non-rainy weather.

Brihaspati and Sannyasi Bag

As the Sunderbans is a rice-consuming belt, Mrs. Bag’s average weekly turnover now is close to

INR 11,000. Advised by MUKTI’s field officers, they have stocked rice grains at a lower price for

the monsoon. Thus, with the seed capital, this family booked nearly 100 percent gains in six

months. As a next step, they are planning to open a motor garage for their son from the business

profit.

Sahida Seikh took a loan of INR 5,000 from MCDF for creating Zari work on sarees. For processing,

a wooden frame with some accessories needs to be procured, and that costs about INR 5000.

The sarees, zari and stitching materials are supplied by the vendors/shopkeepers. The labour

charges vary from INR 800 to 1500 depending on workmanship, and 4-6 sarees can be completed

in a month. In the second year itself, Ms. Seikh no longer required external funding.

39


Sahida going about her work

VKF Involvement

VKF facilitated funding of USD 3500 which was raised with the help of ICA (Indians for Collective

Action). This was spent towards kickstarting critical processes towards the initiatives of MCDF.

SECT/Go2C/VKF

Involvement

Sector(s)

Nature of Engagement

Supporting a mechanism for USD 3500 to reach MUKTI as a

seed fund, towards their Community Development Fund

(MCDF) program

Livelihoods, Gender Empowerment

Partnerships. Facilitated funding

Direct/Indirect Beneficiaries A collective of 246 Women

40


Kalam Express

Panchkula, Haryana, India

41


Background

There are about 97 children with special needs (CWSN) in various parts of Panchkula who are not

able to make use of various formal or special education systems provided by the government.

Their accessibility to the system could be limited due to various factors, some of which are listed

below:

1. The remoteness of location: A few blocks in Panchkula district are hilly and remote.

Further, some of the villages are not close to the facility where care for CWSN is provided.

Hence, the children there are unable to visit the Special Resource Centers of the

government regularly.

2. Physical limitation: Given their physical and mental states, children with special needs are

unable to traverse the long distances and avail any of the facilities available from various

government schemes.

3. Financial constraints: The families of these children are unable to afford specialised care

from private institutions.

4. Family structure: Given that breadwinners in the household may move out to work during

the day, the caregiver to the child (often the mother) may not be able to bring the child

to a resource center.

Children with cerebral palsy and autism who do not get access to physiotherapy and speech

therapy at regular intervals suffer from lasting forms of physical damage and mental decline. It

hence becomes important to address this issue of ensuring the continuity of special education.

There are 877 CWSN in Panchkula who can attend school. The district has 13 Special Educators

under the Rashtriya Madhyamik Shiksha Abhiyan (RMSA) who are qualified to cater to the special

education needs of these children. However, the special educators are unable to visit the children

at their homes to give them the desired attention, and the children suffer for want of attention.

The government currently meets the needs of CWSN in the country through a basket of schemes.

The Sarva Shiksha Abhiyan (SSA) mandates inclusive education of CWSN along with children

without disabilities. It seeks such inclusion through various techniques such as AIE (Alternative

and Innovative Education) and HBE (Home-based Education).

SSA categorizes children under the following categories:

1. Visual impairment

2. Hearing impairment

3. Mental retardation

4. Locomotor impairment

5. Learning disability

6. Cerebral palsy

42


7. Multiple disabilities

8. Others

The Rashtriya Madhyamik Shiksha Abhiyan (RMSA) enables all students with disabilities to

pursue four years of further secondary schooling after completing eight years of elementary

schooling in an inclusive and enabling environment. The scheme developed and used for this by

the Govt. Of India is the Inclusive Education of the Disabled at the Secondary Stage (IEDSS).

Both the above schemes are run by the Ministry of Human Resource Development (MHRD), Govt.

of India. Further, the Ministry of Social Justice & Empowerment runs the Deendayal Disabled

Rehabilitation Scheme (DDRS), which provides Grants-In-Aid to NGOs to run special schools for a

minimum of two years.

About Kalam Express

A School on Wheels for the children with special needs, Kalam Express aims to take holistic

healthcare and education to the door of every CWSN.

The modus operandi is that a customised mini-bus (Force Traveller) equipped with a special

educator, a physiotherapist, and a speech therapist (on need basis) are driven to the location of

CWSN every day of the month to impart special education and therapy.

There is a ramp that enables the CWSN to come onboard the bus to learn and play. The bus is

equipped with a library, play-and-learn kits, a television, a laptop, and physiotherapy equipment.

Provision for a laptop allows the special educator to take learning to the home of the child.

The bus has a fixed rota based system on which it will go to various children across the district of

Panchkula and ensure a fixed number of visits for every child in the entire course of the month,

working six days a week. The bus will also visit one school every day of the week to help ensure

its services can be centrally provided to the CWSN there.

The idea of the Kalam Express is that every CWSN needs to be met on a regular basis so that there

is a growth in his/her physical and mental levels. The gap in the requirement is bridged when

Kalam Express offers education (through animated films, songs, rhymes and learning tools), and

health support through a trained caregiver. Demonstrations and videos of physiotherapy and

psychotherapy can also be shown to the parents of CWSN so that they can learn and keep up the

momentum of care, benefitting the child.

Every CWSN is also given a special kit with play-aids and resources with which the child can be

engaged to move towards an improvement in motor, physical, and mental skills. This play-aid

provision is enabled through a government scheme. Kalam Express special educators teach the

CWSN to practice and make use of these play-aids in the presence of their parents.

43


For physically-challenged children, a set of basic movements is performed by the

physiotherapists to ascertain which way the joints can move. Resistance training along with

squeeze ball and gripping exercises are done to improve their motor skills along these lines.

A Child with Special Needs recites the names of fruits with a special educator aboard the Kalam Express at Morni,

Panchkula

44


The Kalam Express physiotherapist helps a CWSN with a physical need at Morni, Panchkula

It is through this continuous supervision and contact made collectively with the parent that the

CWSN will be expected to pick up basic skills which will be a relief to her/his parents.

The bus tries to optimise its time by going to the nearest school location where 2-3 home-based

children can come with the help of their caregivers. Otherwise, it goes to the home of the CWSN

and provides him/her special education there. In addition to all this, the Kalam Express is

instrumental in conducting surveys to include children who are not a part of the CWSN census so

that they can be included in the Sarva Shiksha Abhiyan records.

The Kalam Express also seeks to help set documentation for the children in place by advising

them on getting their disability certificates done and relevant AADHAAR linkage for access to

government schemes. The bus is named after Late Dr A.P.J Abdul Kalam, former President of

India, to pay homage to his enthusiasm to work with children and desire to bring change.

Kalam Express was the brainchild of IAS couple Ajit Balaji Joshi, DC Chandigarh, and Gauri

Parasher Joshi, formerly DC Panchkula. She is currently Director of Social Justice and

Empowerment Department, Govt. of Haryana. They had initiated the Kalam Express Program

during their tenure at Jind. Currently, the initiative is run both in Chandigarh and Panchkula.

At Panchkula, the Kalam Express is run under the District Red Cross Society. Day-to-day

operations are overseen by Mr. Joshi, Secretary, District Red Cross Society, while the DC

Panchkula (currently Mr Mukul Kumar) is the Chairman of the District Red Cross Society.

45


Kalam Express during Inauguration by the Hon’ble Governor of Haryana on Aug 15, 2017

The bus starts at 9:00 AM from the Red Cross Society Office and travels to various locations 6

days a week based on a Rota system set to accommodate 97 CWSN around Panchkula who need

home-based education and the 877 CWSN in various schools of Panchkula. Either the bus goes

to a school/PHC nearest to the location of the children to accommodate multiple children, or it

goes to the home of the child, in the case of a home-based child.

The Deputy Commissioner, Panchkula makes the appointment of a special educator for the bus

in consultation with the District Education Officer. The logic behind the methodology is that the

special educator of the region covered is on the bus as frequently as possible when a bus is

traveling in that particular region. The physiotherapists are interns from Government P.G.

College, Panchkula, who board the bus on a 15-day rotational basis. The driver is a staff of the

Red Cross Society. (Hence, the workforce costs are managed from the system itself.)

The parents of the children are informed over the phone or are apprised of the dates of the visit

by the affiliate school. Upon the visit and interaction, the Kalam Express staff intimate the date

of the next visit to the parent. There is a register on the bus that is used to keep track of the

lessons taught to every child and the physical exercises imparted.

46


A CWSN with visual-motor impairment receives education aboard Kalam Express at Morni, Panchkula

The initiative as a collective (Chandigarh and Panchkula) has been covered by print media such

as the Tribune in 2017 and also by Yourstory. The Tribune featured the initiative in Chandigarh

as a case study. A third bus was launched in Chandigarh in February, 2017. These articles include

success stories of individual children as well.

47


Our Involvement

A CWSN does motor exercises aboard Kalam Express at Morni, Panchkula

The Go2C team visited Kalam Express to understand needs and to document the initiative well.

There emerged a clear need to scale and fundraise for the project, owing which we began to

initiate fundraising exercises with various grantmaking organisations in the mental health space.

During this process, we helped bring national recognition to the Kalam Express by putting

together the proposal that helped it secure the Nipman Microsoft Award in the field of disability

in the Winner Category: Innovation – Non Technology.

As a second bus is being procured for Kalam Express, we are helping them find donors that can

help run the operations for that bus. From amongst the potential donors ranging from Mariwala

Health Initiative to NBCC CSR, we have been looking for an appropriate partner for the initiative.

SECT/Go2C/VKF

Involvement

Sector(s)

Nature of Engagement

Supporting the Kalam Express for Children with Special Needs

in Panchkula, Haryana

Disability, Health, Nutrition, Citizen Empowerment

Partnerships. Facilitated direct gap funding by Synergy

Educational and Charitable Trust (SECT).

Direct/Indirect Beneficiaries 877 CWSN / Families of CWSN

48


Aarogyam

Panchkula, Haryana, India

49


Background

Morni and Pinjore are hilly blocks in the district of Panchkula. They are also the only hill stations

in the state of Haryana, India, at about 4000 ft. above MSL in the midst of parallel ranges of the

lower Shiwaliks.

Large parts of the blocks are declared forests, and the roads, internal roads and tracks are Kutcha

(unpaved). Further, most of the villages and hamlets are scattered and sparsely connected.

Hence, access to frontline health services is a major challenge, with public demands for more

government Primary Health Centers (PHCs) in the area. Often, villagers may not have transport

facilities and may have to walk about 6-7 kilometers to avail of a health facility.

Below are photographs of a few hamlets in the ranges to provide a sense of the unserved

geography in the region.

Morni Hills: The remote Khadoon Bana Village, Morni Block

50


Morni Hills: The remote Kheda Bhagda village

About Aarogyam

The district administration of Panchkula accordingly formulated Aarogyam, a motorcycle

ambulance system to reach these unserved geographies in the hilly areas of Panchkula. The

system consists of a set of seven paramedics who operate motorcycle ambulances consisting of

a 150cc motorbike (Hero Xtreme) fitted with a sidecar stretcher. The bikes are stationed at

designated locations amidst six different clusters of Gram Panchayats (GPs) to cover all of Morni

and the hilly areas of Panchkula, each operating within a service radius of 20-25 kms (the rough

hilly terrain is also to be noted).

The sidecar serves as a stretcher to which a patient can be strapped if s/he needs to be moved

to the closest PHC in case of emergencies. It has been ensured that the motorbike is powerful

enough to run over hilly terrain, unpaved roads and tracks with or without the sidecar. There is

also an oxygen cylinder to manage the patient in case the need arises.

The personnel manning the Aarogyam Unit are mostly are qualified lab technicians/pharmacists.

In the course of their induction, they have been trained as paramedics by Alchemist Hospital,

Panchkula, and the District Red Cross Society through a short term training course, after which

they have been trained hands-on at the nearest Primary Health Center (PHC), by a medical

officer.

51


Aarogyam in operation, stabilising and securing a critical victim

An Aarogyam unit carries a kit to administer multiple services, which can go up to 20 when the

service is planned. The most common services offered by the Aarogyam unit are:

1. Attending to physical injuries, some needing immediate attention and stabilization of the

patient

2. Attending to aged patients who need blood pressure and diabetic check-ups

3. Attending to cases of severe symptoms of fever or breathing difficulties

4. Transporting critical patients to and fro between the house and the Primary Health Center

(PHC)

5. Transporting the ANM to most, and often difficult-to-reach, Anganwadi Centers to

administer routine/timely vaccinations

6. Administering injections for TB

7. Carrying blood samples from the sick

Aarogyam spreads awareness in government schools on basic health issues when required by the

health department thus ensuring maximum utilisation of the units.

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Services offered by Aarogyam: (Anti-Emergency First Aid), Check of Vitals and Transport of Patient to nearest PHC

There are 7 Aarogyam motorcycle units in operation during the daytime, of which four are

stationed at Morni and one at Pinjore. In the evening, one Aarogyam is operational at Morni.

There is one reliever at any point of time, ensuring a day’s rest for each Aarogyam unit/driver

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during the week. All the services are initiated when the patient calls upon the phone number of

the driver manning the Aarogyam vehicle.

The Aarogyam service is currently run under the district administration of Panchkula. Day-to-day

operations are overseen by the Secretary, Red Cross Society, Panchkula, and strategic decisions

are made by the Deputy Commissioner, Panchkula.

The service is offered free of charge to the public. The model has been made possible through

CSR funding, while day-to-day fuel and medicine supply is taken care of through the resources of

the health department. These expenses (fuel and medicines) are drawn from funds allocated

under the Mukhya Mantri Muft Ilaj Yojana. The funding for recurring expenses to pay out salaries

has been bridged mainly with the help of donations from two private hospitals namely IVY

Hospitals and Artemis Hospital. Additionally, SECT supported the salaries of 3 Aarogyam drivers

in the interim when there was a requirement of gap funding.

Impact

With the help of Aarogyam, frontline health workers such as ANMs and Anganwadi Workers have

been able to reach difficult-to-access areas frequently. Earlier, they would have had to travel on

their own and make use of infrequent public transport to access their patients in remote subcenters

or hamlets. Their difficulty to travel due to such logistical issues have been overcome

with the help of the Aarogyam, as brought out by the Medical Officer in Charge of Morni PHC

during our conversations with him.

There have been instances where Aarogyam has been instrumental in bringing in critical patients,

who have been stabilized after they reached the PHC. As per the Medical Officer of Morni, this

service by Aarogyam has been invaluable, as lives have been saved in the process. From helping

deliver a 48-day injection program to a TB patient to ensuring the course of medicine for diabetes

for the elderly, the Aarogyam program has created access to last-mile healthcare in the hilly areas

of Morni by way of a simple phone call. It also saves the burden of travel for sick people who

would otherwise need to walk by foot from remote locations or catch uncertain transport to

reach a PHC. The table below shows operations of Aarogyam from 13 May 2017 to 31 Mar 2019.

No. of

Aarogyam

Platforms

Total

distance

covered

(KM)

No. of

Patients

Carried

from House

to PHC

No. of

Patients

Carried

back from

the PHC

No. of

trips to

Schools

No. of Trips

made to

Anganwadi

Centers

(AWC)

No. of

other cases

attended

to

7 40207 867 700 877 1011 18894

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The Aarogyam project has been recognized on multiple fronts:

I. The project was launched by the Chief Minister of Haryana in May 2016 in Panchkula,

Haryana.

II. The support and the coordinated efforts of the district health department in funding

expenses made on fuel and restocking of the medicine inventory from time to time are

notable. It shows that the project is recognized by frontline health workers and has

seamlessly integrated into the existing gap in the system.

III. The Project was awarded the Skoch Order of Merit award (for health services) for the Top

50 projects under the Swachh Bharat Abhiyan, Govt. of India.

SECT Involvement

When the resources to support recurring costs of driver salaries ran out post FY 2017-18, Go2C

stepped in by providing for the cost of 2 Aarogyam paramedics for three months. Besides, Go2C

kept a lookout for other funders who could help bridge the needs for a financial year, during

which Aarogyam found funding for a few of the paramedics.

Meanwhile, we helped connect The Hans Foundation to Aarogyam, from presenting and writing

the grant proposal to successful adoption of the initiative in the Hans Foundation Portfolio. The

Hans Foundation has begun to fund the salaries of the paramedics to the tune of INR 16.3 lakhs

for the financial year 2019-2020. Our friends from Cause Because helped us strengthen this

relationship.

SECT/Go2C/VKF

Investment

Sector(s)

Nature of Engagement

Direct/Indirect

Beneficiaries

Supporting Aarogyam, the motorcycle ambulance in conjunction

with Red Cross Society and the Department of Health in

Panchkula, India

Health, Emergency Response, Civic Infra., WASH

Partnerships, direct gap funding from Synergy Educational and

Charitable Trust (SECT)

20,461 / 1,25,605 People

55


Art of Play

Faridabad, Haryana, India

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Background

The importance of sports and fitness in one’s life is invaluable. Playing sports inculcates team

spirit, develops strategic & analytical thinking, leadership skills, goal setting and risk taking, while

also teaching one to fail/lose with grace. A fit and healthy individual also leads to an equally

healthy society. However, it has been reported that 93.7% of Indian young adults do not have

access to organised sports. (Ministry of Sports and Youth Affairs Annual Report, Government of

India).

Further, the 198 million Indian children who go to 1.5 million schools in the country today on an

average receive only 30 mins of instruction time per week (UNESCO Report). It is hence no

surprise that one in every two children in tier-1 cities is unfit for dynamic physical activity. For

the past eight years, Physical Education (PE) teachers in government schools have not received

in-service training. Grade-specific learning outcomes, assessment, and teaching methodology are

not available, unlike other subjects. Hence, delivering an inclusive physical education to curate

social and emotional skills in children is a challenge that remains unanswered in our country

today.

The government did define a National Curriculum Framework (NCF), which suggests 100-150

hours of physical education (PE) for student classes from grade 1 to grade 8. However, PE

teachers didn’t know what they were supposed to teach and what students were supposed to

learn. Thus, PE class became just an extra class/session, with the most common sight being 40

children running with one ball for 40 minutes without knowing what to learn.

A few for-profit companies came up to deliver sports education to private school students.

However, the cost per child is about INR 4,500 to INR 10,000 for a year, and their operations are

limited to about 200 schools. A few non-profit institutions have begun to engage in this space,

but the larger need still remains.

About Art Of Play

Art of Play foundation (AoP) works to transform physical education (PE) to make it an essential

learning experience for the students of grades 1 to 8, with grade-specific curriculum &

assessment.

Their key intervention is called the Learning League Project, which involves deploying specific

variations of football that involve all children in the session through the leadership of the Govt.

PE teacher. Each 45-minute session of the Learning League is curated and handheld by the artof-play

educator as per the overall curriculum framework. Eighty of these sessions are structured

over 40 school weeks, within which assessments are conducted to understand student learning

improvements. The sessions are designed in such a way that every child gets ‘action’ time.

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The educators provide on-field demonstration on the toolkit, handholds, and troubleshoot

operational issues. Together with teachers, he/she will ensure that 100 hours of PE teachinglearning

are delivered to students per class. The intervention is conducted through two different

intervention models. Through the Training of Teachers (ToT) model, AoP trains existing PE

teachers of government schools via workshops on curriculum, assessment, and teaching

methodology. Post-workshop, teachers incorporate and disseminate learnings into PE classes

with selected grades, while AoP Educators provide supportive supervision periodically.

The teachers also receive a formal certification from Art of Play Foundation at the end of the 1-

year program. This model is run in a cluster of about 30 schools. Through the ‘Direct Impact

Model’, the AoP sports educators go to school thrice/twice a week and conduct classes directly

with the students. During its engagement with the school, the AoP Intervention makes it a point

to do a thorough baseline assessment to measure the physical and social-emotional skills with

the help of accredited standards. Through the course of the engagement, 100 hours of PE

learning-teaching for every child is ensured by the PE teacher and AoP educator. Post these hours

of Involvement, AoP seeks to measure the improvement and both physical and social-emotional

skills through an end line assessment.

AoP also curates and organises cluster-based football league and mega football tournaments to

keep the momentum up and generate a buzz around the program. AoP uses the National

Association for Sport and Physical Education Standards (NAPSE) standards for measuring physical

skills and Dream-a-Dream Learning Assessment (DLSAS) to measure the social and emotional

skills increments in output.

In Faridabad district, AoP engaged with 30 Government Schools, some of which were exclusively

girls schools, to implement the Learning League Program in June 2018. As a result, it started

engaging with 1101 students and 27 sports teachers from these schools. AoP has so far conducted

baseline assessments and trained teachers for their ToT Model and is now in the process of

conducting the experiential 100 hours of Physical Education per child. As the work continues,

some of the teachers have gained capability to be able to take sessions on their own, 10 of the

27 are doing so independently. We expect that the social, emotional and physical skills of the

children to grow by 20% as promised by the ToT Model.

Currently some of the teachers in Faridabad even discuss feedback with AoP to refine their

program locally, and we can see that the good work at Faridabad is beginning to grow.

Our Involvement

After getting to know of AoP, Go2C went in to understand and document their work better. Given

AoP was looking to set up their work with the Department of School Education, Haryana,

concerning 30 schools in Faridabad, Go2C helped bring some critical interim funding while

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journeying with AoP to be able to effectively continue their work while they raised the larger

quantum of funding required for the project.

Further, Go2C also brought fruitful connections to help create diverse experiences for Art Of

Play’s work, from connecting them to the Wonderoom Project being executed by the Rajiv

Gandhi Trust to the Experiential Learning Module of the Young India Fellowship, Ashoka

University.

Art of Play mentees at a Government School at Ambala, Haryana

SECT/Go2C/VKF

Involvement

Sector(s)

Nature of Engagement

Supporting Govt. Of Haryana - Art of Play Pilot in Faridabad in

conjunction with District Education Office

Education, Sports, Social Skills

Direct gap funding, Partnerships Support

Direct/Indirect Beneficiaries 1128 Children / Families of Children

59


Cochin Cancer Society

Cochin, Kerala, India

60


About Cochin Cancer Society

The Cochin Cancer Society (CCS) is a charitable society that was started in 2004 when a few likeminded

people joined hands to help poor patients. The members of CCS are usually individuals

who don’t have cancer, but have close relatives affected by cancer, and doctors who look after

cancer patients.

