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Oxfam India Annual Report 2011

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Oxfam India Annual Report 2011

  1. 1. Oxfam India: 2nd Floor, 1 Community Centre, New Friends Colony, New Delhi 110 065, India Tel: +91 (0) 11 4653 8000, Fax: +91 (0) 11 4653 8099, Email:, Website: Annual Report 2011 New Strategy Takes Root
  2. 2. Annual Report 2011 1 New Strategy Takes Root Annual Report 2011 New Strategy Takes Root
  3. 3. Credits Design, Layout and Printing: New Concept Information Systems Pvt. Ltd. Execution: Oxfam India Communication Team Images: Divya Syam Sudheer Bandi, Nagendra Chhikara, Tom Pietrasik, Ranjan Rahi, Chris Stowers/Oxfam India Copyright: Oxfam India 2011 60 years of Oxfam in India - A Chronology 1951 Oxfam Great Britain starts operations in India with Bihar famine relief work 1957 Oxfam Australia starts operations in India with the Food for Peace campaign 1964 Oxfam Novib starts operations in India with support to civil society organisations 1997 Oxfam Intermon starts operations in India 1993 Oxfam Hong Kong starts operations in India and Bangladesh 2002 Registration of Oxfam Trust 2008 Merger of all the Oxfam affiliates to create Oxfam India 2011 Oxfam India becomes a full fledged affiliate of Oxfam International
  4. 4. Annual Report 2011 3 New Strategy Takes Root CHAPTER I New Strategy Takes Root 6 CHAPTER II Economic Justice 10 CHAPTER III Gender Justice 14 CHAPTER IV Essential Services 18 CHAPTER V Humanitarian Response and Disaster Risk Reduction 24 CHAPTER VI Emerging Themes 28 CHAPTER VII Marketing, Fundraising and Communications 32 CHAPTER VIII Governance and Management of Oxfam India 36 CHAPTER IX Facts Behind the Figures 42 CHAPTER X List of Oxfam India’s Partners 48 Contents
  5. 5. Oxfam India New Strategy Takes Root It is my privilege to present to you the annual report and audited accounts of Oxfam India for the financial year 2010-2011. Oxfam is marking its 60th year in India this year. In this historic year for the Oxfam family, Oxfam India was inducted as a fully independent, Indian organisation (with Indian staff and an Indian Board) into the Oxfam International Confederation. With this, Oxfam India has become the newest and 15th member of this Confederation. Oxfam India’s strategy for 2010-2015, “Demanding Rights, Creating Opportunities,” focuses on reducing inequality between the deprived & the disadvantaged on the one hand and the well off on the other. Therefore Oxfam India focuses its efforts on seven lagging States -- Assam, Bihar, Chhattisgarh, Jharkhand, Odisha, Uttar Pradesh and Uttarakhand – and four lagging social groups – Dalits, Tribals, Muslims and Women. As we continue on our journey to align our programmes to the strategy this year, old programmes and partnerships in the non- focus States are being gradually phased out and new programmes and partnerships are being built in the focus States. The emphasis on understanding and addressing the root causes of inequality—including exclusion and social discrimination—is also being sharpened. Since we began our journey in September 2008 and started reaching out to the middle classes in India to build a support base for our work, the total number of individual supporters has now crossed the one lakh figure. In the current financial year, a total of `9.35 crores has been raised in India, out of an overall total of `80.9 crores from all sources. We now have 15 fundraising offices in India and we are using our expanding fundraising efforts to reach out to build an even stronger support base for our work with a view to more actively engage citizens in the country’s development agenda. The detailed audited accounts of Oxfam India are presented for your information and review. We are committed to the highest standards of transparency and good governance and are also encouraging our partners to adopt the same so as to build greater trust and confidence in the NGO sector amongst the Indian public. We believe that civil society in India has a vital role to play in shaping the path to a more inclusive, just and equal society that we all dream of. As we march ahead on our journey, I want to thank my colleagues in the Board for being strong pillars of strength in taking Oxfam India forward. I also extend my congratulations to the management and staff who are passionately engaged in building a strong and impactful Oxfam India. I also thank all our donors for playing a vital role in our vision of building an India where the right to life with dignity for all becomes a reality. Finally, my sincere appreciation for Oxfam International and fellow Oxfam affiliates for their continued support and conviction in the new Indian identity, Oxfam India. Kiran Karnik Chairperson, Oxfam India