Objectives of CCS are to support poorer sections of society impacted by cancer, to educate the

public about cancer, and to conduct camps for early detection of cancer among women. CCS

works on the health issue of cancer in Kerala through multiple fronts of the ecosystem:

1. They provide free homestay facility with food and transport for needy patients and their

caregivers who come from far off places.

2. The society supports financially needy patients by giving a grant to support their

treatment cost.

3. They conduct public awareness programs through talks and seminars on cancer education

in schools, colleges, and other public forums.

4. They conduct early detection camps through mobile Thermomammograms to screen for

breast cancer among women.

5. CCS does pre- and post-treatment counselling services for patients and caregivers.

6. The society has also initiated programs like Kalikkootam and Communion which enable

children and adults affected by cancer to gain confidence by sharing success stories of

their fight against cancer.

Our Involvement

After discussions with the leadership of CCS, SECT got involved in serving their mission to reach

out to women across Kerala and provide screening facility for them for breast cancer through

Mobile Mammogram Units with the requisite facilities.

SECT facilitated provisioning of the recurring expenses of drivers who would man the two Mobile

Mammogram Units (MMUs). The MMUs have since toured across several districts in Kerala and

have conducted awareness and screening camps for women and patients, helping further the

fight against breast cancer. We have helped facilitate the payment of INR 20,000 per month

towards the salary of each ambulance driver of CCS . The has helped sustainably continue the

initiative.

During the financial year 2018-19, Cochin Cancer Society did 2700 scans across Palakkad,

Malappuram, Trichur, Ernakulam, and Idukki districts of Kerala. About 21 women were saved by

early detection and treatment of cancer, while the testing was really helpful in ascertaining

whether there was a breast cancer development or an ovary cyst in many others.

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One of CCS Mobile Mammogram Units with the Staff

Awareness Camps being held by CCS with the help of MMU

SECT/Go2C/VKF Involvement

Sector(s)

Nature of Engagement

Ensured funding support for the Cochin Cancer Society in

their mandated operations

Health

Funding, Partnerships Support

Direct/Indirect Beneficiaries 300+

62


Mauna Dhwani

Mayurbhanj District, Odisha, India

63


Background

Chuliaposi and Machhia are tribal villages in the northern district of Balasore, in the state of

Odisha in India, where the majority of the population are weavers. Weaving has been a part of

their tradition, and almost the whole village is skilled and engaged in traditional handloom cotton

weaving, a fine craft passed on to them as ancestral heritage through generations. They were

passionate about the craft and it also provided them with a sustainable livelihood: the entire

family worked in tandem, and the flexibility of the work ensured that women were a major

contributor to this.

Over the last two decades, where the country’s handloom weavers’ count has reduced by more

than half and the weaving ecosystem has disintegrated considerably. The slow death of the

handloom industry (due to the ineffective implementation of laws protecting their craft from

power looms), coupled with weak cooperative alliances and the lack of access to wide

marketplaces, has led to insurmountable debts, loss of artistic dignity, and poor socio-economic

standards, culminating in cases of suicide amongst this community. Uncertain about their future

and staring at starvation, the craftsmen who in the past were engaged in crafting some of the

most intricate heritage weaves have had to resort to taking up work at quarries or agricultural

and manual labour.

Go2C ‘hearing’ the community with Team Mauna Dhwani

As if this deprivation of artistic practice was not enough, to compound the situation, the

‘desertification’ phenomenon caused by groundwater depletion in the nearby areas has reduced

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farming to a ‘one-season’ activity, thereby making it even more difficult for the villagers to sustain

themselves through agricultural work. The worst hit by this calamitous situation are the

scheduled caste and scheduled tribe communities of the village who were dependent on daily

wages from labour on these farms. The struggle for survival in the current times is glaringly

obvious not only in the malnourished appearance of the villagers but also in the ring of despair

that was palpable in all their conversations.

Desertification in the Village Area

About Mauna Dhwani

Mauna Dhwani Foundation is a not-for-profit social enterprise registered in Bengaluru, India. It

aims to facilitate the revival and resurgence of personal and community identities by enabling

the disenfranchised sections of society to find powerful voices and, thus, their rightful places.

The foundation's efforts are primarily focused on rehabilitation and resurgence of women

survivors and marginalised communities, the goal being to enable their integration into

mainstream society through a holistic three-pronged methodology:

● Self-Empowerment: Enabling the process of finding one’s own internal strength and

resources to drive self-development and growth.

● Skill-Enhancement: Creating and implementing a skill development framework that aids

in transitioning from un-/semi-skilled to expert levels.

● Sustainable Livelihood: Providing enabling resources and networks to sustain an adequate

income.

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Mauna Dhwani employs long-term, sustainable, bottom-up strategy in its projects to meet its

vision, the essence of which is in the role it envisages for itself: that of facilitating the

transformational journey from lack of identity, lack of a voice, and the silence of exclusion

(‘Mauna’), to the liberating, assertive, and inclusive voices of individuals and communities

(‘Dhwani’).

At Chuliaposi and Machia, the primary goal of Mauna Dhwani’s involvement is to enable

sustainable livelihood through the revival of cotton weaving of the five rare weaves identified in

Chuliaposi and Machhia. Called Tanta Gatha (which means story of weaves), the heart of this

project reverberates with the weavers’ desire to return to their heritage of looms and craft. With

the hope to birth a unique identity once again for both the weavers and the community, and for

the revival of agency of these village communities, Tanta Gatha focuses on:

1. Creating a growth mindset and personal drive

2. Progressive skill enhancement

3. Facilitating networks and market spaces

The key success factors of the project will be a self-sustaining producer group led and

administered by the local weavers and a well-developed network of buyers.

The secondary goals of this project are:

1. To address the ‘desertification’ issue by conserving water through watershed

management and in turn raising groundwater levels.

2. To facilitate access to healthcare through medical camps and tie-ups.

3. To augment the local primary school with resources that facilitate high quality learning.

Or if needed set up a primary school.

Tanta Gatha envisions an active facilitation and leadership role for five years in Chuliaposi and

Machhia, followed by another five years of close mentorship of the local leadership.

Based on the resounding agreement of the villagers of Chuliaposi and Macchia to re-initiate their

livelihoods through weaving, Mauna Dhwani team started initiating a range of activities. The

Tanta Gatha initiative started with a quest for the master weavers that took them on a journey

of over 3000 kilometers across Odisha by road through Dhirakul, Dhenkanal, Nuapatana,

Maniabandha, Koraput, Jeypore, Kotpad, Junagadh, Bhawanipatna, Munegowda, Chatikona,

Behrampur, Bomkai, Bhubaneswar, Balasore, Udhala, and Chuliaposi.

Post identification of trainers, a community center was improvised and set up in a cattle shed,

where about 19 women weavers were trained on the handloom to hone their skills and create

designs and fabrics that can be brought to quality standards for the current handloom market. 6

handlooms were purchased and installed.

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The first set of 19 trainees at the Community Center

A local team has already been placed in Chuliaposi for administering the first set of products,

produced by the trained set of weavers.

Next Steps

Beyond the initial success of Tanta Gatha, Mauna Dhwani Foundation plans to construct a larger

community center, a small residential complex, and toilets. Further, the number of looms are

sought to be scaled up to 25. A raw material bank is sought to be made, while marketplaces (

offline and online) are to be set up to initiate the forward and backward linkages required to help

Tanta Gatha succeed and flourish.

Further, telecom facilities, and provisions for health check-ups are sought to be created. Tanta

Gatha seeks to reach a goal of training and facilitating sustainable livelihoods for about 100

weavers and their families.

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Trainers and students Weaving at the Community Center

Our Involvement

Go2C was instrumental in setting up Mauna Dhwani Foundation and co-creating the Tanta Gatha

initiative find relevant field partners for Mauna Dhwani to operate in their chosen geography and

sector. Go2C also facilitated the creation of the Special Purpose Vehicle, Tanta Gatha Foundation

where the majority of the Board of Trustees are the tribal women weavers of Chuliaposi.

From remote project management to actively supporting implementation on the ground during

scheduled review and monitoring visits, Go2C has helped hand-hold and take strategic decisions

for Mauna Dhwani. It is also in the process of assisting Tanta Gatha to propose and seek funding

for the longer term from relevant partners. Go2C also was part of the long haul that helped

Mauna Dhwani avail INR 1.3 Crore via the Scheme of Fund for Regeneration of Traditional

Industries (SFURTI), Ministry of Micro Small and Medium Enterprises, Govt. Of India.

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Team Tanta Gatha

SECT/Go2C/VKF

Involvement

Sector(s)

Nature of Engagement

Setting up of Mauna Dhwani Foundation, Creation and

Implementation Support for the Tantha Gatha Initiative

Livelihoods, Community Development

Partnerships & Implementation Support. Facilitated

sponsorships of looms and contributions from Government

and Corporates

Direct/Indirect Beneficiaries 100+ / 2 Panchayat Communities

69


ESTAH

Krishnagiri District, Tamil Nadu, India

70


Background

Thalli and Kemangala are blocks in Krishnagiri District of Tamil Nadu, where small and medium

farmers lead tough lives. With the reduction in bullock power and increase in tractor hiring costs,

in addition to unavailability of labour for important works like sowing and harvesting, farming

costs them much more than the earlier days. Further, due to a lack of interest from the farmers

on soil improvement activities, soil crusting is a big problem in many farms. In addition,

unpredictable rainfall leads to their having to deal with poor soil conditions. Though much

emphasis is laid on small farm mechanization, the results are not up to the mark due to nonprofitability.

Small land holdings and high initial rental cost of large machinery also discourages

small and medium farmers from opting to use them.

Further, timely availability of machinery is one of the biggest challenges. The farm mechanization

industry lends poor support in terms of focus on the manufacture of high-quality precision

machinery for small farms. This scenario has resulted in a large number of industries fabricating

very poor standard of farm equipment. There are many maintenance problems with selfpropelled

machinery, and there is a clear missing link when it comes to training on machinery

supplied to the farmers. Driven by passion to bring about equality in society and ensure harmony

amongst these farming communities, ESTAH Society was started in the year 2009 by Achuta Rao.

About ESTAH

ESTAH is headquartered at Bengaluru and has been instrumental in reaching social entrepreneurs

across 40 towns in 4 states of India. A poignant question which he founder asks is, “Why is it that

the people who feed others goes to sleep hungry?”.

ESTAH develops livelihood models with a strong focus on rural entrepreneurship. It works on

objectives leading to the strengthening of farmer producer organisations (FPOs), vocational and

skill training, and creating a network of entrepreneurs who can become a strengthening voice in

their village communities. As a part of this, ESTAH is working towards:

● Organic farming with the stated mission of increasing the income of farmerentrepreneurs

substantially.

● Mobilising farmers in various clusters and getting an agreement from them to aggregate

and cultivate their land using multi-cropping techniques.

ESTAH has been accorded approval by NABARD to set up and hand-hold 5 FPOs.

71


Soil Conditions in Krishnagiri District

Our Involvement

ESTAH, with its own experience and trained team of experts, has been guiding their farming

communities all this time, but with limited resources. To be able to work on their

farmer/producer-based activities better, ESTAH requested SECT to bridge the need for a tractor

to use in Santhanapalli in Tamil Nadu. The tractor would help solve the labour issues which are

quite high in the intervention area. The tractor would not only save time but also ensure

efficiency of de-weeding and bed-laying work.

On SECT's advice, ESTAH went about laying the groundwork to set up an FPO which would ensure

that the tractor is not only optimally utilised but also not over-exploited. The tractor would be

stationed at ESTAH’s model farm and given to farmers, who have an MoU with ESTAH, on a needto

basis. A pay-and-use approach will be used for the service where ESTAH prepares a timesheet

for tractor services. A log book is maintained to record farmers’ basic information, purpose of

use, number of hours operated, fuel consumed, and any other information related to the use of

the tractor. All operations and maintenance of the tractor is done with the help of the caretaker

at the model farm. SECT facilitated ESTAH to purchase a Euro PowerTrac Tractor by paying Rs 7

lakhs towards its purchase.

Upon securing the tractor, it was stationed between 2 FPOs namely Multi Crop Natural Farming

Company, Thalli and Multi Crop Natural Farming Company, Kemangala. These are located at the

72


Thalli and Kemangala blocks in Krishnagiri District. Around 60 farmers make use of the tractor’s

services.

Euro Powertrac Purchased by ESTAH

The situation has drastically improved, and now most of the Farmers are using the tractor with

precision planter and herbicide applicators as a part of their natural farming methods. With

additional accessories that other donors gave to ESTAH, the tractor can do three operations at a

time - seed sowing, fertiliser application, and herbicide spraying.

This setup can work well in two-way sloppy lands because of individually operated spring-loaded

equipment. Separate seed and fertiliser boxes are available for inter-cropping. Separate seed

metering plates are also available for different crops.

The field coverage with the help of a tractor now has become 0.48 hectare/hour. ESTAH also

uses the tractor for double furrow multi-crop planting systems developed for pulses, millets, and

vegetables, which are now being cropped together. This was developed based on farmers’

request in specific locations. The new system has also resulted in improved water conservation.

73


Other benefits due to the tractor have been the in-situ conservation of soil and water sowing

across the slop in 25 hectares covering 60 farmers. The usage of farm mechanisation resulted in

11-13% increase in different crop yields.

The use of tractor and planter for different crops also avoided damage to the crop due to excess

rainfall in Kelamangalam and Thalli. With the tractor, ESTAH realised about 40% more yield

compared to conventional sowing. They also observed zero Till after harvest of different varieties

of the crop in 5 hectares covering 15 farmers.

The zero till meant that the soil would be undisturbed post-harvest by tillage, leading to higher

retention of organic matter. The technique would also lead to a larger amount of water retention

and lower soil erosion through wind, creating more resilient soil. This saved the cost of field

preparation and increased 15% grain yield. Hence, improved farm equipment and agricultural

practices could help enhance the growth of farmers on different varieties of land through

increased crop yield and reduced cost of operation through an affordable custom hiring services.

An Irrigated Furrow raised with plastic mulching bed system for vegetable cultivation was

promoted to enhance crop yield (10-15%) in 40 farmers’ fields. It saved 25% seeds and 30%

irrigation water. ESTAH made all the equipment accessible to the farmers at an affordable price

for rent, which proved to be a very big value addition.

74


Farmer FPOs being mentored by ESTAH

SECT/Go2C/VKF

Involvement

Sector(s)

Nature of Engagement

Facilitated Funding for ESTAH, an agri-based social

organisation

Agriculture, Livelihoods

Partnerships. Facilitated financial Contributions from Synergy

Educational and Charitable Trust (SECT) and from an individual

donor from SalesForce.

Direct/Indirect Beneficiaries 60 Farmers / 2 Development Blocks

75


Every Child a Scientist

Chennai, Tamil Nadu, India

76


Background

Article 13 of the Convention on Biological Diversity (CBD) emphasises the need for public

education and awareness about the importance of, and the measures required for, the

conservation of biological diversity. The use of and the inclusion of biodiversity topics in

educational curricula have also been highlighted. The Global Biodiversity Strategy (WRI IUCN,

UNEP 1992) suggests that the national biodiversity curricula focus on contributions to community

food, health, and livelihood welfare, and should be developed in partnership with teachers,

NGOs, and national ministries of education and environment.

However, even a decade after the adoption of the CBD, biodiversity education remains a

challenge in several developing countries. As a result, students and teachers are losing

opportunities to understand the significance of their surrounding biotic world and its various

ecological, economic, physical, and cultural manifestations. In India, in recent years, both

government and non-government agencies have made several attempts to reach out directly

through formal and informal approaches. While this is important, education should not be limited

to school-going children alone, though they are an important audience.

The tribal and rural communities retained their traditions intact until the recent past and still use

a large part of their knowledge for their health and food security. The fundamental cause of the

loss of such knowledge and the depletion of biological resources is public ignorance about the

value of the local natural heritage and its application in human life. The younger generations

among the tribal communities and other such disadvantaged sections of society have few

opportunities to gather such knowledge. Hence, it is essential to create opportunities for them

to understand the importance and value of biodiversity and their conservation traditions.

Every Child A Scientist

The M S Swaminathan Research Foundation (MSSRF) initiated a biodiversity education program

in January 2002 targeting tribal and rural school dropouts of Wayanad. Five years ago, the

institution conceptualised and developed a community-level institution known as the

‘Community Agrobiodiversity Centre’ (CAbC) primarily to build the capacities of village men and

women through education and empowerment to use resources in a sustainable and equitable

manner.

‘Every Child a Scientist’ is a concept developed by Prof. M S Swaminathan with the objective of

furthering education for children in science, art, and cultural aspects of biodiversity at MSSRF

CAbC. The name of the program draws inspiration from Carl Sagan, who said “Everybody starts

as a scientist. Every child has the scientist’s sense of wonder and awe.” Every Child a Scientist

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aims to inculcate a spirit of inquiry on scientific principles and laws through an interactive process

of learning by doing and asking questions. The course is a step towards developing a young

generation interested in safeguarding the biological wealth of our country.

This program intends to impart basic knowledge on bio-resources conservation and its

sustainable utilisation among students. A curriculum has been designed to equip the students to

understand more about the environment, status and value of natural resources, scientific

utilization of resources, and current issues pertaining to the governance of bio-resources.

‘Tinkering’ at Every Child A Scientist

The comprehensive methodology adopted for the workshop includes classroom lectures,

debates, discussions, field visits, exposure visits to the organisations working in the field of

biodiversity and project work. Apart from the regular academic exercises, efforts are made to

integrate physical training, team dynamics, and leadership development. Eminent scientists,

academicians and activists handle various sessions.

As part of the field trips, students visit different forest types, agricultural landscapes, water

bodies, etc. to understand the functioning of different ecosystems and their conservation

relevance. Classroom lectures focus on biodiversity, its conservation and sustainable utilisation

– floral and faunal diversity, agro-biodiversity and food security, climate change, biotechnology

and its application in conservation, agriculture and food security, application of space technology

in natural resource management, etc.

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Various hands-on experiments, water quality testing, seed germination, soil pH measurements,

and slide preparation on mitosis and meiosis will form part of the training program. Exposure

trips to biodiversity-rich areas will form part of the field trips. This will also give the students a

fair idea of which direction/sector to choose in their career pursuits. So far, 120 Students have

availed the benefits of the program.

Our Involvement

SECT serves in an advisory role to ‘Every Child A Scientist’ and has also sponsored an edition of

the event.

SECT/Go2C/VKF

Involvement

Sector(s)

Nature of Engagement

Advisory Support to the Every Child A Scientist Program by

MSSRF

Education, Livelihoods & Employment, Environment

Partnerships. Facilitated a financial contribution from Synergy

Educational and Charitable Trust (SECT).

Direct/Indirect Beneficiaries 120

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Nutrition Pilot

Faridabad, Haryana, India

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Background

Malnutrition is one of the most concerning development and health issues in India as well as in

other parts of the world today. It continues to remain one of the developmental challenges for a

large part of the globe, as highlighted by the Sustainable Development Goals of the UN.

Malnutrition affects all countries and almost one in three people on the planet. In India, the issue

is a glaring emergency. According to National Family Health Survey-4 (2015-16), 35.8 percent of

children under the age of five years are underweight (low weight for age), 38.4 percent are

stunted (low height for age), and 21 percent are wasted (low weight for height).

The percentage of underweight children is 12 times the expected level worldwide. The nutritional

status of Indian children is much worse than the expected and acceptable levels in all indicators.

The situation is no different even in a state like Haryana with a higher GDP, where only 7.5

percent of children between 6-23 months receive an adequate diet. In response to this, Poshan

Abhiyaan is India’s flagship program and a multi-ministerial mission for improving nutritional

outcomes of children in the first five years after birth, adolescents, pregnant women, and

lactating mothers, through focused interventions, better hand-holding, and using technology.

Under the Poshan Abhiyaan program, a broad spectrum of programs to alleviate undernutrition

are being undertaken.

As per the National Family Health Survey-4, the indicators for adequate child feeding practices

from birth to 23 months of age are quite poor. In this regard, Go2C got involved with the Women

and Child Department, Haryana (WCD), in Faridabad. This department is responsible for child

health and nutrition and implements the Integrated Child Development Scheme in coordination

with the Department of Health, Haryana.

Our Involvement

As SECT and now Go2C, we have had a desire to espouse and serve causes that solve the problem

of hunger, hidden hunger and sound nutrition practices across India. In this regard we partnered

earlier with Nourishing Schools, a nutrition initiative of Ashoka : Innovators for the Public. The

Nourishing Schools initiative reaches out to children aged between 9-14 years through their

schools and surrounding communities and empowers them through grounded hands-on

techniques with which they can take charge of their own nutrition. As they see the school to be

the quintessential place of learning and experimentation of nutritional knowledge, they partner

with schools across India taking them through a three year journey over which they seek to

improve the nutrition indicators of the community from which the children in the school study.

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To be able to better support Nourishing School’s toolkit implementation endeavors, SECT helped

bring 10 Lakhs of funding from Cochin Shipyard Limited in the last financial year. The funding was

spent on Nourishing School Programs in twenty schools in Wayanad.

To improve the condition of underweight and undernourished children in Faridabad, Go2C has

been working with the Women and Child Department, Faridabad, to bring knowledge of nutrition

onto the ground, specifically into the households and kitchens of the caregivers of these children.

To be able to do this, Go2C has chosen a pilot location called Rahul Colony, a slum-dwelling

community of migrant workers in the middle of Faridabad. It was quite challenging to develop

nutritional awareness in a community which lives hand-to-mouth. Many caregivers are not able

to pay attention to their children as they are daily wage labourers or maids working in multiple

homes and cannot care for their own.

Let us take this actual case of Pragati: She is a 5-month old, severely underweight baby born after

two miscarriages to a mother with special needs. The father being a vegetable seller can only

make enough money to take the little one to an unregistered medical practitioner who has

recommended a few medicines. As she grows, Pragati and her family will need supervision

personally from a capable Anganwadi Worker, who is the department’s last mile resource on the

ground and will help her family work towards inculcating sound nutrition practices for her

growth. Go2C now seeks to build a model to empower the average Anganwadi Worker so that

she may be able to gauge such a situation, provide specific care, and bring additional nutritional

knowledge while helping build a forum of knowledge of the caregivers in the community.

Go2C’s idea has been to implement a sound quality program at the circle level and then create a

model to scale to the district level. In this process, Go2C started to meet with all caregivers of

children who are in the orange and red zones of the WCD Register, doing home visits to

understand what medical, nutritional, or external reasons could be causes for malnutrition. In

addition to this, Go2C also contributed to the convergence of the Health and WCD Departments,

which will ensure timely supervision of doctors over specific undernourishment cases of children.

We will be proceeding with nutrition camps where we will be teaching mothers low-cost and

easy-to-make, locally-sourced nutritional recipes that can be a boon to them, and especially their

children, and are also trying to create a sense of adherence and commitment to nutrition by going

to the ground to help caregivers realize the importance of nutrition and hygiene. This adherence

and sense of commitment is achieved through touching base continuously with the mothers and

caregivers at their doorstep.

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Satellite Map of Rahul Colony at Faridabad

Next Steps

As any sustainable practice would, Go2C is measuring the baseline indicators of nutrition in the

community with the help of doctors from the Health Department so that our work may be

indicator-driven and measurable to the best possible extent. To measure a baseline, assessment

camps are conducted in coordination with the Health Department, where mothers and caregivers

are invited and involved in cooking sessions for low-cost and easy-to-make local nutritional

recipes. Post the baseline, WCD Child Development Project Officer’s (CDPOs) and supervisors

ensure that children identified by the Health Department as malnourished are referred to the

Nutritional Resource Center (NRC) of the government. At the NRC, children are to be provided a

wholesome diet, supplements, and medical care for a minimum period of 7 days. This is primarily

provided by the Health Department, but the WCD stakeholders usually need to ensure this. After

this intervention a target group of children is drawn up, and a group of Anganwadi workers reach

out to these mothers. Go2C prepares and compiles the list of local nutritional recipes.

Go2C now works with the Anganwadi workers to help further the recipes by going to the homes

of these specific caregivers in the target group and see to it that the local nutritional recipes are

being implemented. Post this stage of bringing hands-on knowledge to the community, the end

line assessments are carried out, and the children in the target group are weighed and measured

once again to check for improvement. Such a hands-on approach leads to a transfer of knowledge

and the use of nutrition-based knowledge for the community, which is what Go2C is trying to

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achieve: bring about hands-on nutrition in the process and preserve knowledge in the

community.

“GODH BHARAI”: The near-equivalent of a baby shower in the west. Pregnant women in North India celebrate this

community event in their third trimester. They are dressed in red and are usually served good food and are also

presented with gifts. Go2C uses platforms such as these to engage and interact with child caregivers and present

essential nutritional knowledge for the development of the baby.

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Pictures of field visits with Anganwadi Workers at Rahul Colony, Faridabad

SECT/Go2C/VKF

Involvement

Sector(s)

Nature of Engagement

Implementing a Pilot on community Nutrition at Faridabad,

Haryana

Health, Nutrition

Partnership Support, Knowledge and Capacity Building Support

by Go2C

Direct/Indirect Beneficiaries 45 Children / 579 Children & 46 Mothers

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Maher Ashram

Pune, Maharashtra, India

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Background

Having been moved by the plight of women in Pune and wanting to do something strongly about

it, Sr. Lucy Kurien started a home for abused and traumatised women on the outskirts of the city.

The home also found itself with an influx of underprivileged children also pressing for help and

provision. These children quickly outnumbered the women, and Maher found itself expanding to

encompass an increasing number of satellite centres within the state of Maharashtra, and more

recently in Kerala and Jharkhand.

About Maher Ashram

Maher Ashram’s services range from awareness programs to creches, Balwadis (kindergartens),

tutorials, workshops, and Self Help Groups (SHG), while helping victims of domestic violence. To

train the poor and illiterate to become self-reliant, Maher also provides villagers with practical

understanding of their rights, duties, and responsibilities within society and of how they can

stand united against unscrupulous landlords and moneylenders. Over 4000 women and children

have passed through the Maher experience and come out with self-confidence and dignity. The

organisation is a recipient of many awards for its impactful work.

Maher: Working with women and children

The toughest obstacles Maher had to face in establishing itself have been questions about the

organisation's finances, religious orientation, and its motives. However, with steady proof of its

financial credibility, non-sectarian beliefs, and unwavering commitment, Maher Ashram earned

the veneration of its local community, Indian officials, and a global support network.

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Maher: Running homes for the destitute

Our Involvement

Upon getting introduced to Maher, Go2C found out about their needs at their center at Vadhu

Budruk which is about 40 Km from Pune city. Go2C studied their needs and helped bring in a few

corporates such as Synergy Navis, Pune and Aker Solutions, a global energy company based in

Mumbai, to understand the infrastructural needs that would go into running the proposed

initiative at the center. With this in mind, Go2C helped facilitate the installation of a solar power

plant by Aker Solutions wherein Aker provided for the costs of Solar On-grid Rooftop System at

Champa and Chameli - two of six homes at Vadhu Budruk.

Currently, Maher is paying around INR 25,000 to 30,000 for six homes at Vadhu. Upon installing

the solar micro-grid, they will be able to save over INR 1 Lakh a year. This money could further

be used in the overall development of the children. A total of 50 girls are housed in both Champa

and Chameli. The entire cost of the Microgrid was INR 10 Lakh.

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Panels procured for Micro-grid at Maher

Micro-grid Installed at Maher Ashram: Vadhu Budruk Center

Further, Synergy Navis Ltd contributed INR 50,000 toward external development for drainage

and pipeline work at the Vadhu Budruk homes. The homes Champa and Chameli, which house

25 girls each, will benefit from the above work.

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Excavation and laying of drainage pipeline: Vadhu Budruk Center

SECT/Go2C/VKF

Involvement

Sector(s)

Nature of Engagement

Supporting Development of Maher Ashram: Vadhu Budruk

Destitute Care, Mental Health, Child Health

Partnerships Support. Facilitated Sponsorships from Aker

Solutions and Synergy Navis for specific initiatives

Direct/Indirect Beneficiaries 150+/ Vadhu Budruk Facility

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Indian Housing Federation

Pan-India

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Background

India is a rapidly urbanising country facing development challenges associated with rapid growth.

One of the key challenges for a developing country like India is urban migration, which is further

exacerbated by limited resources to meet increasing housing demands. The high percentage of

labour migration from rural areas to cities has contributed to urban congestion, pressure on basic

amenities such as water and sanitation, etc., and most of all, housing shortages in cities across

India.

At the national level, the Technical Group of the government estimated a shortage of more than

18.78 million homes at the beginning of 2012, of which 95% were in the EWS (Economically

Weaker Sections) and LIG (Low Income Group) segments. This number was revised to around 10

Million in 2018. Further, the country’s total urban housing shortage is projected to be about 30

million by 2022. This ever-increasing gap between demand and supply in the affordable housing

segment is forcing people to adopt a variety of informal solutions from slums to informal

settlements, and there is a dire need of stepping in to provide dignified housing to low-income

communities in India.

About Indian Housing Federation (IHF)

Indian Housing Federation (IHF) is a not-for-profit organisation (section 8 company) with a vision

of enabling access to housing for the low-income communities. It was incubated through the

Housing for All Program at Ashoka: Innovators for the Public in 2015. IHF adopts a systemic

approach wherein it deeply engages with key stakeholders that are critical in making housing a

reality for the urban poor, like the Government, Housing Finance Institutions, Citizen Sector

Organizations, Communities, relevant Social Enterprises, Think Tanks and Research

Organizations, and other passionate individuals/organizations that aim to bring about a

meaningful change in the current status of the sector.

The organisation is developing a platform of the various stakeholders working in the affordable

housing sector to encourage conversations and solutions through partnership development. IHF

has been extending implementation support to the Pradhan Mantri Awas Yojana (PMAY)

Missions of Assam, Haryana, Tamil Nadu, Odisha and Uttar Pradesh. IHF is also creating a network

of Housing Support Service Centres (HSSC) across the country which would develop into one-stop

locations for low-income communities to access affordable housing in their district/locality.

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IHF facilitating PMAY Demand Surveys at Morigaon, Assam

Our Involvement

Go2C helped IHF kick-start the implementation of the PMAY mission at Haryana. The PMAY is a

national level housing mission set up to create access to multiple housing options in the vision of

providing each low-income family with housing by 2022.

In Haryana, the engagement was formalised with the State Urban Development Authority

(SUDAH) which is the State Level Nodal Agency for PMAY at Haryana, and the Department of

Urban Local Bodies, Haryana (DULB). Sonipat was chosen as one of the Pilot Locations for IHF

Support on PMAY Implementation at the Municipal Corporation Level.

Go2C has facilitated setting up of an initial corpus of INR 3 Lakhs to serve as a revolving fund for

construction/completion of low-cost housing. Under the Go2C Partnership, IHF supported the

PMAY Mission and the PMAY State Level Nodal Agency by way of the following:

1. IHF devised an implementation strategy for the pilot town of Sonipat by undertaking an

in-depth analysis of the status of PMAY-Urban implementation.

2. IHF facilitated inter-departmental coordination (PMAY-Urban Mission, Haryana Housing

Board, and DULB staff) for devising a strategy to improve uptake of the available stock

(Housing Board Haryana dwelling units) among PMAY beneficiaries.

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3. IHF facilitated credit camps and information dissemination sessions for Beneficiary Led

Construction (BLC) and Affordable Housing in Partnership (AHP) beneficiaries by liaising

with housing finance institutions and other stakeholders.

4. IHF conducted a capacity building session for the State Level and City Level Technical Cell

(SLTC & CLTC) staff on the procedures to be followed for PMAY Mission implementation.

Capacity Building of CLTC & SLTC staff of PMAY-U Haryana on AHP policy & handholding of AHP

beneficiaries in Panchkula, Haryana

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Credit Camps for BLC beneficiaries in Gohana, Haryana

SECT/Go2C/VKF

Involvement

Sector(s)

Nature of Engagement

Supporting IHF on Haryana Government Engagement

Low-Income Housing

Partnerships Support. Contribution of Rs 9 Lakhs from Synergy

Educational and Charitable Trust (SECT).

Direct/Indirect Beneficiaries 10,562 / 2,27,000+ PMAY Beneficiaries

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Guru Puraskar

Faridabad, Haryana, India

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Background

Around 80% of kids in India go to government schools. And 80% of these schools are in rural

areas. Hence, long-term impact in education can only be achieved by invigorating the public

education system. Various government programs backed by progressive legislations have

ensured that most kids are enrolled in schools. Efforts are afoot to improve infrastructure and

facilities in schools across the country.

The need of the hour is to improve learning outcomes and teaching effectiveness across

government schools and private schools. The most effective interventions are those that

empower and enable teachers since they are the crucial link in the teaching-learning ecosystem.

About Guru Puraskar

Guru Puraskar Foundation's objective is to engage teachers by identifying, appreciating, and

honoring outstanding teachers. Through this honor, Guru Puraskar wants the teachers’ fraternity

to realise that the community recognises their contributions, while also encouraging them to

acquire qualities to be an effective teacher.

Guru Puraskar is based on the principle, “When you appreciate the good, the good appreciates”.

It engages in inspiring and motivating teachers through dedicated workshops in the process of

selecting these teachers. Outstanding teachers are chosen to go on international and national

educational tours.

Guru Puraskar provides equal opportunities for teachers to participate in motivating workshops

(play-shop atmosphere) that brings to the fore their natural behaviour and attitude. The selection

process, which is very transparent and is spread over the course of an academic year, includes

three components: Self Evaluation, Peer Evaluation and Evaluation by an Expert.

Guru Puraskar has worked with government and private schools in Karnataka by engaging with

the Department of Public Instruction over the last 15 years and has thereby reached out to

approximately 5000 teachers. The impact of such a program was recognized by our late president

Dr. APJ Abdul Kalam and Nobel Laureate Kailash Satyarthi, who joined Guru Puraskar to give away

the awards to the teachers.

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Guru Puraskar Awards and Events in Karnataka

Guru Puraskar Teachers on Videsh Yatras (Foreign Tours)

In the last year, Guru Puraskar has also made inroads by expanding to Haryana and Andhra

Pradesh.

Go2C Involvement

Go2C with Guru Puraskar sought a pilot engagement for the state of Haryana in the district of

Faridabad. A rationale behind this was that a successful demonstrative engagement at the district

level will not only motivate the government school teachers of the district but will facilitate the

proposal for a rollout of the Awards Program at the state level, with additional learning garnered

from the district level implementation.

In Faridabad, Guru Puraskar will be awarded to exemplary teachers from government primary

and middle schools that are implementing the Saksham Haryana Program of the State Education

Department. The total pool of teachers who will be provided an equal opportunity for this

process will number about three thousand.

In this regard, Go2C helped Guru Puraskar do all work for partnerships and implementation by

being the sole foot on the ground. It leveraged it’s connections and liaised with the district

administration and the education department in Faridabad, and also conducted the entire

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advertising process and conducted Orientation Workshops with all the teachers of government

school classes from 1-8. Based on the initial application process, about 250 teachers have applied

for the awards process.

The next set of workshops, teacher selections, and awards program were conducted June 2019

onwards.

Teacher Workshops being conducted in Faridabad, Haryana

SECT/Go2C/VKF

Involvement

Sector(s)

Nature of Engagement

Supporting Guru Puraskar Foundation on Haryana

Government Engagement

Education

Partnerships Support

Direct/Indirect Beneficiaries 600 / 4,000 Govt. School Teachers

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Bloomsday Clock

Tuljapur, Maharashtra, India

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Background

Tuljapur, a part of Marathwada, is a severely drought-prone region of Maharashtra which

receives 30% less rainfall than the national average and does not have any rivers originating in

the area. Since 2014, erratic weather resulting from climate change and the absence of irrigation

facilities, have resulted in year-on-year failure of key cash-crops - cotton, soy-bean, jowar, pulses,

and oilseeds.

Repeated crop failure has pushed the region’s farmers to economic distress, resulting in a very

high farmer suicide rate. In 2018 alone, 278 farmers from the region have committed suicide till

April 2018. Years of crop failure have resulted in dwindling per–capita income, slowing economic

growth, and forced migration of the farming population to other regions of Maharashtra.

Farmer families afflicted in Tuljapur

About Bloomsday Clock

Bloomsday Clock seeks to use a solar farming model to ensure a sustained, supplemental income

for the farming community to add and compensate for lower farm income in lean agricultural

periods. In comparison to a thermal power plant, the solar farm would save 66 Lakh litres of

water per year, helping conserve local resources there, while helping to supply power to the grid

and create income for the inhabitants of the solar farm.

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Solar Farm Models like these is what Santosh, Bloomsday Clock founder, hopes for.

The following are the benefits from the solar farm to the farming communities of Tuljapur:

1. Increased availability of electricity for running irrigation systems to support local agriculture.

2. Availability of electricity to support the needs of local entrepreneurs and established business.

3. Increased availability of power in the local grid for domestic use, and the reduction of load

shedding in the area.

Our Involvement

Go2C is advising and helping Bloomsday Clock hit the ground on their proposal of the Solar Farm

by helping them secure leads on funding. In particular, Go2C helped Bloomsday by bringing in

Tata Power to make their Detailed Project Report (DPR) at a zero cost basis and also helped

secure specialists to help create Bloomsday's funding proposal. The DPR would have otherwise

costed INR 1 Crore.

SECT/Go2C/VKF

Involvement

Sector(s)

Nature of Engagement

Supporting Bloomsday Clock on Solar Farm Tuljapur Proposal

Energy, Livelihoods

Partnerships Support by Go2C especially to get the DPR made

by Tatas. SECT organised personal and professional

transformation workshop for CEO.

Direct/Indirect Beneficiaries None yet

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Adarsha Community

Development Service Trust

Bangalore, Karnataka, India

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Background

There is a huge need for improvement in the quality of life of the visually impaired, through a

multi-pronged approach at the youth level across rural and urban areas.

About Adarsha Community Development Service Trust

Adarsha Community Development Service Trust focuses on empowerment of the visually

impaired in the state of Karnataka, through a multi-pronged approach at the youth level across

rural and urban areas. The organization commenced operations in Feb 2011, having been

founded by Mr. Nawaz Pasha and Mrs. Hussain Banu, in collaboration with the Trustees.

Nawaz was born in a poor family in a small village. He was born blind and at the age of 10 was

physically affected by polio. Notwithstanding the vagaries of fate, he started working towards

the development of local communities especially for disabled people. He wants to raise

awareness and sensitize people about the rights of disabled people. Furthermore, he also hopes

to provide access to educational and vocational skills to the disabled so that they could live their

life with dignity.

Nawaz Pasha, the founder and Managing Trustee of Adarsha

Husain Banu was born in Kavithal village in Raichur district. At a young age, she developed

jaundice and, due to the lack of healthcare, she lost sight in both her eyes too. She, however,

persevered and graduated from Kavithal Govt. college and then also completed a special

education course. She continued to pursue her desire to become a music teacher and is currently

working as a music teacher at a government school. Her past difficulties and struggles are a large

motivator for her to give back to her local community. An energetic and caring social worker, she

hopes to one day unite the blind community with the mainstream society.

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Adarsha Trust’s activities include:

● Promoting women’s education

● Encouraging drop-outs to return to school, Counselling people towards dispute resolution

● Providing free music classes

● Promotion of a music troupe of blind people

● Launching of “Abhivruddhi Munnota”, a bridge between Village Panchayats and people

Adarsha was incubated under the 'Global Action on Poverty' Venture where one of the Directors

of Go2C was the Founding Program Director.

Activities at Adarsha Trust for the Blind

Adarsha has been able to serve its beneficiaries by way of a free hostel for visually challenged

girls & providing health services for free to those who have not been able to afford it in their

community.

Our Involvement

Go2C has helped bridge several of Adarsha's needs. Go2C helped create Adarsha's website so

that they have a presence online. Go2C also helped find funders to fund their recurring costs of

the rent of their premises for a year. In addition, Go2C directors also personally sponsored voice

recorders for the beneficiary girls to carry to college to record lectures and procured two laptops

for their specific needs. We also facilitated the donation of two used semi-automatic sewing

machines for beneficiaries from M/s Gokaldas Images, a garment manufacturing company based

in Bangalore.

In addition, Go2C facilitated the donation process of groceries by individuals and volunteer

organisations like Whitefield Rising every month. Go2C has also helped Adarsha receive Interns

from Zuyd University, Netherlands.

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SECT/Go2C/VKF

Involvement

Sector(s)

Nature of Engagement

Supporting Adarsha Trust for the Blind

Disability, Health

Partnerships Support. Facilitated payment of rent of their

office space for a year by an individual donor (Rs 1.2 L) and

voice recorders for 8 inmates, monthly groceries, refrigerator

Direct/Indirect Beneficiaries 1500 / Families of children served

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Citizens for Public

Leadership (CPL)

New Delhi, India

107


Background

There is a need to develop the next generation of public leaders who possess the right skills and

mindset required to shape the future of our country. The spread of popular media and the lack

of evidence-based policy discussions have weakened people’s access to complete information

about their country’s progress. The role of the mainstream media in bringing a balanced

perspective is also getting diminished as certain sections are merely focused on raking

controversies rather than balanced debates on issues plaguing our country. Citizens for Public

Leadership (CPL) believes that the Indian youth is increasingly ill-informed on various public

policy issues and are relying more on easily available social media discussions to fulfil their thirst

for knowledge.

While social media has democratised communication, the format often provides only

rudimentary information about important issues. The consumers of such information are easily

susceptible to reaching convenient and unverified conclusions. This information asymmetry

creates biased perspectives and prevents in-depth understanding of complex policy issues.

Hence, there is a need for nuanced evidence-based discussions on critical issues and to arrive at

constructive solutions. Moreover, there are few platforms available to engage in thorough

discussions with public policy leaders and influencers. The existing policy boot camps and

fellowships are creating awareness, but informed and active engagement is still a relatively

unexplored territory. There is need to offer our future leaders a global perspective by giving them

access to high quality thought leaders who expose them to real world challenges, scope, and

innovations by engaging them in a learning community.

About CPL

Citizens for Public Leadership (CPL) is an apolitical non-profit with the sole objective of

strengthening the capacity of our youth to take up leadership challenges in the public sphere.

CPL curates and anchors a fellowship program that seeks to prepare the next generation of

leaders who possess competencies that transcend the public-private sector divide and also have

a detailed understanding of the challenges that exist in the public sphere.

In 2017, 20 CPL fellows were selected and trained on multi-party negotiation skills, design

thinking, advocacy/campaign skills, evidence-based decision-making frameworks, adaptive

leadership, effective social media communication, public speaking, and persuasive writing skills.

The six thematic areas of study were Economy, Politics, Foreign Policy, Media, Social & Urban

Policy, and Indian History.

The 2018-19 batch had 28 dynamic Fellows.

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Our Involvement

Go2C works and serves in an advisory role to CPL while helping out on certain implementation

elements as required.

SECT/Go2C/VKF

Involvement

Sector(s)

Nature of Engagement

Advisory Role to CPL

Education, Youth Empowerment

Partnerships Support

Direct/Indirect Beneficiaries 50+

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Seafarer Training

Pan-India

110


Background

As per the All India Survey of Higher Education in 2015-16, the gross enrolment of young people

in India at the graduate level is about 24.5%. While there could be many reasons that lead to this

number, one of them is that young people in India do not have access to education facilities nor

the ability to pay for a good higher education.

There are many young adults who upon graduating from 10th and 12th Standards desire to

become seafarers and join the merchant marine sector but do not have the opportunity and the

resources to do so. They may find themselves in tough financial conditions that may limit their

potential to pursue their dreams. This reality was noticed by an employee at Synergy Maritime

who noticed their household help’s inability to pay for the education of one of their children. This

resulted into a wider appreciation of this need and then culminated into the organisation

stepping up to be a part of the solution.

In response, we helped turn an idea co-created by the Deputy Director General (DDG) - Shipping

in India into reality. Based on the DDGs thoughts, some of our friends and colleagues organized

a Job fair for mariners at Lakshadweep based on. The job fair included several marine firms that

came to provide suitable opportunities to young people at Lakshadweep and helped bridge the

lack of jobs in the local economy.

Further as SECT, we initiated a Scholarship program for underprivileged students at the Synergy

Marine group, also known as the SECT Scholarships.