  6. 6. A snapshot The Year That Was The last year has been one which saw massive changes in Oxfam India as we started the process of implementing our Strategy for 2010-2015 entitled “Demanding Rights and Creating Opportunities”. The Strategy provides a very clear vision and direction of where we want to be in our journey in five years time. But to get there requires significant changes in our programmes, structure, staffing and resource base. Our strategy involves focussing our work across the four thematic areas in seven lagging states largely in the North and the East and among four socially excluded groups. However, a significant proportion of our current programme is not aligned to our new strategy. The process of phasing out partners and programmes with whom we no longer have a strategic fit and looking for new partners and programmes in our focus states has begun. This is likely to be a gradual process, and that will take another year or two to complete so that it is not too disruptive for our partners. On the programme side, we have clustered the 200 or so projects that we inherited into 9 Programmes. Each programme will consist of a cluster of projects (implemented by partners) that will together aim to achieve a clearly defined set of programme outcomes at the end of the five year period. Each year of the programme is brought together under an Annual Operational Plan. This should make it much easier for us to monitor our efforts and know what results we are achieving through our efforts. Appropriate Monitoring, Evaluation and Learning (MEL) systems are being put in place to allow us to know what is working and what is not. We have also made changes in the structure of Oxfam India to ensure better alignment to the strategy. We closed two offices in West India (in Pune and Ahmedabad) and opened a new office in Patna. On the fundraising side, we are very pleased at the response we have received to our efforts to reach out to middle class Indians and build a support base for our programmes from amongst them. It is heartening to see many are now willing and able to engage in the country’s development and are looking for ways to give back to society. In the coming years, we hope to be reaching out to more and more Indians for support to our causes. Finally, I would like to thank our Board, our donors, our partners, the management team, and our staff for their support and contribution towards building a stronger and more impactful Oxfam India during last year. Nisha Agrawal, CEO, Oxfam India
  7. 7. Oxfam India6 CHAPTER I Ramlu Baiga and his wife Aghni Bai with 9-month-old son, Shiv Kumar and 8-year-old daughter, Bhagvati, belong to the adivasi (tribal) Baiga community in Kawardha District of Chhattisgarh
  8. 8. Annual Report 2011 7 New Strategy Takes Root Marking 60 years in India The year 2011 marks two important milestones in Oxfam’s history in India. It marks 60 years of Oxfam’s presence in India and it also marks Oxfam India becoming the 15th and newest member of the Oxfam International Confederation. Oxfam’s first work in India was in response to the famine in Bihar in 1951. Sixty years on, unfortunately, hunger and malnutrition remain major issues in India. About 44% of Indian children below the age of five are underweight and 48% are stunted. Because of the country’s large population, India is home to 42% of the world’s underweight children and 31% of its stunted children. On IFPRI’s Global Hunger Index, while China has a rank of nine with only moderate levels of hunger, India is ranked at 67 out of 122 developing countries with “alarming” levels of hunger. As India starts to prepare its 12th Five Year Plan (for 2012-17), this kind of slow progress being made on poverty and social indicators despite rapid growth in the last two decades, is creating a sense of urgency for all stakeholders in India to come together and actually deliver the vision of “inclusive development”. For this to happen, however, the 12th Five Year Plan will need to be people centric, and in particular, to specifically address the economic and social needs of the most marginalised social groups women, Dalits, Tribals and Muslims so that they too can benefit from the rapid growth that is being planned for in the coming decade. Vision Oxfam India’s vision is to create a more equal, just and sustainable world. The overreaching vision of Oxfam India is “Right to Life with Dignity for All”. Mission Oxfam India will fulfil its vision by empowering the poor and marginalised to demand their rights, engaging the non-poor to become active and supportive citizens, advocating for an effective and accountable state, and making markets work for poor and marginalised people. Values Oxfam India believes that its values are core to its vision and would seek to promote them through its work: 1. Commitment 2. Honesty and Integrity 3. Inclusiveness, secularism and pluralism 4. Value and respect people’s rights 5. Delivering high quality results in a manner accountable to stakeholders New Strategy Takes Root
  9. 9. Oxfam India8 A Strategy for Oxfam India 2010-2015 Oxfam India’s strategy for 2010–15 was launched in early 2010 and was formulated after extensive inputs and consultations from academicians, social activists, government officials and development experts. It revolves around the four key pillars of change: empowered poor, active citizens, an effective and accountable state, and a responsible and accountable private sector. At the heart of Oxfam India’s strategy is the shared concern regarding the gap between the two Indias – the developed and the underdeveloped – and the hope that India will get on to a more inclusive development path in the future. The Oxfams are rights-based organisations that fight poverty, injustice and exclusion by linking grassroots programming (through partner NGOs) to local, national and global advocacy and policy making. To address these challenges, Oxfam India’s strategy and programmes aim to address a broad range of developmental challenges