SECT Scholarships

The SECT Scholarships seek to fulfil the aspirations of some of these students by helping fund

their education through an interest-free loan. The initiative has been conceived and initiated with

the first edition that has just completed for the year 2018-19. In this program, bright young

women and men are reviewed and selected for a scholarship to study trades in the maritime

realm. The evaluation of the candidates was based on their academic performance and

assessment of their need. For this year, SECT has paid the fees to train five candidates to become

ratings or officers. An amount ranging from 3-5 Lakhs was earmarked for each of these

candidates.

The candidates for this have been selected from various parts of the country with the active

involvement of Synergy Marine Group recruitment vertical and other credible non-profit

institutions. The DG (Shipping)’s office also sent recommendations as inputs to the selection

process. If an external perspective was required, provisions were made to be able to have the

candidate vetted by other non-profit partners.

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Through the entire process, three candidates were selected as Rating Cadets and one candidate

was selected to study to be an Officer Cadet. Ashish Panwar, the candidate studying to become

an officer cadet, is currently doing his maritime education at ARI, Delhi. He hails from a village

near Dehradun and comes from a background of poverty. His father, who is a farmer, and mother,

who sells trinkets, were unable to pay for Ashish’s education and desire to be a mariner.

Vishawajit Wankhade, who was one of the rating cadets, was raised in a chawl in Mumbai. His

father is a household help and his mother is a housewife. He also would immensely benefit from

the SECT Scholarship program.

All the candidates have joined their respective institutions and are doing well. Upon qualifying

the requisite courses, the candidates will be allowed to serve on one of Synergy's ships thereby

assuring them of a placement.

The candidates will be requested (though there isn’t a binding bond) to pay back the amount

spent on them after having been employed for approximately 2 years so that the funds can be

reinvested to train another set of deserving underprivileged candidates. This initiative can then

be used as a revolving fund to help students in need.

SECT Scholarship Recipients

The Director General (Shipping) approves of this initiative and continues to engage with SECT in

this endeavour.

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SECT Involvement

Sector(s)

Nature of Engagement

Education Scholarships to underprivileged children towards

Maritime Education

Education, Youth Empowerment

Funding, End-to-End Execution by SECT

Direct/Indirect Beneficiaries 4/ Families of 4

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Development of Panchayats

Thiruvallur district, Tamil Nadu, India

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Background

SECT is closely involved on the ground in the integrated development of the panchayats. With

focus on self and local governance, the prioritised needs of a set of panchayats are being taken

up and built in collaboration with M.S. Swaminathan Research Foundation (MSSRF) and Elango

Rangaswamy, an Ashoka Fellow. A key focus of the initiative has been the capacity building of

Panchayats with the help of Elango’s Panchayat Academy.

The “Panchayat Academy” is a culmination of Elango’s efforts to galvanise and network various

villages in Tamil Nadu. The Panchayat Academy is a program anchored by “Trust for Village Selfgovernance”

(TVSG), a trust Elango founded to mobilise further support for the panchayat and

for the people. TVSG is in the process of galvanising and networking various panchayats in Tamil

Nadu and also in other parts of India.

About the Panchayats

With the help of the MSSRF and TVSG, Chittukaadu and Adigathur panchayats, respectively, in

Thiruvallur district of Tamil Nadu were chosen for development and for building the capacities of

the Panchayat.

Adigathur Panchayat has a population of 1629 (SECC 2011), with 6 ward members under a single

large panchayat. It houses about 455 Scheduled Caste Individuals and 202 Scheduled Tribe

individuals. It also houses vulnerable communities such as the Narikuravar Community, who are

excellent in making imitation flowers and decorative flowers and particularly share a love for the

environment.

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Narikuravar Community, Adigattur

Chithukadu Panchayat has a population of 1286 as per SECC 2011. It also has a large Scheduled

Caste community of 1033 individuals.

In June 2016, a baseline survey was carried out by SECT while building capacities of the residents

of the village. The requisite questionnaire for the same was jointly finalized by TVSG and SECT.

The field survey was then carried out by elected ‘Village Fellows’ from the panchayat. In order to

facilitate the survey and the ensuing project, a project base location was selected at the village,

where a laptop and Wi-Fi was made available so that the survey may be digitized.

SECT Involvement

With the help of the survey and the subsequent analysis, the needs of the village were prioritized

with SECT in discussion with the panchayat members. Some of the needs identified in both

Chittukaadu and Adigattur were:

1. Water Supply and Sanitation

2. Environment Conservation

3. Empowerment of Local Residents

4. Development of School Infrastructure, Enabling Access to Education

5. Access to Specialised Healthcare

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To help some of the villagers tap into a world of practical ideas, Village Fellows program was

initiated to provide essential exposure and support. With training sessions, the program was

curated to mobilize and move the leaders of the panchayat towards a growth mindset with the

help of external resource persons. The interventions were monitored by the Village Fellows, who

were constantly mentored and visited every quarter by buddies of Synergy to keep their morale

high. Trustees of SECT visited both Panchayats and encouraged the interactions with Village

Fellows.

After the entire exercise, there was a round of feedback and reporting of changed outcomes at

the panchayat level. SECT funded the development initiative while working together closely with

multiple stakeholders in the implementation of the project. This also meant taking responsibility

to work on the outcomes defined by the fellows.

Water and Sanitation: Through the engagement, 30 toilets (30 more sanctioned) were built at

Adigathur Panchayat and 51 toilets were built at Chithukadu Panchayat for the Economically

Weaker Sections in the village. SECT funded the construction of the toilets contributing INR

12,000 to 13, 500 per toilet and the labour and small items being contributed by the people of

the panchayat.

Toilets sponsored by SECT

A detailed water supply system was drawn up for Chittukaadu and a series of borewells were

commissioned at the village. To these were connected 6 storage tanks each, with water

dispensing systems to help provide for a dedicated drinking water supply a few steps away for

each household.

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Water Supply Connections at Chithukadu Panchayat

Environment: In addition to these, clean-up drives in the outer areas and campaigns against

plastic were organised by Adigathur Panchayat in association with Synergy.

Health: To be able to intervene on the health front, SECT got a doctor to visit both the Panchayats

twice every month, when a free medical camp was conducted by Dr. Balaji who visits both

Panchayats, does a free check-up for every patient, while providing free generic medicines.

Synergy Maritime facilitated the intervention by Dr Balaji.

In addition, SECT helped conduct a few eye health camps in Adigathur by Sankara Netralaya.

About 200+ people benefitted from the camp by having their sight reviewed and about 70 people

received a pair of spectacles each paid for by one of the Directors of Synergy Maritime.

Education: SECT also supported the development of the Chithukadu Middle School. It completed

the paint work for the middle school and provided fans in all classrooms. 34 tables and benches

were manufactured for the students of the school so that the children no longer needed to sit on

the floor with bent backs.

Three refurbished laptops were given to both the schools so that the students may start getting

acquainted with computers. Further, a teacher was also deputed with a monthly honorarium of

INR 5000 to teach Math and English at Adigathur at the school. Further, we also initiated an afterschool

support program at the Panchayat.

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Chithukadu Government Middle School; Laptop Donated by SECT

A second-hand school van was procured for the students beyond class 8, who used to find it

difficult to reach the high school in the adjacent Panchayat. The van was repaired and a capex of

INR 2.5 Lakhs was invested into the van.

Bus sponsored by SECT

G02C/SECT Involvement

Sector(s)

Nature of Engagement

Development of Chithukadu & Adigathur Panchayats

Education, WASH, Environment, Gender, Community

Development

Funding, End-to-End Execution by SECT

Direct/Indirect Beneficiaries 2915 Individuals/Adjacent Panchayats

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iCALL

Global in reach

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Background

Numerous studies into the psychological health of seafarers have shown that large numbers of

seafarers suffer from obvious manifestations of impaired psychological wellbeing, such as social

isolation and depression. These types of problems can’t be wished away when people get off the

ship too.

The International Journal of Maritime Health states that about 5.9% of all deaths at sea are

proven suicides. If the suspicious cases of probable suicides - seafarers that went missing at sea

in calm weather - are considered, then this figure jumps to 18.3%, which means almost one in

five deaths at sea is a suicide. By any standards, that is alarming compared to deaths ashore,

where only 1% of deaths are attributable to suicides. There is no disputing that mental health at

sea is a genuine concern that needs to be addressed.

About iCALL

After wanting to do something about the issue and thinking of various ways to do so, SECT with

Synergy Marine Group sought to create a counselling facility for any seafarer at sea (not just

Synergy personnel) who needed help. In this regard, a Memorandum of Understanding (MoU)

was signed with the Tata Institute of Social Sciences (TISS) in Mumbai, India, in August 2018,

towards the establishment of the new service facility. It was subsequently inaugurated by Dr

Malini V. Shankar, India’s then Director General of Shipping, when she made the first call to the

service in Sept 2018 dialling +91-967700088 from her phone.

iCALL, as this number is termed, is a free psychological helpline for the worldwide maritime

community in nine different languages via phone, email, and the chat-based nULTA App, and is

free of charge to maritime personnel worldwide. iCALL, which is confidential and anonymous, is

available in English, Hindi, Marathi, Gujarati, Bengali, Tamil, Telugu, Sindhi, and Kutchi. iCALL

currently has 14 counsellors, all located at Tata Institute of Social Sciences (TISS) in Mumbai to

ensure peer support, supervision, and standard professional counselling services. All the

counsellors have a Master’s degree in Clinical or Counselling Psychology.

Prior to the launch of the service, all counsellors received three months of specialist training to

help treat issues such as emotional distress, relationship and family concerns, suicidal thoughts,

sexual and reproductive health, LGBT issues, violence against women, body image concerns, and

work-life anxieties.

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iCALL so far

As the center has been set up not so long ago, it is expected that it will take time for the

information to reach across the board to the global shipping community. Most calls on the iCALL

have been to seek information so far. However, the center has begun to receive genuine calls

and emails from March 2019 onwards. The touchpoints and counselling have been happening

over emotional distress, economic crises, relationship issues, and career-related concerns. The

call traffic on iCall is expected to pick up pace in the coming months as the information on the

availability of such a service is made accessible to the global shipping community. The contract

for 2019-2020 has been renewed with TISS towards smooth functioning of operations.

SECT Investment

Sector(s)

Nature of Engagement

Development of iCALL Initiative

Mental Health, Seafarer Welfare

Funding from SECT, Review and Monitoring by SECT & Synergy

Marine Group,Additional Funding by SMRSPL to renew the

contract

Direct/Indirect Beneficiaries 49+ Individuals/Global Seafaring Community

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Aloka Vision Program

Odisha, India

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Background

The need for affordable yet good quality spectacles in rural and unserved regions of India is

massive. In a country whose population lives predominantly in rural regions, accessibility and

affordability of healthcare products and services, such as eyecare, remains an issue.

About Aloka

The “Aloka Vision Program” initiated and supported by Carl Zeiss, aims to change the landscape

of vision care in such areas through an entrepreneurial network, technology, innovation, quality

spectacles, and raising awareness about the benefits of clear vision. Local entrepreneurs are

trained in basic eyecare, screening of people, dispensing of spectacles, as well as in

entrepreneurial skills. This training in screening people, dispensing spectacles, and

entrepreneurial skills will be done by Zeiss’ experts, with an emphasis on quality. Aloka thus

helps locals to earn a livelihood or add this business to their existing livelihood. Using technology,

the Aloka entrepreneurs will be connected to an optometrist, which ensures high quality

screening and service to the rural customer.

Zeiss’ technology solutions ensure smooth refraction and vision test, instant order placement,

ophthalmological support, and transparency across the entire value chain. The model also helps

entrepreneurs leave behind the hassles of maintaining an inventory and helps widen their reach

to serve more with quality healthcare, as Zeiss completely takes care of this and deploys solutions

to maintain inventory and track dispensing. In this manner, Aloka entrepreneurs can focus on

serving their customers and the development of their own business.

Zeiss also helps provide branding and marketing support and use a technology solution to

instantly place spectacle orders for quick processing and delivery. Though Zeiss doesn’t expect

any returns, Aloka is not designed to be a philanthropic activity but as a sustainable venture for

all involved, especially for the entrepreneur.

Our Involvement

As Go2C serves as an advisor to Zeiss, helping them find sustainable initiatives through which

they can improve rural healthcare, we explored the possibility to synergise with them in Balasore

district, where our partners Odisha Nirman and Yuva Vikas work. With the help of Mauna Dhwani

Foundation (who is one of our NGO partners), approximately 16 people have been trained

as Aloka Vision Entrepreneurs in two batches. They are currently in the process of receiving their

certifications.

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In the process of the training, the initiative did eye testing for close to 350 people in multiple

locations in Balasore, out of which around 43 spectacles were provided at a subsidized price to

the people who were identified with eyesight issues.

Aloka Program Trainees

SECT/Go2C/VKF

Involvement

Sector(s)

Nature of Engagement

Development and Scale-Up of Aloka Fellows Vision Program

Public Health, Livelihoods

Partnerships Support by Go2C

Direct/Indirect Beneficiaries 366 Individuals/Balasore Dist. Village Communities

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Education Initiatives

Chennai, Tamil Nadu, India

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Background

Chennai is one of the largest and most populous cities in India and is ranked the 31st largest

urban city in the world, with a population of 4.3 million. It is a port city located in India and is

considered a prominent tourist destination.

Chennai is one of the largest industrial and commercial cities in India, which contributes to its

economic stature. However, with large populous urban cities come slums. More often than

not, the impoverished are found living in the slums of the cities they are connected to. In 2011,

an estimated 29 percent of the population in Chennai was living in the slums of the city, which is

less than other parts of India. Quality education for them is a challenge, as much as it has been a

challenge in India for those who are economically weak.

SECT Involvement

SECT has been involved in helping facilitate the education of a few underprivileged communities

in Chennai. It has joined hands to provide support to a K-12 school run in a community of

economically weaker sections which have been provided resettlement by the Tamil Nadu Slum

Clearance Board.

The Hope Foundation Matriculation School, run by the Hope Foundation at Thoraipakkam,

provides free quality education to children from these communities. SECT provided benches at

this school and provisions for drinking water supply.

Hope Foundation School premises, Thoraipakkam

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SECT is also supporting two fishermen communities with the provision of after-school education

support. As a result of this, two fishermen communities, one in Kottivakkam and the other in

Velachery, have a teacher each. The appointed teachers teach and support 60 children each of

the afterschool community centers. SECT pays for the cost of the Teacher Resource. Go2C

stepped in and facilitated provisioning of used but working laptops from Carl Zeiss to both the

centres. The laptops are maintained by teachers resources in the respective centers.

SECT also conducted play activities for the children at the community center. Further, some used

cushioned chairs in good condition were also moved for use to these centers. SECT also brought

in funds to provide 60 school bags for children at the centers. Further, SECT brought in 30

cushioned chairs toward required furniture for the center.

After-School Support Center at Kottivakkam

SECT/Go2C/VKF

Involvement

Sector(s)

Nature of Engagement

Education Initiatives at Chennai

Education

Partnerships & Funding by SECT

Direct/Indirect Beneficiaries 120+ Individuals/Fishermen Communities

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Corporate Collaborations

Synergy Marine Group Offices, Global

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Manila Office

The Synergy Marine Group’s Philippines office partnered with Kythe Foundation, which provides

psychosocial support to over 11,000 children with cancer and chronic illnesses, through their

Child Life Program. Partnering with public and private hospitals, it aims to alleviate pain and

suffering of the children while they undergo treatment. Under the said program is the Training

of the Certified Child Life Specialists. This is a continuing education program that Synergy’s

Philippines office supports. Key resource people go on to a training-the-trainer initiative for a

long-time impact of the program. The company provided funds for a new training program, as

the first set of trainers are getting trained. Kythe is implementing this program in Quezon City.

The office also went to witness and support the work of the White Cross Orphanage. White Cross

Orphanage gives refuge to children of unwed mothers, indigent families, unwanted by society

due to affliction with AIDS and Tuberculosis, children of mentally or physically-incapacitated

parents, prisoners, and children of victims of incest or rape. The orphanage is based out of San

Juan City. 80 children upto 6 years of age live there. On the occasion of Christmas, the Office

employees/staff handed out the orphanage’s wish list, and gifts (in time for the Christmas

Season), served to feed the children and interact with them. All the orphans had a big brother

and sister for a day.

Synergy Employees at White Cross Orphanage

Many of the office Employees were moved by the experience. They learnt that it was not the

material things partaken but their presence which made a big difference to the children. Further,

they realized the importance of cherishing the people around them. A few employees mentioned

the experience to be fulfilling and the joy they experienced as a result of the above.

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At PADS Gala Night

The Philippines office also sponsored Philippine Accessible Disability Services (PADS) Christmas

Gift Giving & Gala Night in 2018. PADS in an organization in Cebu City, that works to serve the

causes of Athletes with Disabilities.

Delhi Office

Over the course of the last year, the Delhi Office has continued to partner with the Salaam Baalak

Trust, an institution to care for and rehabilitate both ‘Children of the streets’ and ‘Children from

the streets’.

Salaam Baalak Trust (SBT) was established in 1988 after the success of Mira Nair’s film Salaam

Bombay. SBT started work at New Delhi Railway Station with 3 staff and 25 children. Now they

are 270 staff and cater to approx.10,000 children a year through their 12 contact points, 3

childlines and 7 homes. They restore approx.2000 children every year back to their families. Over

the course of the last year, Synergy covered the electricity bill of two Salaam Baalak Trust homes

– Arushi and Udaan.

Arushi is a children's home for girls. This girls’ home of SBT was started in 1999 at Uttam Nagar

area; in 2008, this home was shifted from Palam area to Plot No.-819, Pocket E, Sector-21,

Gurgaon. The Capacity of this home is 55 to 60.

Rose/Udaan is a children's home for girls, as well. This girl’s home was established in 2010 at

Palam area and has now been shifted to Kamla Nagar. The capacity of this home is 75. During

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2018-19, total beneficiaries girls were 261 of whom 122 have been restored back to their families,

50 girls have been transferred to other NGO or other states. 46 girls are going to regular school,

12 girls have been admitted to a vocational training program, 27 girls are in skill development

programs and 8 girls got a job after completion of vocational training.

During the last year 2018-19 (1 st April 2018 to 31 st March 2019), 163 girls benefitted through this

children's home. About 86 of them have been reunited with their families and about 20

transferred to other NGOs. Total school going girls are 50, 19 girls were admitted to a vocational

training program and 13 girls got jobs during this period.

Synergy Delhi team has also taken time over the year and especially around Diwali to meet with

rescued boys at Apna Ghar, an Open Shelter that the SBT manages. Upon any given time 35-60

boys in transition could be housed at the home. The staff became volunteers to teaching

academic curriculum and life skills programs to the children. The staff themselves benefited

immensely having interacted with the children and having added to their learning.

Delhi Office Employees at Apna Ghar

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Pune Office

The Pune office, Synergy Navis, helped support a local outreach of a national initiative called

Rainbow Homes. The Rainbow Homes has been established under an initiative called Association

for Rural and Urban Needy (ARUN). ARUN works with marginalized communities in urban and

rural areas particularly with Dalits, Safai Karamcharis, children without adult care and the

distressed who are homeless.

Their Pune Home shelters 359 Children in 5 locations. Synergy Navis has been involved in

supporting a part of their grocery needs, provide blankets and has helped facilitate the setting

up an RO water purifier with dispenser. This is at one of the homes. In addition to these, the

office helped put up part funding for food (groceries, dry & fresh ration).

Yale School of Management alumni and Synergy funded the construction of toilets at Pune home,

an essential component of their living habitat. Yale alumni also sponsored training of children

and teachers in English language and provided for an additional water dispenser cum cooler.

Toilet Construction completed at Synergy Pune Home

Singapore Office

The Singapore office team helps Willing Hearts, a non profit in Singapore . Willing Hearts operates

a soup kitchen that prepares, cooks and distributes about 5,000 daily meals to over 40 locations

island wide, 365 days a year.

Beneficiaries of Willing Hearts include the elderly, the disabled, low income families, children

from single parent families or otherwise poverty stricken families, and migrant workers in

Singapore. Willing Hearts also extends the medical care and legal aid services to its beneficiaries.

Further it also provides tuition services to needy Primary school-going children.

The role of employees here was to prepare and distribute food to those in need.

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At Willing Hearts Charity, Singapore

SECT/Go2C/VKF Involvement

Sector(s)

Nature of Engagement

Direct/Indirect Beneficiaries

Facilitating Synergy Marine Group Employee

Engagements Across Company Offices

Education, Health, Skill development

Employee Engagement

923+ Individuals/Shared Communities

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Shraddha

Rehabilitation Foundation

Pune, Maharashtra, India

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Background

According to a report submitted by NIMHANS to Govt. of India, mental illness afflicts 13.7% of

the population which translates to a whopping 16.7 Crore Indians. About 1.9% of the population

(2.3 crore) is afflicted with severe mental disorders, which if left untreated could well result in

the patient walking out because of the mental illness and becoming a homeless wandering

destitute.

While India has a ratio of 3 psychiatrists for every million population, WHO estimates of 2011

indicate that 81% of people with severe mental disorders receive no treatment in India. There

are just 43 government-funded mental health hospitals with 17,800 beds. This, coupled with just

10,000 beds available in psychiatry wards of government hospitals, brings us to an average of

one bed per 44,000 people in India. The incidence of mental illness in the homeless is over 50%.

With the government spending 0.06% of its budget on mental health, mental illness in India has

been considerably under-invested in, and the available services fall severely short of demand.

About Shraddha Rehabilitation Foundation

Shraddha is a humane experiment to address the problems faced by mentally ill roadside

destitute all over the country. The work involves picking up mentally ill destitutes from the

streets, treating them, and reuniting them with their families in different parts of the world.

Picking up inmates involves observation on whether the inmate is a drunkard, ragpicker, or a

beggar. The potential inmate has then to go through medical tests after reaching Shraddha’s

Center. After medical treatment, psychiatric treatment, and a few counseling sessions, the social

workers have to take recovered inmates to far-off places in order to reunite them with their

families. While travelling, Shraddha staff faces many problems due to lack of proper

accommodation, transport, and climatic conditions.

Shraddha is the only registered NGO in India, run in a professional manner by qualified

psychiatrists, dealing with the cause of the mentally ill roadside destitutes. They help these

wandering destitute get off the roads, bring them to their Rehabilitation Center in Karjat, treat

them with appropriate psychiatric medication, and after recovery (which may take a few

months), finally reunite them with their families all over India.

Due to the huge quantum of mentally ill destitutes roaming the streets of Mumbai itself, i.e.

approximately a minimum of 500 plus in actual numbers on any given day, Shraddha has

expanded to focus on rescuing these destitutes primarily from the Mumbai – New Mumbai –

Kalyan – Karjat belt, further moving on to nearby zones in Maharashtra such as Pune and

Sholapur and, last but not least, from other states. Shraddha intiaties reunions across the whole

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of India. Occasionally, the destitutes have also been found to be from Nepal, Bangladesh, and

Iran.

Shraddha’s Center at Karjat

Shraddha also has in its intake destitutes picked up by Government Mental Hospitals such as

Chennai IMH and Bhuj/Ahmedabad/Vadodara/mental hospitals in Gujarat. Police Stations across

Mumbai and Karjat have also referred their wandering destitute inmates to them for treatment

and rehabilitation. Once the rescued destitutes show signs of progress and are able to provide

their native/village details, reunion trips are planned out.

Starting with the rehabilitation of 47 destitutes in the year 2006, Shraddha expanded to care for

742 destitutes in the year 2016, 920 destitutes in the year 2017, and 940 destitutes in 2018. 293

destitutes have been rehabilitated till March 2019 (going by calendar year). Over the course of

its operations, Shraddha has assisted, treated, rehabilitated, and reunited 6237 destitutes with

their families in far-flung and remote corners of India.

Shraddha and their team bring very moving stories from having found and reunited Topiamma,

who was suffering from dementia, with her family at 18 years of age, to Inderjeet Ghai, who was

rescued from a near-death state and reunited with her family in Jalandhar at 54 years of age.

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Topiamma’s and Inderjeet’s Reunion

SECT/Go2C Involvement

Go2C has helped facilitate the purchase of two ambulances for Shraddha by securing funding of

INR 26.5 Lakh through a generous donation from Aker Solutions.

This was very useful for Shraddha to be able to execute pick-up and other travel options for their

beneficiaries across the state of Maharashtra and more. The Ambulances will be inducted by

early June 2019.

SECT/Go2C Involvement

Sector(s)

Nature of Engagement

Infrastructure Support Development for Shraddha

Rehabilitation Foundation

Mental Health

Partnerships by Go2C, Fund raising

Direct/Indirect Beneficiaries New Initiative

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Bangalore Baptist Hospital

Bangalore, Karnataka, India

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Background

Palliative care is a healthcare specialty that is both a philosophy of care and an organized, highly

structured system for delivering care to persons with life-threatening or debilitating illnesses,

from diagnosis till death and then into bereavement care for the family. Palliative care improves

healthcare quality in three domains: the relief of physical and emotional suffering, improvement

and strengthening of the process of patient–physician communication and decision-making, and

assurance of coordinated continuity of care across multiple healthcare settings—hospital, home,

hospice, and long-term care.

According to a 2009 report by Human Rights Watch, about 7 million people need palliative care

in India every year, but only a small fraction of them receive it. There has been no national-level

discussion here on the right to die with dignity, and within families with a loved one approaching

death, it is often taboo to talk of just managing symptoms rather than continuing with futile

therapeutic treatment. Across the country, efforts towards improving palliative care are

hampered by existing laws and a lack of awareness and infrastructure—to the detriment of the

dying, and consequently of the living too.The palliative approach looks not just at difficult

symptoms of an illness, but also on the overall benefits and/or side effects of possible treatments

and the emotional, physical, and financial stress for someone dealing with a serious, perhaps lifethreat-ening,

disease. Despite all this, if palliative care hasn’t really taken off in India, it is also

because medical practice in India is disease-based, not person-based, and as a result, palliative,

or hospice, care is difficult, if not impossible to find.

As the Bangalore Baptist Hospital quotes, only 1% of those needing end-of-life care have access

to such care in India. India comes near the bottom of the global league in access to end-of-life

care—ranked 67 out of 80 countries in 2015.

About Bangalore Baptist Hospital

Bangalore Baptist Hospital (BBH) was founded on the 15th of January 1973, as an 80-bedded

hospital that has grown to a 300-bed tertiary-care, multi-specialty hospital providing

compassionate, quality care. It is a Registered Society governed by the Christian Medical College,

Vellore.

The hospital caters to 2.6 lakh outpatients and 20,000 in-patients annually through the untiring

efforts of 1200 staff members. The hospital provides services in all broad specialties and 13 super

specialties. 15% of their annual revenue is reserved for free or concessional care to the poor. BBH

also offers medical undergraduate & postgraduate training, graduate and diploma nursing

courses, and other allied health training programs.

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The Community Health Division (CHD) serves as the outreach service arm of BBH. The

departmental mission is to initiate strategies and programs that would make a difference to the

lives of the poor and marginalized groups living in the rural & urban areas of Bangalore. The

department serves both rural and urban populations. In the rural area, their work spreads across

900 villages of Bangalore Rural District, covering an estimated population of 1 million. Concerted

health and development activities are carried out in 50 villages of Devanahalli Taluk

(administrative sub-district), with a population of about 50,000. Affordable and accessible,

quality primary and secondary healthcare is rendered through the Mother Teresa Rural Hospital.

BBH’s work in Urban Bangalore focuses on slum dwellers and migrant workers and extends to 12

slums in Bangalore city, covering a population of 1 million. The Urban Health Center situated in

one of the slums (DJ Halli) provides primary care to a predominantly underprivileged population.

In addition to routine OPD services, the centre aims to bring down the burden of preventable

blindness and dental problems through regular visits by ophthalmologists and dentists. Through

these services, annually 35,000 persons are served.

They also complement government efforts by partnering with them in various national programs

such as the Revised National Tuberculosis Control Program (RNTCP), the National Leprosy

Eradication Program (NLEP), the Reproductive Child Health Program (RCH), and the

Empowerment of Differently-abled and Senior Citizens program.

In addition, CHD has implemented other need-based projects namely,

● Community-based cardiovascular disease prevention and management program

● Community-based rural alcohol de-addiction and rehabilitation program

● Community-based rehabilitation program for the differently-abled

● Senior Citizens’ Welfare program

BBH runs two teams of an initiative called “Reach Out” (one serving the city and the other rural

villages in Devanahalli Taluk and beyond) that provide palliative care services to those suffering

from end-of-life conditions. The team consists of multi-disciplinary teams comprising doctors,

nurses, and counselors. The two teams serve patients at homes through planned visits, manage

those having terminal cancer and incurable medical diseases, and attend to the elderly. The rural

team travels long distances averaging around 50 kms every day.

Key features of the initiative are home-based care offering, symptom control, a 24-hour helpline,

and comprehensive care (medical, psychological, social, spiritual). Further, the team seeks to

empower caregivers and help provide counseling and bereavement support. BBH’s services reach

out to 1600 people annually, providing a pain-free, peaceful, and dignified end to terminally ill

patients

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Our Involvement

Go2C facilitated bringing in the CFO of Megaware, a Thailand-based MNC, to help BBH serve

those in need. Over 829 persons (children, the elderly, and persons with disabilities) were

touched and are leading transformed lives. Below we share all that this giving could help impact.

Through this support, BBH is able to provide eggs daily to children attending 40 Anganwadi

centres in Rural Bangalore. Over 12-16000 eggs are distributed each month across the 40

Anganwadi Centers as part of the early childhood care program. The distribution happens in

Ward 40 of the DJ Halli Slum to little about 800 children at an average of around 20 eggs per

center. The supplementary feeding provided has improved the nutritional and health status of

children. Regular reviews have shown significant reduction in illness perhaps due to better

resistance to infections. Many caregivers and parents of children are hence very happy to receive

something that they cannot afford for their children even on a weekly basis. Further, the

attendance of children at the Anganwadi Centers has drastically improved.

BBH was able to build 14 toilets custom made for people with disabilities (PWD) and families who

struggled for a lifetime to relieve themselves in a toilet. Having provided them with adequate

training, this has become an immense relief to them, taking away the embarrassment of having

to go for open-air defecation and also to wait till it’s dark. This has created stories of change in

their community.

A PWD BBH could serve using Disabled Friendly Toilets

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BBH was able to care for 11 elders in the elderly day-care centre at Theollahalli through these

funds. This center is a blessing to the elders living in and around this village and a safe space

where they can spend time in quiet and peace. A daily meal nourishes them as the elders find

peace, joy, and happiness that is missing in their homes. Besides, regular medical check-ups and

medicines keep the ailments of old age under control.

Further, through this funding BBH offered financial assistance to 5 disabled persons to help

improve their livelihood. From helping disabled Thimmaigowda to build a convenience store in

front of his house where he could secure a livelihood to helping Harish purchase a fridge to

increase his income by selling milk, cool drinks and vegetables, this funding has been

instrumental in changing the lives of these five people and their families.

The effective Doctor + Field Support Staff Combination

With this support, BBH was also able to cover the costs for a social worker who has now been

employed with the hospital for a couple of years now.

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Activities of BBH (clockwise): Thimmegowda at his new shop, Dr. Gift Norman assisting a patient, and

eggs being served at an Anganwadi at DJ Halli

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SECT/Go2C Involvement

Sector(s)

Nature of Engagement

Helping Sustain Multiple Community Health Programs at

Bangalore Baptist Hospital

Health, Disability Rehabilitation, Education, Nutrition,

Livelihoods,Protection of Vulnerable Communities

Partnerships, Fundraising

Direct/Indirect Beneficiaries 829 People

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Light Of Life Trust

Maharashtra, India

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Background

India has the largest number of out-of-school children in the world, approximately 5.55 crore (i.e.

36%) of whom drop out in the age group 11-18 years, of which 4.65 crore are from rural India

(data based on NSS round 62nd,Schedule 10, July 2005 - June 2006) and are neither the focus of

the Indian Government’s intervention in the field of education nor are they given due

encouragement or support from their families, who are struggling to make ends meet.

In rural India, the highest percentage of out-of-school children are in the age group 11–18 years,

which increases as they grow older due to various reasons, like looking after their younger

siblings and homes as parents are daily wage earners, earning an extra income for the family, no

access to secondary schools, etc. The future of a young country like India is in the hands of this

age group and hence the need to address the alarming issue of drop outs at the secondary school

level becomes the key to the development of young India.

The issue of out-of-school children has raised major concerns for secondary school education. In

comparison, enrolment percentages are relatively higher in primary schools. Secondary

education is given less importance today in terms of no special programs dedicated to it like the

Sarva Siksha Abhiyan. Secondary Education is a link between elementary and higher education.

Also, it is an important step towards vocational education and empowerment. In spite of the

school dropout rates being higher in the rural areas, there are only a few NGOs currently working

towards addressing the needs of this critical segment.

About Light Of Life Trust

Light of Life Trust (LOLT) began to work with the segment that needed support in secondary

education, providing support and guidance to first generation learners to break out of this vicious

cycle of poverty and illiteracy. Light Of Light Trust started this with a community center at Karjat,

Maharashtra with 25 children and now has over 4000 children in over 35 centers across

Maharashtra. It seeks to work with the children through a 3E Approach (Educate, Empower and

Equip for Employability). The Project Anando does this at the centers through:

1. Distribution of education-linked material such as text books, stationery, uniforms, and

bags.

2. Weekend workshops for personality development and building self-confidence.

3. Intensive counselling and ongoing home visits.

4. Parents and community awareness and training sessions.

5. Teachers and peer group meetings.

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6. Student Friendly Supplementary Education Program (SFSEP) addressing special needs in

English and Mathematics.

7. Music program to soothe the mind.

8. Mahachurcha and Sphurti program to strengthen preparedness of Std X.

9. Program Anando Plus supports children in exploring avenues for career choices, higher

education, and enrolment in vocational guidance courses.

LOLT, through their Project Jagruti, also builds specific skills capability through training in sewing,

beautician course, rural BPO initiative, basic computer literacy, and agriculture.

Our Involvement

Projects Jagruti & Anando of LOLT

Go2C has helped LOLT set up a running solar microgrid for their Jeevan Asha Community Center

at Tiware Village in Karjat, Maharasthra, by partnering with Aker Solutions, a Norwegian MNC,

and securing INR 6 Lakhs from them toward bridging this need at LOLT.

The Solar On-grid Rooftop System would soon be installed for LOLT, helping them save on

electricity costs and develop sustainably in the long term. The system would help LOLT save about

INR 2.5 Lakhs annually, which they could invest into building the livelihood skills of 844 children.

SECT/Go2C/VKF

Involvement

Sector(s)

Nature of Engagement

Infrastructure Support for Development of Light of Life Trust

Education, Livelihoods, Energy

Partnerships Support, Fundraising

Direct/Indirect Beneficiaries 844 Children

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Jan Jagriti Shakti Sangathan

Araria District, Bihar, India

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Background

As the founders Ashish and Kamayani were transitioning to live and serve the needs they saw in

India, they found that the economy was suffering and that people they associated with, sought

to work to revive the rural economy and fight abject poverty. After conducting a survey, they

realized that people were largely demanding employment through the NREGA act, which

guaranteed them employment or financial support in a situation where work was not available.

The thought was that by increasing household income, people would be able to purchase books,

spend money on education, food, and other expenses, which would improve their livelihoods

and the local economy. Unfortunately, people did not know how to demand the work they were

entitled to, and the entitlements from the act were largely going unfulfilled. There were massive

challenges that needed to be solved in the implementation of the Act.

Thus, a common objective became clear: an intention to hold the government accountable to the

benefits entitled to the rural poor written by law in the interest of the public good. This was the

mandate with which Jan Jagaran Shakti Sangathan (JJSS) was born.

About JJSS

Jan Jagaran Shakti Sangathan (JJSS) is a registered trade union of unorganised sector workers in

North Bihar. As JJSS finds out, it is an uphill task for people to even submit a job application under

National Rural Employment Guarantee Act (NREGA) at Araria in Bihar, where they have been

working for a few years now. Many other entitlements provided by the state do not reach people

and cause millions to live under abject poverty. JJSS mobilizes the rural poor to demand better

services from the government and to get the existing entitlements as laid down by the various

legislations. JJSS aims to bring about a larger change in the lives of rural poor by means of

“sangharsh” (struggle) and “nirman” (constructive activities).

JJSS grew from an intensive survey on NREGA initiated by the G.B. Pant Institute (Allahabad

University) and Prof Jean Dreze in May 2008. The survey focused on assessing ground realities of

NREGA in two districts of Bihar, namely Kaimur and Araria. The survey had related campaign

activities like awareness generation, checking if transparency safeguards were in place to check

corruption, and documentation of irregularities and cases of corruption.

The survey showed high levels of lack of awareness about NREGA entitlements. As part of

checking the transparency safeguards the survey team also did muster roll verification exercise

(a kind of social audit) and found leakage of about 50% in wages that had been paid.

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Activities of JJSS: Community Mobilisation and Access to Information

These activities generated a lot of interest amongst local groups and people who were genuinely

interested in issues of social change. This interest became the basis of the formation of the 'Jan

Jagaran Abhiyan', Araria, which was later renamed Jan Jagaran Shakti Sangathan (JJSS). JJSS

currently focuses on NREGA, Right to Information (RTI), and issues of justice.

JJSS does not take institutional funds. It runs on individual donations from friends, supporters,

and well wishers. Over the course of its existence, there have been tremendous obstacles along

the way, but JJSS has been able to challenge existing power structures to bring either

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employment or unemployment benefits through NREGA to many poor and marginalized

individuals across a few blocks in Araria, Bihar. By educating people on how to apply for work and

empowering them to demand their entitlements, JJSS has helped unite thousands of individuals

in the region. People have used the money earned from work provided in the NREGA scheme for

many reasons, from leasing land for agriculture to improving household food consumption. JJSS

also has taken up may cases which demand justice to religious minorities, dalits, and PVTGs.

Our Involvement

Go2C has brought in a donor to provide for the salary of one of the Karyakartas (Field

Functionaries) of the JJSS and also helped towards meeting out of pocket expenses of a few

volunteers. Go2C has also facilitated the updation and maintenance of their website.

SECT/Go2C/VKF

Involvement

Sector(s)

Nature of Engagement

Supporting Resource Costs of Jan Jagaran Shakti Sangathan

People’s Movements, Livelihoods, Education, Community

Development, Protection of Vulnerable Communities

Partnerships Support, Fundraising

Direct/Indirect Beneficiaries New Initiative, will be ascertained by the end of the year.

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Disaster Relief

Pan-India

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Kerala Floods

The floods in Kerala during the 2018 monsoon season affected and displaced over a million

people, many of whom are slowly rebuilding their lives. During the Kerala floods, SECT put

together and sent trucks full of relief supplies to Trivandrum from where relief was distributed

across the state through the government network. Some of the employees of Synergy and

Synergy’s sister organisations actively involved themselves with flood relief and mitigation work,

as seen in the pictures below.

500 families were supported with kits containing basic provisions and cleaning aids. Through the

support of Carl Zeiss India Further, 300 water filters were distributed to schools and anganwadis.

Another 2500 people were reached out to with the help of Thinkpalm Technologies, a major

partner organisation of Synergy.

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Partner employees supporting relief work in Kerala

Cyclone Gaja

Cyclone Gaja, has been mentioned as the worst cyclone to affect the eastern shoreline since the

2004 tsunami, and several villages along the coast, such as Nagapattinam, have been critically

affected. Synergy sent relief materials to Nagapattinam, where supplies were given to families at

relief camps. The second consignment of relief materials based on the requirements on the

ground was sent around mid-Dec 2018.

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Support from SECT towards relief work in Nagapattinam

SECT/Go2C/VKF Inolvement Disaster Relief towards floods in Kerala and Cyclone Gaja in

Tamil Nadu

Sector(s)

Nature of Engagement

Disaster Relief & Support

Co-ordinated and funded the serving of relief operations

Direct/Indirect Beneficiaries 2500 Individuals, 500 Families and 180 Centers for Women

and Children (Schools and Anganwadis)

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Sanghamitra Institute

Bodhgaya, Bihar, India

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About Sanghamitra

Sanghamitra Institute is dedicated to improving life for women and children, especially from

economically, educationally, and socially disadvantaged backgrounds. The institute has been

founded by the Venerable Karma Lekshe Tsomo. She is a Buddhist nun, scholar, and social activist.

She is also a professor at the University of San Diego, where she teaches Buddhism and World

Religions.

The Institute is the first of its kind for these women, who now have a place of their own in

Bodhgaya. Bodhgaya is located in Bihar, where almost 68.18 % of the households make less than

INR 5000 a month (SECC 2011). Established in 2003, Sanghamitra Institute’s first initiative was to

provide free education for children from local villages. During the summer, despite the heat,

dedicated graduate student volunteers from California and Sikkim organized primary school

classes in English, math, and hygiene for 120 local village children. This was deeply impactful for

the children. Volunteers Mara Canizzaro from California and Sonam Ongmu from Sikkim

organized these primary school classes for the 120 local village children.

From the Institute’s Education Program

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Life at Sanghamitra Institute

Our Involvement

Go2C helped Sanghamitra put their organisational processes in order. We helped them complete

their financial audits and file their returns for two recent financial years, 2016-17 & 2017-18. We

also helped get their electricity bills for the last three years regularized.

As Go2C, we were also able to raise INR 1.1 Lakh to help them purchase 75 study tables for

specific needs of the inmates.

SECT/Go2C/VKF

Involvement

Sector(s)

Nature of Engagement

Helping facilitate Sanghamitra Institute to run its mandate for

vulnerable communities

Education, Women & Children, Protection of Vulnerable

Communities

Partnerships, Organisational and Strategic Support,

Fundraising

Direct/Indirect Beneficiaries 70+ Children

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Jan Sewa Samarpan

Hazaribagh and Simdega Districts, Jharkhand, India

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Background

Particularly Vulnerable Tribal Groups (PVTGs) are the marginalized section of the Scheduled

Tribes of India. They are a section who are relatively isolated, educationally and socioeconomically

backward, living in a habitat far away from amenities. The nomenclature PVTG is a

Government of India classification created with the specific purpose of enabling improvement in

the conditions of certain communities with particularly low development indices.

The criteria followed for determination of PVTGs are as under:

● A pre-agriculture level of technology;

● A stagnant or declining population;

● Extremely low literacy; and

● A subsistence level of the economy.

While the government has specifically created this classification with the purpose of alleviating

their needs and concerns, their development has been lagging for decades now. There have been

numerous government schemes that have been aimed at elevating their living conditions, but

the effect of these schemes is not always visible within these communities. Either they have not

reached to them or they are implemented only partially, owing to systemic challenges.

There are eight PVTG communities in Jharkhand, namely Asurs, Mal Saharia, Korwas, Birajias,

Birhors, Parahiyas, Souriya Pahariyas, and Sabars. These are the tribes who primarily live and

sustain themselves through the resources available from forests and the foothills of mountains.

They live in remote regions, and it is difficult to reach these places. And this is not a new

development: they have been living in these regions since the 1960s.

Research published in BMJ Global Health in 2016 stated, “Among the PVTG [in Jharkhand], 67%

of pregnant women were left uncovered under the Janani Suraksha Yojna. In Jorsa, East

Singhbhum district, pregnant women were totally unaware of the Indira Gandhi Matritva Sahyog

Yojna. When considering the child population, we saw that 50% of the 6 months – 3 years rarely,

and 25% of the 3–6 years never visited the Anganwadi centres under the Integrated Child

Development Scheme. Among children of school-going age (6–14 years), 62% received Midday

Meal service, but 21% rarely visited and 17% never visited or had dropped out.

When looking at household food security, we found that 9% of PVTG households don’t have a

Targeted Public Distribution System (TPDS) ration card at all. Particularly new households, i.e.

when sons get married, have difficulties in obtaining a TPDS ration card. Moreover, 50% of the

potential beneficiaries do not have a job card under the Mahatma Gandhi National Rural

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Employment Act (MGNREGA). Anemia, malnutrition, and being underweight are major problems

that the women and children of these tribes face.

Of the PVTGs in Jharkhand, the Parahiyas belong to the 'Australoid' (Santhal - Munda) group of

tribals. They were nomadic groups till 3-4 generations (about 70 years) ago. All the hills, forests,

were theirs.

However, there are no specific lands, hills, forests that have been allotted to them by the

government. (Most of their settlements/hamlets are illegal colonies as per government records).

For the government and the civilized society, they are illegal occupants of government/forest

land. Often, many of them are jailed for occupying/cultivating government land. The land they

occupy is generally barren/waste/non-productive land. These people are not good agriculturists.

Parahiyas live in poverty, depending on forest produce and MNREGA. Parahiya children have no

habit or inclination to attend a school or to study.

About Jan Sewa Samarpan

Jan Sewa Samarpan (JSS) was registered as a society in 2004 in Ranchi. The Society is managing a

small (mainly Santhal tribals’) school in Hazaribagh while taking up multiple issues pertaining to

PVTGs across areas of education, health, employment, and infrastructure, with education at the

forefront. They started a non-formal centre for PVTG children at Uchhwabal. The Birsa Munda

High School and hostel at Janho-Barwaiya, is managed by "Birsa Education Trust", an affiliated

organisation, which was registered in November 2019.

Markose is the “alive and kicking” heart behind all these initiatives. Markose has been working

in Jharkhand as a teacher and social/rights/developmental activist for nearly 40 years. In his

efforts to reach out to the most needy/vulnerable to bring about social and economic changes

through education in many villages in Hazaribagh and Simdega districts, these organisational

frameworks act as levers of change. His empathy and endeavor to be with the poorest and work

for/with them and share in their simple living is truly inspiring. Educating the unreached

continues to be his life’s work.

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Markose with children from the Parahiya community

At Birsa Munda High School, they have about 600 children, the majority of whom are Oraon tribe.

At this school, they have 13 teachers, of whom 10 are tribals. While they do not have sufficient

rooms, and no desks and benches, the group of volunteer teachers and students are a happy lot.

The Parahiya children have no habit or inclination to attend school or study. Along with a team

of volunteer teachers, JSS managed to motivate about 50 of them to attend school. When they

planned to take 20 Parahiya children to a hostel, 48 of them reported. A few more want to join

the hostel, but since they don't have any facility at Birsa Munda High School, they have been

asked to wait for a while. The need they serve is quite immense, and there are many occasions

where Markose seeks hands to serve alongside him.

The efforts involved in the transformation process of even a single child in the community are

huge and involve closely working with the community and being a voice of hope that they can

rely on and trust.

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Our Involvement

Go2C raised INR 1.3 Lakhs to plan an exposure visit for 16 teachers and 2 accompanying staff of

the 2 tribal schools from Jharkhand to Kerala. Go2C also brought in People4People, an NGO which

provides fixed play facilities for children to sponsor these for one of the 2 schools at Birsa. About

100 Parahiya children and a few other tribal (Oraon & Kherwar) children enjoy the play facilities.

Go2C is also in the process of working with Biren Buta, ex CSR Head of Tata Steel, to help bring

partners to support the education of PVTG girl children and others for whom the idea of a study

hostel is being translated into action. As of now, about 8 of them have secured a scholarship of

INR 7000 each.

Parahiya children enjoying the slide installed at Uchhwabal

SECT/Go2C/VKF

Involvement

Sector(s)

Nature of Engagement

Supporting various activities at Jan Sewa Samarpan

PVTG Development, People’s Movements, Education,

Community Development, Protection of Vulnerable

Communities

Partnerships, Organisational and Strategic Support,

Fundraising

Direct/Indirect Beneficiaries 100+ Children

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Society for Children (SOCH)

Khorda and Puri Districts, Odisha, India

Background

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Hundreds of children run away from their homes every day in India and are found wandering at

various railway stations across the country. A few of them become targets of sexual abusers, and

this led to trafficking of many girls into prostitution. Other children get involved in child labour,

where they are abused. It’s only very few of these who are actually able to go back/be sent to

their families. Most of these children potentially live off and from the streets thereafter. As per

the National Crime Records Bureau (NCRB), a child goes missing every 8 minutes in India. In

Odisha alone, hundreds of children run away everyday and land up at railway platforms, only to

become targets for Child Trafficking, Sexual Abuse, Child Begging, Child Labour, and Drug

Peddlers.

The Indian Railway Protection Force (RPF) data, as recently as Nov 2018, has found and recorded

more than 43,000 missing children at 88 major railway stations across India over the last five

years, in collaboration with the Union Ministry of Child Development and the National

Commission for Protection of Child Rights (NCPCR), according to officials familiar with the matter.

Further, RPF data shows that the number of children rescued has been growing every year since

the Railway Ministry has issued SOPs towards rescue and for better care and protection of

children in contact with the railways. Of the total number of children rescued so far, 22,343 were

runaways, 1,766 children were being trafficked, and 9,404 were street children. Of the total,

33,416 were boys and 9,844 girls, according to the data. With multiple escape points and limited

government resources dedicated to the same, one can only imagine the true number of children

in need and the state of their lives.

A Member of National Commission for Protection of Child Rights, Ms. Rupa Kapoor says, “Some

runaway girls fall into the hands of traffickers. A disturbing trend is that traffickers are eyeing

younger girls — those aged between 9 and 11. The girls are then given hormone injections to

make them sexually active early.”

About Society for Children (SOCH)

SOCH aims to rescue and resettle missing and runaway children. It also focuses on working

children, begging children, street children with behavioural issues, and those children who are

on the edge of getting involved in various anti-social activities. The society runs their operations

at Bhubaneswar, Berhampur, and Puri stations of Odisha State. To help fulfill their mission, they

have built a strong network with Railway employees and relevant stakeholders at these stations.

They sensitize them all regarding their working for needy children and the ways in which they

can also extend their hands to help. Towards rescue of the children, they conduct outreach

initiatives on platforms at railway stations. Outreach workers of the organization patrol the

platforms in order to cover the designated railway stations for a maximum period of time in the

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day. After the child is rescued, he/she is brought to SOCHs Counseling Centers where they are

provided with food, good clothes, first aid and other services as necessary.

This rescue operation is followed by counseling sessions until the child is safely handed over to

her/his parents (with involvement of government organisations). During counseling, a counselor

tries to find out the child’s problems and the parental home address. Then the child is either

reunited with his/her family or referred to institutional care for further care and protection in

the cases where family address is not traced or if the children don’t want to go back home. SOCH

inquiries about the wellbeing of the children even after they are reunited with their families. It

has monthly and quarterly follow-up systems to know the child’s status.

From the beginning of SOCH’s journey i.e. from July 2012, till date, they have helped more than

3600 children found on railway platforms. A few among these children have been provided with

institutional care and protection. The rest have been happily reunited with their families, in

collaboration with Child Welfare Committees. Due to conscientious networking with

stakeholders and railway employees they have received more than 400 children referrals from

them till date.

Children from SOCH at an excursion

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SOCH has three projects, Project “Rakshya”, Project “Punrajivan”, and Project “Pankh”. Project

“Rakshya” entails the rescue, aftercare, and immediate support components for children who

are rescued.

During the last 3 years of rigorous and dedicated service towards rescue and restoration of

destitute, runaway children under Project Rakshya, SOCH identified a special group of such

children who have run away repeatedly and some who have fallen prey to certain addictions.

There could be several reasons for such actions, but SOCH is relentless in its pursuit. Hence, it

decided to dedicate a more professional and specialized program to mould behaviour of such

children with behavioral issues through multiple counselling sessions. Thus was conceived a new

wing of SOCH , Project “Punarjivan”.

SOCH also began to find itself bidding farewell to a child once he/she attains the age of 18 without

being able to ascertain how the child would sustain her/himself with minimal or no educational

standards or professional expertise. Hence, Project “Pankh” was introduced toward the complete

social, psychological, spiritual, and economic development of these adults-to-be, and most

importantly, to inculcate a sense of responsibility by creating a value system that help them

develop as responsible citizens of the future.

Our Involvement

SOCH was identified and brought to our attention by Gobinda, who helps drive Mauna Dhwani

Operations in Odisha. Go2C helped get USD 3500, from Yale University alumni, to meet the yearly

expenses of 13 girls (school, health, etc.) in Odisha as part of Project Pankh. The donation was

generously facilitated by the Yale Community.

SECT/Go2C/VKF

Involvement

Sector(s)

Nature of Engagement

Supporting activities at SOCH

Education, Protection of Vulnerable Communities

Partnerships, Helped Raised Funds towards specific Project

Initiatives

Direct/Indirect Beneficiaries 13 Girls

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Janapada Seva Trust

Melkote, Karnataka, India

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Background

Inspired by the ideals of swaraj (self-rule) envisioned by Mahatma Gandhi and his associate

economist J C Kumarappa, Sh. Surendra Koulagi, started Janapada Seva Trust (JST) in 1960. Post

his experience of working and walking closely with Jayaprakash Narayanan and Vinoba Bhave, he

started the trust merely as a 25 year old who knew, “that he had to do something but had no

blueprint of the plan”.

Melkote, a temple town in Mandya district, South Karnataka became his home as he moved there

and started a kindergarten school with his wife Smt. Girija Koulagi, and registered the trust

formally. From the day of its inception, the trust worked in action and thought towards creating

a non-violent social order. They secured the workings of the trust through contributions from

friends.

When he found many children in India afflicted with Polio, he set up a shelter for physically

handicapped youngsters in Melkote, even organizing a low-floor bullock cart to take them to

school. As the years went by, he started a college, a weaving unit, and an organic farm. He also

set up a home for orphaned children (which is affiliated to the CARA network).

In the last six decades, the Trust has seen sweeping changes in society in general and Melkote in

particular. However, it has stood in thinking and action to its original objective of creating a nonviolent

social order. It has emerged as an organisation driven by ideology rather than by projects

or activities. Over the decades the Trust has responded to the needs of the community and

initiated several activities which have lasted from years to decades. This approach has ensured

that even after decades, no activity of JST has become stale, ineffective, or rigid in its approach.

Some of the activities of the trust are listed in subsequent paragraphs.

The Karunagruha, the ‘home of compassion’ was started in 1963 under JST. For the first four

decades, it worked with hundreds of rural disabled children, particularly those affected by polio.

It provided shelter, food, education, and medical rehabilitation. The design and the care poured

in by the Koulagi family into the home is notable. For instance, Smt. Girija, would herself cook for

the children, and, as someone in the current leadership of the Trust puts it, the Karunagruha

would look like a perfect blend between a hostel and a home.

By the turn of the century the number of polio cases drastically came down, thanks to India’s

polio eradication program. From 2009, Karunagruha has been functioning as an adoption

placement centre. The Child Welfare Committees of the Karnataka Government transfer

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abandoned children in the age group of 1 day to 5 years to the home. Children are provided care

and protection and placed for adoption after fulfilling all legal requirements.

Abandoned children cared for at JST

The Trust is striving to revive and popularise the local tradition of weaving hand-spun and handwoven

khadi that are used to make cloth pieces like the famous Melkote Dhoti.

The centre produces natural-dyed khadi and its quality is on par with the best produced in India.

Along with the yarn dyeing unit, it has its own stitching unit to produce attractive fashionable

garments. Workers manage all the activities. Many enthusiastic designer friends of JST are

involved in the activity to make designs that are market relevant.

Fabindia wants them to provide 2,000 meters of hand woven cloth per month but they are able

to meet only half the demand because weavers are in short supply and the current generation

doesn’t want to take up the profession. The weavers work 8 hours a day and earn about INR

6,000/- per month. Though reservations are in place for production in handloom categories,

many power-loom operators produce these reserved types of cloth and the unsuspecting

customer buys the latter as it is always priced less.

From handspun yarn to hand woven shirt : At JST

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JST set up the distinct Hosa Jeevana Daari centre in 1980. Hosa Jeevana Daari means ‘a way to

new life’ in Kannada. The broad concept of the centre is to create a place which is in complete

harmony with nature, and inspire people who are in search of non-violent living alternatives.

Throughout the year various camps, seminars and workshops are organised on different issues

related to environment, development and lifestyle. Low cost eco-friendly housing, rainwater

harvesting and organic farming are part of the centre’s initiatives.

At the Hosa Jeevana Daari Centre

Over the last three decades JST found that the forest around them was disappearing at a dreadful

pace. Many native species were lost before they understood their precarious situation. Most of

the trees disappeared because of the demand for firewood and timber. To meet the increasing

demand, the state government began introducing exotic species like Eucalyptus and Acacia to

the area. Although the new species helped to meet the demand to some extent, over the last

three decades they have taken over the entire area and led to monoculture, with reduced ground

water level and little space or scope for native species to survive.

In this context, the Trust is striving to convert 15 acres of its land into forest that supports rich

local flora and fauna under the name of ‘Nene Bana’ (forest of reminiscence) where each sapling

is raised by the support of individuals in the name of their loved ones.

Collecting seeds and planting saplings at Nene Bana

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In the context of its work for empowering people, JST has also paved the way for the creation of

a human-scale technology studio, towards a sustainable and equitable future. Naturalists and

scientists associated with the Trust have defined such technologies as the optimum zenith at

which technology is useful and driven creatively by humans, before it can automate to an

exploitative degree. Some of the key features of human-scale technologies, as per how the Trust

defines it are:

1. Controlled by artisan: With the advent of centralized industrialization, people’s lives are

organized to run machines continuously for increased profit. JST perceives this as machines

controlling human lives and people becoming subordinates. In contrast, human-scale

technologies empower people by giving them control over machines. Thus, they seek and skill

people won’t operate as soulless machines.

2. Low cost: Investment is a key factor that determines the level of freedom and disparity in

society. As investment costs increase, technologies can’t be owned by the masses. This loss

of freedom in turn propagates inequality. On the contrary, human-scale technologies require

low capital investment and can be owned by the masses. Therefore, it enhances people’s

freedom and encourages equality.

3. Creative space at work: A creative element is crucial for enjoying any work. But modernity,

based on centralization, seems to have kept the creative element only for a select few while

pushing menial work to the rest of the masses. Hence, work is increasingly being perceived

as a burden and drudgery. In contrast, human-scale technologies ensure a creative space for

artisans, thereby encouraging enjoyment at work.

4. Local maintenance: An increased shift towards technological automation makes people

depend on others, particularly on manufacturing companies for maintenance and services. In

turn, artisans lose control over their lives. In contrast, human-scale technologies are designed

in such a way that by and large they can be repaired locally.

5. Efficiency: An important role of technology is to reduce drudgery. However, in the present

times, in the rush of increasing efficiency, we have reached an era of automation which

displaces labour, causing a loss of livelihoods. In contrast, human-scale technologies are

designed within desirable efficiency to support livelihoods.

6. Enhancing freedom of the artisan: Freedom is fundamental for human well-being. Our

civilization, based on technologies that are beyond human-scale, is creating a world lacking

in freedom. High capital investment, complicated designs and increasing centralization due

to an urge for increasing efficiency has in turn contributed to a loss of freedom for the masses.

In contrast, human-scale technologies encourage decentralization that brings freedom for

the masses.

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Human-scale technologies at JST

The Trust also runs short courses for graduate and post-graduate students on the Gandhian ways

of living and the way forward for the country. Those who can afford the costs involved pay for

them, and the costs incurred for the remaining students is provided for by the Trust without any

questions. In the past, JST has run similar courses for interns from the Edinburgh University.

Surendra Koulagi believed in Gandhian solutions to India’s rampant poverty. He was awarded the

prestigious Jamnalal Bajaj award for rural reconstruction in 2014. He passed away in October

2017. He was fortunate that his son followed in his footsteps, and his daughter-in-law is forever

feeding and tending to the visitors and inmates of the Trust, as they both carry on his vision.

Our Involvement

Janapada Seva Trust has never actively raised funds for running the organisation. They have so

far managed their operations only through donations from friends (a few contribute just INR 50,

but have done so since the inception of the Trust ) and the local populace.

The Trust had a severe monetary crunch but neither possessed the wherewithal nor the skills

required to raise funds. In the bargain, after more than five decades of work, they were able to

directly impact only about 2,000 people. But the Trust asks with utmost humility and a muted

sense of despair, “if people see the good work being undertaken, why don’t they help?”

Go2C met with Shri Surendra Koulagi in 2014, while he was still alive, to understand the workings

of JST. We then began to support JST, to help them fundraise INR 1 Lakh toward their

Karunagraha (orphanage) initiative, specifically for building a room for prospective parents

coming to the center for adoption.

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File photo of associates and friends at the Trust with the founder

SECT/Go2C/VKF

Involvement

Sector(s)

Nature of Engagement

Supporting fundraising activities at Janapada Seva Trust

Livelihoods, Protection of Vulnerable Communities

Partnerships, Helped raise funds towards specific project

initiatives

Direct/Indirect Beneficiaries We have not been able to assess the same yet

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Smile Village

Phnom Penh, Cambodia

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Background

The gleaming facades of Phnom Penh’s high rises are a proud testament to Cambodia’s economic

boom. The country’s economy is projected to grow beyond a rate of 6% as per the World Bank

reports. However, not everyone is embracing the future with rosy optimism. Beyond the glitz of

the capital city’s swanky new condominiums and office buildings, more than 140,000 people

endure conditions of destitution living in nearly 500 decrepit slums. Unsanitary and severely

lacking even in basic amenities, these slums are perfect breeding grounds for diseases.

As Phnom Penh continues to grow, slum after slum is demolished, their inhabitants forcefully

evicted under duress — any respite offered by the slums for the urban poor is all but temporary.

The promise of a better life has been snatched away from the people of the slums by corporate

avarice and public corruption, and as land values continue to soar, hope seems like an

increasingly scarce commodity.

Stark urban parallax, Phnom Penh

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Living conditions of scavengers

About Smile Village

A residential community project founded by the French charity Pour un Sourire d’Enfant (PSE) in

collaboration with BillionBricks, Solutions to End Poverty (STEP) and URBnarc in 2012, SMILE

Village accommodates 66 families from the scavengers’ community picked up from 3 provinces

of Cambodia. They are provided a pucca house to live in and basic amenities required for living

in a community — kindergarten, community centre, play facilities for children etc.

The project built 48 homes initially with the help of Habitat for Humanity, with the intention for

another 112 to be constructed by the community themselves. The 112 homes are to be self-built

with the help of GrenZone, another nonprofit. This takes the overall number of homes to 160.

Currently 90 families find shelter in the village, sheltering about 500 homeless people. The

construction skills they have learnt in the process may land them jobs in Cambodia’s burgeoning

construction industry, and the homes they continue building are here to stay. At SMILE Village,

families no longer live in fear of the sound of bulldozers and the crack of batons.

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Project plan and post construction photos

A few of the houses are in the Khmer model and the others are normal ones. There are a few

houses which are fully owned by the inmates, where they constructed their houses all by

themselves (design, labour etc) with no external assistance whatsoever. The dwellers are charged

a nominal rent of USD 7 a month and are encouraged and guided to learn a skill or develop

entrepreneurial thinking so that in about 3 years they can move out of Smile Village and live on

their own. The game changing aspect is that the Smile Village team works with people to develop

their vision and works on their aspirations to motivate them to bring about change in their lives.

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Once the inmates are inspired enough to pursue their dream, the Smile Village team believes the

rest of the things fall in place soon.

PSE is working with several communities in different parts of Cambodia. PSE has appointed

“Social Officers” who closely monitor various developmental aspects – from education to health

to skilling to savings – of the families boarded at the Smile Village. A Supervisor monitors six such

officers, who is in turn monitored by a Manager. This process puts in place a constant and

continuous monitoring of each and every family (and is reminiscent of BRAC’s monitoring of the

Ultra Poor in Bangladesh).

A Social Officer doing his rounds

The kindergarten is free for all children where they are also provided with breakfast and lunch.

The classes run from 6:30 AM till 4 PM to cater to the convenience of working parents. Smile

Village has 6 business development/skilling units :

1. Sewing section: Here women learn and work on orders/products for Singapore Markets. They

are each paid USD 80-90 a month while their master trainer gets USD 100. The profit from the

enterprise also goes to the workers and the salaries are planned to be increased by 50% next

year.

2. Landscaping and nursery: Using books/literature sent to them from Singapore by STEP, men

work in the nursery for hands-on learning, with the objective of securing landscaping jobs and

contracts. They earn USD 80 per month. They learn to make compost too and PSE hopes that

this culture of growing plants will be propagated to the rest of the houses in the Smile Village

as a business venture.

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The landscaping unit and the rug making unit

3. Rug making: Women work at the rug making unit and are paid USD 100 per month. One among

them assumes the role of their leader. The raw material for making rugs comes from the

waste/unused balance materials bought by middlemen from the factory itself.

4. Woodcraft: A few men handle and run the woodcraft enterprise making finished pieces that

can range from puzzles for children to decorative items for homes. Many of them learn on the

job.

5. Catering: This unit had just started off as an initiative when our team visited. However this is

yet to run as a full-fledged enterprise.

Considering that the country has a prolonged rainy season, Smile Village has made a ‘Bioswail’

drain system to prevent water logging. It is a system of pipes, with perforations at regular and

specified intervals, laid within the village, about ½ metre underground, which prevents water

logging in the village.

In rebuilding confidence, providing opportunities for employment and ensuring a self-sustainable

future for its residents, SMILE Village is bringing smiles back to the marginalised people of

Cambodia by returning the promise of a better future to those who were forced out of their

homes. Slum after slum may be demolished in the name of progress, but SMILE Village, and the

wider community of people dedicated to doing social good, will make sure hope never runs dry.

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Our Involvement

A few from our team visited the Smile village project and understood its workings. Post our visit,

we facilitated the provision of a laptop from the Synergy’s Singapore Office.

SECT Managing Trustee at SMILE Village

SECT/Go2C/VKF

Involvement

Sector(s)

Nature of Engagement

Direct/Indirect Beneficiaries

Engagement with SMILE village Phnom Penh, learning from

them to explore the possibility of replicating in India and other

parts of the world.

Livelihoods, Protection of Vulnerable Communities

Bridge a specific need

48 Families at SMILE Village

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Kythe Foundation

Quezon City, The Philippines

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Background

Imagine your five-year old child enjoying the slide at the playground. Then all of a sudden, you

hear a loud cry for help. You rush to the playground and you see your child writhing in pain, hardly

able to stand up. You rush to the emergency room and doctors disclose your child has a broken

leg, and would have to be confined to a hospital room. In a span of four hours, your child’s world

has changed drastically. Your child is now lying in bed surrounded by strangers, in a cold room

with an unusual smell and beeping sounds. The pain and fear of an unfamiliar environment

contributes to your child’s incessant tears.

Wouldn’t it be great if a member of the health team approached your child, after the medical

team has stabilized his or her condition, with the assurance that everything would be fine and

offered different age-appropriate activities, while waiting for test results? Once confined to the

room, wouldn’t it be helpful if somebody would come in and listen to your concerns, offer

comfort while waiting for your child to come back from surgery or just provide general

psychosocial support?

Such a service has been a challenge to provide, especially for indigent patients in the public health

system in the Philippines. Further, children suffering from chronic illnesses like cancer can be

traumatized by painful medical treatments and possible insensitive behavior of the hospital staff.

There is an absence of support for both the children and their families to cope with these

anxieties. Parents remain uninformed about their children’s illnesses because there is a lack of

sufficient hospital personnel to thoroughly explain the medical conditions. Therefore, many

parents continue to attribute their children’s sickness to superstitious beliefs. Parents also

commonly misunderstand the doctor’s recommendations in medical terminology, which results

in non-compliance of medical procedures.

Doctors experiencing burnout also need psychosocial support. Many doctors feel a sense of guilt

and failure when they cannot cure their patients of their sicknesses. They do not have the means

to emotionally process their experiences, as they struggle to meet the basic needs of patients in

a volatile hospital environment.

There are some hospitals in the Philippines which offer this kind of psychosocial services, referred

to as Child Life Services. Child Life Services are therapeutic services designed to address the

psychosocial needs of patients in the pediatrics department that accompany health care

experience. And “in both healthcare and community settings, Certified Child Life Specialists help

infants, children, youth and families cope with the stress and uncertainty of acute and chronic

illness, injury, trauma, disability, loss and bereavement. They provide evidence-based,

developmentally and psychologically appropriate interventions including therapeutic play,

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preparation for procedures, and education to reduce fear, anxiety, and pain.” - Association of

Child Life Specialists www.childlife.org)

About Kythe Foundation

Started by Fatima Garica-Lorenzo, Kythe Foundation is bridging the lack of psychosocial support

in the healthcare system in the Philippines. Fatima is creating a space and added value for the

previously underdeveloped role of Child Life Specialists.

Kythe Foundation’s vision is to change the way hospitals think about psychological and social

support: from a supplemental service into an integrated part of the healthcare field in the

Philippines. Government and medical staff have viewed psychosocial support as an extra service

taking place in parallel to medical care, but not really part of the formal treatment of a case. The

practitioners — child life experts and their helpers — were seen as little more than outsiders

playing minor, supporting roles outside the system. Kythe works to change that. Kythe

Foundation’s Child Life Program, on the other hand, is fully aligned with hospitals’ operations.

Kythe Child Life Coordinators work towards becoming integrated into the ward and serve as

members of the hospital staff, abiding by the same standards and policies as regular employees,

and are respected as part of the ecosystem.

Child Life Specialists being trained by Kythe Foundation

Kythe Foundation’s Child Life Specialists provide indigent pediatric patients and their families

counseling and emotional support, from the point of discovery up to the very end of the child’s

illness. Kythe Foundation prepares patients and families for medical procedures and also

educates them about the illness. In order to give children an outlet from the depressing hospital

setting, Kythe Foundation offers kids a safe space to play, filled with toys and books, and

equipped with staff to initiate therapeutic play. In addition to the psychosocial support it offers,

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Kythe Foundation also helps fund certain medical treatments for indigent patients through a

deep understanding of patients’ individual needs.

The benefits of psychosocial support go beyond the patients and their families. Fatima and her

team help medical staff and hospital leaders to process their emotions and recognize their needs

as well as their patients’ needs. Kythe teaches doctors how to relate to their patients and how to

manage difficult situations like disclosing bad news to a family. These are crucial skills which are

surprisingly absent from medical education.

A child who has availed child life services

The mobilization of student-volunteer groups has been crucial to Kythe Foundation’s

development. Through partnerships with universities such as Ateneo de Manila, Kythe

Foundation has given students a life-changing experience through volunteer work with Kythe

Foundation and its beneficiaries. As a result, Kythe Foundation has sustained long-standing

support from not only their student volunteers, but alumni as well. When alumni move on in

their professional careers, they champion Kythe Foundation and connect the companies they

work for to sponsor Kythe Foundation’s initiatives. This serves as a sustainable approach that

gets stakeholders rooted in the cause.

To date, Kythe Foundation has reached over 8,000 patients and their families nationwide. As

President of the Philippine Alliance of Patients’ Organisations (PAPO), Fatima is now gathering

support from patient advocacy groups. In partnership with the Union of Local Authorities of the

Philippines (ULAP), Fatima has been participating in road shows for PhilHealth, the national

health insurance provider, to support disabled patients and give them access to healthcare.

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Through PAPO and her allies in ULAP, Fatima plans to convince PhilHealth to integrate

psychosocial support into the national system.

Child life services produce a sea of change in the lives of the children they invest into. To cite an

instance, Dr. Angie Sievert-Fernandez, PhD CCLS and Ms. Ninin Sumpaico-Jose, MA CCLS (both

Certified Child Specialists from Kythe Foundation, Inc.) conducted a study entitled “Addressing

the Emotional Distress of the Hospitalized Child: The Role of the Child Life Program” in one

partner hospital. They used Child Drawing in Hospital, a validated tool to score children’s level of

anxiety. The drawings below belong to a patient who is living with a rare disease called Blue

Rubber Bleb Nevus Syndrome. The patient, then aged 12 years old, was asked to draw her

perception of the hospital before and after the implementation of child life services.

Pre Test

Post Test

One does not need to be a psychologist to see the change in the child’s hospital world after the

implementation of child life services. Child life services such as play, education about the illness,

preparation for medical procedures and emotional support for the family have proved to lower

the level of anxiety and help the patient cope with the stress in the healthcare setting. The patient

is now 20-years old, taking maintenance medicine and is living a well-adjusted adult life.

Charm was 13 years old when he was diagnosed with osteosarcoma at Philippine Orthopedic

Center. He did not want to enter the playroom then because he felt the activities were just for

small children. One day, Ms. Ninin (Kythe Child Life Specialist) conducted a polvoron-making

session. Charm gave it a try and he found himself enjoying the interaction among pediatric cancer

patients. He then looked forward to the weekly activities in the hospital. The activities helped

him cope with his situation. Unfortunately, the doctors needed to amputate his left leg to prevent

the cancer cells from spreading. The good news was that after a year of chemotherapy, Charm

was declared cancer-free. Charm, or Kuya Charm as the children fondly call him, is now himself a

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Child Life Coordinator at Philippine Orthopedic Center. Charm has gone full-circle and is payingit-forward.

Our Involvement

In order to serve Kythe Foundation’s need better, a managing trustee of SECT visited them to

understand their work better. Upon the visit we realized that the Child Life Coordinators need to

update their skills to provide quality child life services. In mutual agreement, SECT with Kythe

Foundation began to support the Kythe Child Life Coordinator’s continuing education. Kythe

Foundation called this new endeavor the Kythe Child Life Advocacy Program (KCLAP).

Increasing the capacity of the Kythe Child Life Coordinators, improves the quality of psychosocial

services provided to pediatric patients. The KCLAP also enabled them to train personnel from

other healthcare institutions on how to implement Child Life Services. SECT has hence

significantly helped in capacitating Kythe Child Life Coordinators to meet the demand for child

life services training in hospitals all over the country, by giving INR 1.07 Lakh into the process.

SECT/Go2C/VKF

Involvement

Sector(s)

Nature of Engagement

Supporting the initiation of the Kythe Child Life Advocacy

Program in the Philippines

Public Health Care, Mental Health

Partnerships and Funding Support

Direct/Indirect Beneficiaries Not Ascertained yet

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LILA Foundation for Translocal

Initiatives

New Delhi, India

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Background

Wanting to do something about the lack of genuine engagement with any given body of

knowledge, be it a PhD research thesis or an informed discussion, which was resulting in poor

quality of outcomes across institutions of learning throughout the country, Dr Rizio Yohannan

Raj, the founder, moved beyond her narrative of teaching and mentoring students across Indian

institutions of higher learning. She resigned from her professorship in 2012 and initiated, with a

small group of sojourners, an act of change through an initiative that would present a translocal

manner of transforming learning across the country. Thus was born LILA, as a registered

foundation, in 2013.

Lila signifies play. The word holds rich resonances dating back to millennia. Multiple Indic

philosophies have engaged with it to communicate their specific reflective directions and visions

of life. Due to the wide range of associations scattered across scriptural, literary, graphic and

performance texts from different periods, the meaning of Lila has gained multiple significations,

especially in the Indian sub-continent.

Play, we appreciate, is perhaps the only act that allows us to be completely engaged, without

feeling the burden of attachment. It evokes awe that play demands rigorous training, and yet

opens the player to the ultimate possibility of adapting herself to the emergent movements on

the ground. Therefore, the term Lila can be adopted to figuratively refer to the cadence of life’s

spontaneous movements, the musicality of the continuous flow of living. But for the LILA Band,

Lila signifies a nuanced sense and practice of design and visualisation – the creative play of the

versatile artist; the transformative act of enriching a word with layers of meaning; the re-creative

faculty of the adaptable inventor; the light of faith in the eyes of the discoverer; the lightness in

the heart of the appreciative beholder; the belief in happiness for all.

About LILA Foundation for Translocal Initatives

LILA, stands for the Luminous Idea of Life Appreciation. LILA envisages human happiness as

emerging from an individual’s ability to find herself in a community where her dreams, emotions,

thoughts, talents and actions are appreciated and aligned within a light and luminous continuum

of creative engagement.

LILA is thus the illumined vision and practice for an individual living in close communion with her

truest aspirations, her fellow beings, her cultural inheritances, her natural environment. LILA was

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born as a response to a strong need. LILA believes that there must be ways to interlink the often

conflicting sites of academic research and the lived community experiences. But this must be

completed by means of conserving organic cultural practices, towards the facilitation of

transformative modes of living.

Towards realising LILA’s vision of happiness on the ground, and making it accessible to every

human being, the foundation LILA found itself at once play and institute,through a PRISM of

transformative facts: Performativity, Relevance, Innovation, Sustainability, and Multiplicity. Thus

PRISM was conceptualized to be worked out through three major phases which demonstrate

LILA’s determination to find practical and effective ways of realising its translocal vision. They

were the following:

Phase 01

The intention of the PRISM lecture series was to create an energy toward a hunger for knowledge,

breathe an exchange of ideas and awaken curiosity. Through a carefully curated program, fifteen

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seminal thinkers who have made remarkable contributions to their fields – ranging from Politics

to Arts, New Media to Tribal Research, Media to Grassroots Innovation – agreed to collaborate

with LILA and deliver public lectures from August to December 2013. This made the LILA PRISM

Lecture Series 2013.

In 2014, the LILA PRISM Lecture Series featured fourteen other major stakeholders, agents and

thinkers from a variety of fields, all joining our movement to reflect on the theme of this season:

Cultures as Continuum. LILA PRISM Lecture Series 2015 focused on Transformative Governance,

combining insights derived from the previous years, and was designed as a definitive step

towards forming a collective for ‘Organic Governance’ facilitating equitable growth in the Indian

democracy. The LILA PRISM 2016 Lecture series focused on Institutions as Practice.

Sir Mark Tully speaking at LILA PRISM

Over the years the LILA PRISM Lecture Series began to gain traction, with thinkers from Sir Mark

Tully, Vandana Shiva and T M Krishna coming to speak at the events.

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Phase 02

In phase 02, LILA moved into a place of doing an amalgamation of specifics, all to drive the

philosophy of learning and knowledge that they took away from Phase 01. These were done

through a variety of nation-wide interfaces with which various sections of society could engage.

The forum towards the exchange of knowledge became a more eclectic audience, where artists

could engage more seriously in terms of expanding the boundary of a field, over Kaapi (Indian

Coffee). Kaapi LILA thus became a monthly gathering of like-minded friends over coffee. At each

Kaapi LILA, work in progress was presented and discussed by its visualiser(s). Each session

became a platform for discoveries, explorations and reflections among culture-makers from

across borders. Through these intense conversations, LILA hopes to energise the climate of

creation in Delhi and beyond.

LILA also began to work with various sections of society in terms of connecting communities and

allowing generations of knowledge to get unpacked and play with each other, so that one would

find freshness in the narrative of the other. LILA also facilitated a course called ‘Landscaping India’

at Ashoka University, where there was a research objective to tease out the narrative of histories

of various communities across India. Sohail Hashmi conducted the course with LILA while helping

students at Ashoka University document and recount how Delhi came together to be, specifically

with respect to the Sindhi and Tibetan communities. Rich traditions of oral history were visited

with the help of first generation migrants through field-based sessions. With the help of their

ground work, students presented their work creatively through maps and threads.

Landscaping India Course at Ashoka University

LILA Terra-Sutra also initiated ‘Indigo Lingo’, a signature Human Assets and Undertakings

Transformation Enterprise (HAUTE) that aims to transform illiterate, underserved Indians,

especially women, to be skilled and educated individuals, self-governing entrepreneurs and

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inspired/inspiring community leaders. This was a strong response to the need of protecting the

long term interests of vulnerable women post the demonetisation phase, towards a freedom

through literacy and essential life skills. Many of these women were domestic help workers in a

community near RK Puram in Delhi. Weaving responses to their needs into a curriculum, the

Indigo Lingo program engaged with seven broad areas of knowledge:

● Literacy - Reading, writing and public presentation skills.

● Financial literacy leading to independence.

● Health, hygiene, sanitation and reproductive health practices.

● Wellness

● Social responsibility, citizen rights and duties.

● Skill-based enterprises and entrepreneurial initiatives.

● Self and community development that enables participants to become independent

thinkers who can further lead their community towards positive transformaction.

Bringing an exchange of knowledge through ‘Indigo Lingo’

About 44 women benefited from this initiative in three Phases. Some components of the

initiative were experiential in nature.

Phase 03

Taking from the learnings from Phase 02, LILA sought to reach out to a wider audience. The third

phase of LILA became digital through Inter-Actions. This has been an evolving lila – a creative play

founded on reflective thinking.

It affected the LILA Band greatly that the space for ‘dialogue’ was shrinking in the public realm,

and that time-bound public programs in specific locales would not help reflect on, discuss and

address issues of vital significance in a scalable and long-term manner. Hence, was born the idea

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of an online debate platform – a medium that clearly aspired to expand the middle space of

conversation. It was also seen that the philosophical bent to be translocal could only be fulfilled

through the support of a digital platform.

This Quarterly was hence born out of a felt need to inspire, initiate and sustain ‘thought’ in the

public space. The opening edition of Inter-Actions was launched with Harsh Mander and Ananya

Rao writing about how “the bitter cold, the cruel dark, the inevitable exile, the indifferent gaze

have all returned, this time, to Muzaffarnagar,” in the wake of the communal violence.

From the earliest to the current : LILA Inter-Actions Publications

Since then till now, almost every Friday a new debate has been published on the platform – a

reflective dialogue on a topical issue. The discussions have ranged from poetry to the Ebola

epidemic; mathematics to visual arts, election fever to sex work, union budget to the football

world cup. More than 150 writers from different parts of the world have written for this

publication, engaging LILA in their deliberations. The outcomes being the tip of the ice-berg, a

significant weight of philosophical bent goes behind the curation and movement of various acts

of LILA, toward creating the space for the pursuit of dialogue, exposition and community.

Our Involvement

The Executive trustee of SECT has been one from the original LILA Band, sitting together and

working out how LILA would stand from around the days of it’s conception to formalization.

Currently, we help LILA with minor funding and bring people valuable to LILA’s network to add to

their body of work.

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The Original LILA Band

In their personal and corporate capacities, the Go2C team has helped bring funds to run part of

LILA. Further, we helped bring Jerry White, a Nobel Peace Prize Laureate to interview for them.

We also helped bring Dr. Sudarshan Iyengar to write for them. We continue to engage as friends

and supporters coming in as necessary sojourners at critical times.

SECT/Go2C/VKF

Involvement

Sector(s)

Nature of Engagement

Supporting the workings of LILA foundation for Translocal

Initiatives

Higher Education, Education, Public Discourse, Citizen

Movements, Philosophy

Partnerships, Fundraising

Direct/Indirect Beneficiaries Not ascertained yet

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Philippine Accessible Disability

Services, Inc. (PADS)

Cebu City, The Philippines

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Background

In the Philippines, the needs and issues of persons with disabilities remain invisible to the broader

population and are largely unaddressed. While there are no official statistics or studies on the

literacy rate among members of the deaf community, the World Federation of the Deaf estimates

that 80% of the total deaf population in the world does not have access to education, and that

only 1-2% of the deaf get education in sign language.

With the immense barrier to communication and the lack of institutional support to address this

deficiency in the Philippines, other graver issues concerning the deaf community have surfaced.

A report by Lisa Martinez, PhD, founder of the Philippine Deaf Resource Center, cites several

studies that show the high incidence of sexual abuse among deaf women and minors in the

Philippines. One such statistic reports that 72% of deaf women in Luzon, Visayas, and Mindanao

are sexually abused or battered, with 63% abused by their own fathers. Another report cites

approximately half of referrals of sexual abuse from 1996-2006 that were handled by a

Counseling Ministry for the Deaf being cases of incest. Yet another reports one out of three deaf

women being victims of rape, and a 65-70% incidence of molestation among deaf minors. There

have also been reports of sexual abuse and molestation occurring in some deaf residential

schools, with teachers perpetuating the crime and administrators covering up for them.

Although the lack of uniform and systematized data collection prevents a truly accurate picture

of the problem, cases of sexual abuse among deaf women and children are slowly surfacing and

are being acknowledged through the leadership and scholarship of advocates for the Deaf,

Women, and Children. However, it is one thing to know and acknowledge that such abuses are

happening, and another thing to have a system that is equipped to handle such cases effectively

and efficiently.

Studies showed that deaf victims have had little to no access to the legal or judicial systems in

the Philippines. Even for programs by established organizations such as the Counseling Ministry

for the Deaf, cases filed in court are mostly either dismissed or archived, mainly due to the

language barrier - caused by the lack of interpreters in the country. There are no policies that set

standards for interpreting in court proceedings involving the deaf. As Martinez states, "The lack

of awareness...has resulted in a dismal absence of policy, i.e., of a nationally mandated system

for interpreting…and standards to govern selection of interpreters for court proceedings, and the

quality of their interpreting during these proceedings." This is a symptom of a general lack of

support for deaf persons.

198


Aggravating the lack of interpreter systems is the failure of the Philippines government to

recognize Filipino Sign Language (FSL) of the Deaf, choosing instead Signing Exact English (SEE)

which many advocates argue is not its own language, nor the mother tongue of Deaf Filipinos.

The foundation is a response to several of these needs started as a volunteering program known

as Gualandi Volunteer Service Program (GVSP). The program was initiated by John Paul Maunes,

better known as JP in Cebu City, while pursuing his nursing profession. GVSP began to foster

volunteer interpreting services as well as advocates for the issues of the deaf . Starting out as a

group of young professionals and students who socialized and looked out for the Deaf

Community in their city, JP realized that it's not just the deaf community that needed accessibility

and community support. The GVSP team hence ventured into working with people with

disabilities across the board, with the vision to achieve an inclusive society. Also, seeing

increasing requests to GVSP from police stations, hospitals and courts, the group realized that

their volunteer service could not, and should not, meet the demand of the whole deaf community

and it would be critical to address the issues within the agencies themselves.

Recognizing the importance of increasing the participation of the disabled in sports and having

an inclusive sporting activity and development led a group of core volunteers to form Philippine

Accessible Disability Services, Inc (PADS).

About PADS

PADS is an non-government organisation that works closely with various partners and

stakeholders on programs to promote the causes of People with Disabilities (PWDs). The

following are the founding tenets towards which PADS aligns its work:

● To work for an inclusive and compassionate society where People with Disabilities (PWDs)

can realize their full potential as equal partners in nation building.

● To serve in an advocacy arena where concerned individuals and institutions work together to

promote the rights and entitlements, as well as issues and concerns, of PWDs.

● To function as a knowledge and resource center for PWDs and their families.

● To empower the PWDs to themselves act as advocates in the areas of inclusion.

● To operate as a volunteering platform where national and international volunteers can be

involved in promoting and realizing the rights and entitlements of the disability community.

It has also been a part of the “Break the Silence” (BTS) Network in the Philippines, a campaign

strategy started by the Stairway Foundation Inc. to advocate for child sexual abuse prevention.

PADS plays a vital role in the BTS network as it brings in a unique, much-needed expertise and

program experience on working with deaf children and adults. BTS Project was also initiated by

199


JP in 2011 under GVSP to uncover and expose the widely ignored tragedy of sexual abuse against

deaf children and women in the Philippines, which, according to the Deaf Resource Center affects

approximately 70% of that group.

BTS in action & collaborating with Government

In partnership with other nonprofit organizations, government agencies, private groups, and

other relevant institutions, they are educating the hearing impaired and deaf communities about

the issue not only to detect and help prevent further cases but to develop a system to address

the abuse. The BTS approach uses animated films adapted from a leading children’s organization

with inset Filipino Sign Language (FSL) for deaf children, trained deaf counselors, and a 24x7

hotline to detect and channel more advanced psychological support to sexually abused deaf

individuals. They then establish paralegal and court interpreting services to help cases be brought

to light and justice, as well as workshops and trainings for government agencies. In doing this,

the program is not only addressing the issue of sexual abuse among the deaf but builds the needs

of the deaf community into the law enforcement, justice and social welfare systems.

The BTS Project has expanded to become the BTS Network across the Philippines. BTS networks

are comprised of deaf and hearing impaired professionals: lawyers, police officers, paralegals and

interpreters who are committed to helping the community have fair access to justice.

200


Break The Silence - The Filipino Network Map (Link to larger Image)

Access to sports for PWDs is hampered by poverty, systemic discrimination and lack of accessible

facilities and equipment related to their disabilities. Hence, PADS Adaptive Sports Program

empowers PWDs to become active members of the community as athletes, coaches,

administrators and adaptive equipment developers.

201


PADS Adaptive Dragonboat Team

PADS facilitates various sport clinics for PWDs in Cebu City. PADS is committed to showcasing the

amazing human spirit and has established the Philippines’ first adaptive Dragonboat team. Future

plans include the establishment of an adaptive sports resource centre and a regional paralympic

training facility. A recent partnership with the city government ensures the sustainability of the

program into the future. The PADS Adaptive Sports Program has opened opportunities; especially

for people with disabilities to interact and engage with society. Through this initiative, PADS has

been able to set standards in grassroots sports development for athletes with disabilities.

PADS has hence been able to set the sports diplomacy phase by highlighting the rights and

concerns of PWDs and has used sports as a key platform to raise issues relevant to the sector.

PADS takes pride in the success of the PADS adaptive Dragonboat team, the first Filipino crossdisability

Dragonboat team, which broke the barriers for sports participation through winning

medals at international paradragon championships conducted in Hong Kong in 2017 and Thailand

in 2019.

Our Involvement

In order to understand PADS work better, SECTs executive trustee met with JP and understood

the work and activities of PADS. As we began to get involved, we sponsored their Christmas Gala

Night in 2018 and gifts to honor athletes at PADS.

202


Athletes honored at the PADS Gala Night

Disabled athletes and volunteers were able to dress in formal suits and gowns provided by

fashion designers for the very first time. All went home with a Noche Buena Dinner Package and

traditional Christmas ham to share for their own families. Two of the deserving disabled paddlers

Owen and Nestor were awarded with livelihood packages to help them generate income and

support their families. Eighty disabled athletes benefitted overall from the initiative.

Synergy Marathon 2019 , Cebu City

Synergy has also sponsored a run in association with PADS at Cebu City to help raise awareness

toward disability needs and adaptive sports, and also to raise funds. The Synergy PADS Half

Marathon was held on 10 November, 2019 at Cebu City. Enthusiasts and supporters of PWDs

including the Vice Mayor of Cebu participated in the 21K & 3K deaf marathons, 3K crutch walk,

1K wheelchair & Blind- tandem race, to help create awareness about the inclusion of people with

disabilities and celebrate their uniqueness. SECT helped bring in about USD 15,000 towards

making this event possible. About USD 6,000 was raised through the event.

203


SECT/Go2C/VKF

Involvement

Sector(s)

Nature of Engagement

Supporting initiatives at Philippines Accessible Disability

Services (PADS)

Disability Management, Education, Protection of Vulnerable

Communities

Partnerships, Specific support on Initiatives

Direct/Indirect Beneficiaries 80+ Athletes

204


Institute of Mental Health

Chennai, India

205


Background

The Government Mental Hospital, Madras, presently the Institute of Mental Health (IMH),

Chennai, Tamil Nadu, is one of the oldest and largest institutions in South Asia rendering

psychiatric care to the mentally ill. Its hoary past extends from the year 1794, with IMH

celebrating its 225th anniversary this year. In 1871, this hospital was built at the present site and

the inmates were also from the neighbouring areas of Andhra Pradesh, Karnataka, and Odisha in

the days before the state's reorganization on a linguistic basis in 1957. It was in 1922 that its

name was changed from Government Lunatic Asylum to Government Mental Hospital, indicating

a seminal shift in thinking when considering the specially abled.

Today, many of its nearly 900 patients lead relatively peaceful lives on the premises. For many of

the residents, whose condition allows it, industrial therapy is used as a rehabilitation tool and to

give them a choice of livelihood.

Environs at the Institute of Mental Health, Chennai

Caring for persons with mental disorders has always been a challenge, in all countries. Over the

last 200 years, incarceration in jails up to the 18th century gave way to asylums in the 19th and

20th centuries, to instances of care in general hospitals and in the community in the late 20th

century and 21st century. Disenchanted with the care available in the large institutions with bed

strengths of 2,000 to 5,000, and unusual publicity given to the many deficits in care ending in

gross violation of human rights, prompted many of the Western countries to downsize these

institutions. This deinstitutionalization without much-needed community services rendered

many of these ex-patients to homeless wanderers and a sizable portion ended up in prisons.

This could serve as a lesson for India where the psychiatric services are still woefully inadequate

and hence downsizing of the Indian mental hospitals should not even be considered. In 2008, the

annual proceedings of an Annual Psychiatric Society recorded a fact : Of the number of patients

206


admitted in the open wards of an outpatient block of Mental Hospital meant for acute care with

family members by their side, 54.1% males and 35.7% females had to be shifted to the closed

main hospital even within a week or two, as the relatives expressed their inability to look after

them. Needless to say that the state psychiatric hospitals play a pivotal role in the mental health

care delivery system even in this modern era.

It is important to note the current quality of care being provided in these public institutions of

healthcare speaks of improvements and sensitivities in the current system. Care based sessions

begin at the institute after breakfast every day. For example, residents grow vegetables

organically on the sprawling premises. Several residents used to bake bread on an industrial scale

(the devices are non-operational currently though), sufficient to meet the requirements of 3

medical colleges in Chennai. Three times a week, they all do yoga together !

Care at the Institute through various forms of Therapy (Credits: The Hindu)

At an industrial therapy centre, women patients make baskets from popsicle sticks, jute bags,

soft toys, wire baskets, cell phone pouches, paper packs for medicines, candles, mats and cloth

bags. All this has been possible with interactions from civil society and the work of non profits,

such as The Banyan, who have undertaken many initiatives within the institute such as coloured

clothes, employment placements, securing voting rights etc. which have been covered widely in

the news.

207


Go2C’s Engagement

We came to know of the needs of the residents at the Institute of Mental Health through the

wife of an employee at the Synergy Marine Group. She is a doctor at the Institute and was moved

by the plight of the patients who didn’t even have a spare pair of clothes to change into, and that

too in a hot and sweaty place like Chennai. Some of the hardships faced at the institute were also

reflected through coverage in the media as well. (https://www.youtube.com/watch?v=5Hrq8JKbFs)

As Go2C, we managed 3,000 meters of cloth and 5 semi-automatic sewing machines to make

dresses/uniforms for about 800 inmates of the Institute. We were able to do this through the

help of Gokaldas Images which not only contributed to the cloth but also provided the machines

to sew and also provided the cost of delivering these at the institution.

SECT/Go2C/VKF

Involvement

Sector(s)

Nature of Engagement

Supporting needs at the Institute of Mental Health (IMH),

Chennai

Mental Health, Protection of Vulnerable Communities

Specific support on Initiatives

Direct/Indirect Beneficiaries 800 Inmates

208


Funds Raised per Initiative (in INR Lakh)

Sl.

No.

Initiative

Direct Funding

(SECT/Go2C/VKF)

Raised

Funding

1 Kalam Express 0 0

2 Aarogyam 1.2 16.3

3 Art Of Play 2.58 0

4 Cochin Cancer Society 2.4 0

5 Mauna Dhwani 0 138

6 ESTAH 7 10

7 Every Child A Scientist, MSSRF 1 0

8 Nutrition Pilot & Other Nutrition

Initiatives

0 10

9 Maher Ashram 0 6.5

10 Guru Puraskar 0 0.3

11 Bloomsday Clock 0 100

209


Sl.

No.

Initiative

Direct Funding

(SECT/Go2C/VKF)

Raised

Funding

12 Adarsha Trust 0 0

13 Citizens For Public Leadership 0 0

14 Seafarers Training & Welfare 21.32 0

15 Development of Panchayats 17.23 0

16 iCALL 14 0

17 Zeiss Aloka Vision Fellows Program 0 0

18 Education Initiatives in Chennai 0.84 0

19 Salaam Baalak Trust 2.45 0

210


Sl.

No.

Initiative

Direct Funding

(SECT/Go2C/VKF)

Raised

Funding

20 Shraddha Rehabilitation Foundation 0 26.5

21 Light of Life Trust 0 6

22 Baptist Hospital 0 17.44

23 Jan Jagaran Shakti Sangathan 0 0.23

24 Rainbow Homes 0 2.43

25 Disaster Relief 18.54 0

26 Sanghamitra Institute 0 1.1

27 Indian Housing Federation 9 0

211


Sl.

No.

Initiative

Direct Funding

(SECT/Go2C/VKF)

Raised

Funding

28 Jan Sewa Samarpan 0 0.41

29 SOCH 0 2.41

30 Initiatives at the Philippines

(Kythe Foundation & PADS)

14.02 0

31 Janapada Seva Trust 0 1

32 Smile Village 0 0

33 LILA Foundation 0 1

34 KEEP Liberia 1.77 0

35 Young African leaders Initiative 0 0

36 MUKTI, West Bengal, India 2.48 0

37 Institute of Mental Health, Chennai 0 2

Total (INR Lakh ) 116.85 340.62

212


People/Groups Served -

SECT/Go2C/VKF

Sl.

No

Initiative

Direct

Beneficiaries

Indirect

Beneficiaries

SDGs being

Addressed

1 Kalam Express, Haryana 887 CWSN Families of CWSN 1 , 3, 4, 10, 11

2 Aarogyam, Haryana 20461 People 125605 People 1, 3, 10, 11

3 Art Of Play, Haryana 1128 Children Families of

Children

4 Cochin Cancer Society, Kerala 300+ Women Families of

Patients

4, 5, 10

3, 10

5 Mauna Dhwani Foundation 100+ Weavers 2 Villages 1, 5, 6, 8, 9,

10, 11, 12, 13

6 ESTAH, Karnataka 60+ Farmers 2 Development

Blocks

1, 4, 8, 9, 12

7 Every Child A Scientist, Tamil

Nadu

120

children/youth

Siblings of these

youth/children

4, 13, 15

8 Nutrition Pilot, Haryana 45 Children 579 Children & 46

Mothers

9 Maher Ashram, Maharashtra 150+ Residents Families and

Guests at Vadhu

Budruk Center

2, 3, 11

1, 2, 3, 4, 5, 7,

8, 10, 16

10 Guru Puraskar Foundation,

Karnataka

600 Teachers 4000 Teachers 4, 8, 9

213


Sl.

No

.

Initiative

Direct

Beneficiaries

Indirect

Beneficiaries

SDGs being

Addressed

11 Bloomsday Clock,

Maharashtra

Not Available yet Not Available yet 1, 2, 6, 7, 8,

11, 13

12 Adarsha Community

Development Trust,

Karnataka

1500 youth Families of the

impacted youth

1, 4, 10

13 Citizens For Public

Leadership, Delhi

50+ Could be gauged

after about 10

years

9, 4, 16, 17

14 Training of Seafarers , pan

India

4 Scholars Families of 4 1, 4, 8, 9

15 Development of Panchayats,

Tamil Nadu

2915+ Individuals Local Panchayats 1, 3, 4, 6, 11,

16

16 iCALL, Tata Institute of Social

Sciences, Maharashtra

49 Individuals Global Seafaring

Community

3

17 Zeiss Aloka Vision Fellows

Program, Karnataka

366 Individuals Balasore Dist.

Village

Communities

3, 8, 9

18 Educational Initiatives, Tamil

Nadu

120+ Individuals All hope school

students/

Fisherman

Communities

4, 10, 11

214


Sl.

No

.

Initiative

Direct

Beneficiaries

Indirect

Beneficiaries

SDGs being

Addressed

19 Employee Engagement (apart

from Rainbow Homes)

923+ Individuals Shared

Communities

2, 3, 4, 6, 11

20 Shraddha Rehabilitation

Foundation, Maharashtra

New Initiative Reunited Families 3, 10, 11

21 Light of Life Trust,

Maharashtra

844 Individuals Families Of

Children

1, 4, 7, 8, 10

22 Bangalore Baptist Hospital,

Karnataka

829 Individuals Families Of People

Served

1, 2, 3, 8, 10,

11

23 Jan Jagaran Shakti Sangathan,

Bihar

New Initiative - In

Progress

New Initiative- In

Progress

1, 4, 8, 10, 16

24 Rainbow Homes,

Maharashtra & Karnataka

250 Individuals Support Staff 2, 3, 4, 6, 11

25 Disaster Relief - Kerala, Tamil

Nadu & Odisha

2500 Individuals Affected

Communities

1, 2, 3, 11

26 Sanghamitra Institute, Bihar 70 Individuals Families of

Women &

Children

2, 3, 4, 11

215


Sl.

No

.

Initiative

Direct

Beneficiaries

Indirect

Beneficiaries

SDGs being

Addressed

27 Indian Housing Federation,

Delhi

28 Jan Sewa Samarpan,

Jharkhand

730+ Individuals 1308 Individuals 9, 10, 11

100 Children PVTG Community 1, 2, 3, 4, 10,

11

29 SOCH, Odisha 13 Children Families of

Children

1, 2, 3, 4

30 Janapada Seva Trust New Initiative New Initiative 1, 4, 8, 9, 11,

12, 13, 15, 16

31 Smile Village 160+ Homeless

Families

Collective

Community

3, 8, 11

32 LILA Foundation New Initiative New Initiative 9, 16, 17

33 KEEP Liberia 5000 Students 13 Liberian

Counties

4, 11, 16

34 Young African leaders

Initiative

2 Fellows Fellow Initiatives 4, 8, 9, 17

35 MUKTI, West Bengal, India 246+ women Local Village

Communities

1, 5,8, 9,10,

11

36 Kythe Foundation A pool of 10000

Children (Not

included in final

count)

9 Child Life

Specialists +

Families of

Children

3,16

37 PADS 80 Para Athletes Disability

Community At

Cebu City

3,5,10,16

38 Institute of Mental Health,

Chennai

800 Inmates None 3, 10

Total ( Individuals ) 41, 160

216


Initiatives Listed by UN SDGs 2030

About

The Sustainable Development Goals (SDGs), also known as the Global Goals, were adopted by all

United Nations Member States in 2015 as a universal call to action to end poverty, protect the

planet and ensure that all people enjoy peace and prosperity by 2030.

The 17 SDGs are integrated—that is, they recognize that action in one area will affect outcomes

in others, and that development must balance social, economic and environmental sustainability.

Everyone is needed to reach these ambitious targets. The creativity, knowhow, technology and

financial resources from all of society is necessary to achieve the SDGs in every context.

The following are our initiatives listed SDG wise across all of the 17 goals for the planet.

Source- UNDP SDG Page

Kalam Express, Haryana

Aarogyam, Haryana

Mauna Dhwani Foundation

ESTAH, Karnataka

Maher Ashram, Maharashtra

Bloomsday Clock, Maharashtra

Adarsha Community Development Trust, Karnataka

217


Training of Seafarers , pan India

Development of Panchayats, Tamil Nadu

Light of Life Trust, Maharashtra

Bangalore Baptist Hospital, Karnataka

Jan Jagaran Shakti Sangathan, Bihar

Disaster Relief - Kerala, Tamil Nadu & Odisha

Jan Sewa Samarpan, Jharkhand

SOCH, Odisha

Janapada Seva Trust

MUKTI, West Bengal, India

Nutrition Pilot, Haryana

Maher Ashram, Maharashtra

Bloomsday Clock, Maharashtra

Employee Engagement (apart from Rainbow Homes)

Bangalore Baptist Hospital, Karnataka

Rainbow Homes, Maharashtra & Karnataka

Disaster Relief - Kerala, Tamil Nadu & Odisha

Sanghamitra Institute, Bihar

218


Jan Sewa Samarpan, Jharkhand

SOCH, Odisha

Kalam Express, Haryana

Aarogyam, Haryana

Cochin Cancer Society, Kerala

Nutrition Pilot, Haryana

Maher Ashram, Maharashtra

Development of Panchayats, Tamil Nadu

iCALL, Tata Institute of Social Sciences, Maharashtra

Zeiss Aloka Vision Fellows Program, Karnataka

Employee Engagement (apart from Rainbow Homes)

Shraddha Rehabilitation Foundation, Maharashtra

Bangalore Baptist Hospital, Karnataka

Rainbow Homes, Maharashtra & Karnataka

Disaster Relief - Kerala, Tamil Nadu & Odisha

Sanghamitra Institute, Bihar

Jan Sewa Samarpan, Jharkhand

SOCH, Odisha

219


Smile Village

Philipine Disability Accessible Services

Institute of Mental Health, Chennai

Kythe Foundation

Kalam Express, Haryana

Art Of Play, Haryana

ESTAH, Karnataka

Every Child A Scientist, Tamil Nadu

Maher Ashram, Maharashtra

Guru Puraskar Foundation, Karnataka

Adarsha Community Development Trust, Karnataka

Citizens For Public Leadership, Delhi

Training of Seafarers , pan India

Development of Panchayats, Tamil Nadu

Educational Initiatives, Tamil Nadu

Employee Engagement (apart from Rainbow Homes)

Light of Life Trust, Maharashtra

Jan Jagaran Shakti Sangathan, Bihar

220


Rainbow Homes, Maharashtra & Karnataka

Sanghamitra Institute, Bihar

Jan Sewa Samarpan, Jharkhand

SOCH, Odisha

Janapada Seva Trust

KEEP Liberia

Young African leaders Initiative

Art Of Play, Haryana

Mauna Dhwani Foundation

Maher Ashram, Maharashtra

MUKTI, West Bengal, India

Philipine Disability Accessible Services

Mauna Dhwani Foundation

Bloomsday Clock, Maharashtra

Development of Panchayats, Tamil Nadu

Employee Engagement (apart from Rainbow Homes)

Rainbow Homes, Maharashtra & Karnataka

221


Maher Ashram, Maharashtra

Bloomsday Clock, Maharashtra

Light of Life Trust, Maharashtra

Mauna Dhwani Foundation

ESTAH, Karnataka

Maher Ashram, Maharashtra

Guru Puraskar Foundation, Karnataka

Bloomsday Clock, Maharashtra

Training of Seafarers , pan India

Zeiss Aloka Vision Fellows Program, Karnataka

Light of Life Trust, Maharashtra

Bangalore Baptist Hospital, Karnataka

Jan Jagaran Shakti Sangathan, Bihar

Janapada Seva Trust

Smile Village

Young African leaders Initiative

222


MUKTI, West Bengal, India

Mauna Dhwani Foundation

ESTAH, Karnataka

Guru Puraskar Foundation, Karnataka

Citizens For Public Leadership, Delhi

Training of Seafarers , pan India

Zeiss Aloka Vision Fellows Program, Karnataka

Indian Housing Federation, Delhi

Janapada Seva Trust

LILA Foundation

Young African leaders Initiative

MUKTI, West Bengal, India

Kalam Express, Haryana

Aarogyam, Haryana

Art Of Play, Haryana

Cochin Cancer Society, Kerala

Mauna Dhwani Foundation

223


Maher Ashram, Maharashtra

Adarsha Community Development Trust, Karnataka

Educational Initiatives, Tamil Nadu

Shraddha Rehabilitation Foundation, Maharashtra

Light of Life Trust, Maharashtra

Bangalore Baptist Hospital, Karnataka

Jan Jagaran Shakti Sangathan, Bihar

Indian Housing Federation, Delhi

Jan Sewa Samarpan, Jharkhand

MUKTI, West Bengal, India

Institute of Mental Health, Chennai

Philipine Disability Accessible Services

Kalam Express, Haryana

Aarogyam, Haryana

Mauna Dhwani Foundation

Nutrition Pilot, Haryana

Bloomsday Clock, Maharashtra

Development of Panchayats, Tamil Nadu

224


Educational Initiatives, Tamil Nadu

Employee Engagement (apart from Rainbow Homes)

Shraddha Rehabilitation Foundation, Maharashtra

Bangalore Baptist Hospital, Karnataka

Rainbow Homes, Maharashtra & Karnataka

Disaster Relief - Kerala, Tamil Nadu & Odisha

Sanghamitra Institute, Bihar

Indian Housing Federation, Delhi

Jan Sewa Samarpan, Jharkhand

Janapada Seva Trust

Smile Village

KEEP Liberia

MUKTI, West Bengal, India

Mauna Dhwani Foundation

ESTAH, Karnataka

Janapada Seva Trust

225


Every Child A Scientist, Tamil Nadu

Bloomsday Clock, Maharashtra

Janapada Seva Trust

Every Child A Scientist, Tamil Nadu

Janapada Seva Trust

Maher Ashram, Maharashtra

Citizens For Public Leadership, Delhi

Development of Panchayats, Tamil Nadu

Jan Jagaran Shakti Sangathan, Bihar

Janapada Seva Trust

LILA Foundation

KEEP Liberia

Philipine Disability Accessible Services

Kythe Foundation

226


Citizens For Public Leadership, Delhi

LILA Foundation

Young African leaders Initiative

227


List of Acknowledgments

Sl. No. Reference Organisation Profile

1 Anil Kumar Joshi Indian Red Cross

Society

http://www.redcrosspanchku

la.com/

2 Anish Mukherjee Art of Play https://www.linkedin.com/in

/anish-mukherjee-38558548/

3 Gobinda Dalai Odisha Nirmaan https://www.linkedin.com/in

/gobindadalai/

4 Atchuta Rao ESTAH https://www.linkedin.com/in

/atchutarao/

5 Manikandan K P Indian Housing

Federation

https://www.linkedin.com/in

/manikandan-kp-4201ba71/

6 Sayali Marawar Indian Housing

Federation

https://www.linkedin.com/in

/smarawar27/

7 Santosh Kanade Bloomsday Clock https://www.linkedin.com/in

/santosh-kanade-a316608/

8 Prateek Kanwal Citizens For Public

Leadership

https://www.linkedin.com/in

/prateekkanwal/

9 Denit Matthew Shraddha

Rehabilitation

Foundation

https://www.linkedin.com/in

/denit-mathew-a10664b6/

228


Sl. No. Reference Organisation Profile

10 Dr. Gift Norman Bangalore Baptist

Hospital

http://www.bbh.org.in/consu

ltant-profile-gift-norman/

11 Ashish and Kamayani

Ranjan

Jan Jagriti Shakti

Sangathan

https://www.linkedin.com/in

/ashish-ranjan-65497b/

12 Markose Jan Sewa Samarpan Barefoot Worker

13 Manoj Kumar Swain SOCH https://www.linkedin.com/in

/manojkumarswain/

14 Ven Karma Lekshe Tsomo Sanghamitra Institute http://www.dakinipower.com

/karmalekshetsomo

15 Ranjan Rayna CauseBecause https://www.linkedin.com/in

/ranjanrayna/

16 Vishal Srivastava Synergy Marine Group Head - corporate

communications

17 Abdul Rinshad Friends of Synergy Accounts Executive

18 Aprille B Rose Synergy Marine Group Operations

19 Sanjeev Namath Alpha Ori

Technologies

https://www.linkedin.com/in

/sanjeevnamath/

20 Sheela Iyer Light of Life Trust https://www.linkedin.com/in

/sheela-iyer-88338611b/

21 Mahima Kohli Independent

Communications

Consultant &

Volunteer

https://www.linkedin.com/in

/mahimakohli/

229

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