that are classified into four themes and areas of work – Economic Justice, Essential Services, Gender justice, and Humanitarian Response and Disaster Risk Reduction (DRR). Within these themes, Oxfam India focuses on four lagging groups - Dalits,Tribals,Muslims and Women. What We Do Oxfam India works to address root causes of poverty, injustice and exclusion. Oxfam India seeks to address this through a rights-based approach where people are seen as the bearers of civil, political and social and economic rights.1 At the same time, institutions – both state and non-state institutions – are seen as duty bearers to guarantee and provide those rights to the people. It is also important to underline that without augmenting people’s ability to exercise them, the rights will be meaningless. All of Oxfam’s work is framed by our commitment Economic Justice – More women and men will realise their right to secure and sustainable livelihoods. Essential Services – People living in poverty, especially women and girls, will realise their rights to accessible and affordable health, education and right to food. Gender Justice – Women from all communities will gain power over their lives and live free from violence through changes in attitudes, ideas and beliefs about gender relations. We also advocate for increased levels of women’s active engagement and critical leadership in institutions, decision-making and change processes. Humanitarian Response and Disaster Risk Reduction (DRR) – All women and men in humanitarian crises will be assured both the protection and the assistance they require, regardless of who or where they are or how they are affected, in a manner consistent with their human rights. Fewer people will suffer deprivation as a result of conflict, calamity and climate change. And to reduce risks and building community resilience to disasters, one of the critical areas of specialisation and pillars of Oxfam India’s humanitarian work is disaster risk reduction programming. OXFAM INDIA FOCUSES ON FOUR PRIORITY THEMES 1 R� and excluded, to make demands on those in power who are known in the jargon as duty bearers. “Duncan Green FROM POVERTY TO POWER: How Active Citizens and effective states can change the World, Oxfam International, 2008
  10. 10. Annual Report 2011 9 New Strategy Takes Root to five broad rights-based aims: the right to a sustainable livelihood, the right to basic social services, the right to life and security, the right to be heard and the right to equality, gender and diversity. Where We Work Currently, Oxfam India has its presence in almost all the states. According to Oxfam India’s strategy for 2010-15, in the future two-thirds of our work will be focused on the seven lagging states of the country. These states are Assam, Bihar, Chhattisgarh, Jharkhand, Odisha, Uttarakhand and Uttar Pradesh. Furthermore, given the growing poverty in urban areas, Oxfam India proposes to adopt a two- pronged strategy to address urban poverty. First, to ensure that the thematic programmes include projects in urban areas. And second, to formulate an urban strategy to address issues which are specific to urban areas or require different perspective and strategy like identity of migrants, housing etc. How We Work Oxfam works primarily through grassroots organisations to bring about deep-rooted sustainable changes in people’s lives through long-term development programming linked to positive policy changes at various levels. We work for the socially excluded and most marginalised communities by facilitating them to be heard and mobilising them to campaign for greater economic and social reforms. We use the learnings about what works and what doesn’t at the grassroots level –through research and advocacy—to bring about pro-poor changes in policies and institutions. Implementation of the Strategy The 12-15 month period following the launch of the strategy saw massive changes in Oxfam India as we went through a restructuring exercise to align our programmes, structures and staffing to the needs of the new strategy. We initiated a programme of phasing out partners and programmes—in the non-focus states, and initiated new ones in the focus states. This process will be carried out in a phased manner so as not to disrupt ongoing programmes and relationships too abruptly. The structure of Oxfam India also underwent a change with two offices in West India (in Ahmedabad and Pune) being shut down and a new one in East India (in Patna) being opened. As a newly emerging rights based advocacy organisation and a member of the Indian civil society, intensive training has also been conducted on rights and advocacy for both our staff and partners. Oxfam India will focus on the seven most lagging states of India 6 7 3 2 4 5 1 1. Assam 2. Bihar 3. Chhattisgarh 4. Jharkhand 5. Odisha 6. Uttarakhand 7. Uttar Pradesh
  11. 11. Oxfam India10 CHAPTER II A women farmer working in her field in Temli village of Gadchiroli district (Maharashtra)
  12. 12. Annual Report 2011 11 New Strategy Takes Root Oxfam India’s work on Economic Justice aims to enhance poor people’s access and rights to natural resources and make agriculture work for small holders for food security and sustainable Approach Oxfam India’s Natural Resource Management strategy aims at increasing poor people’s access to natural resources and help them secure tenure rights to augment their livelihood and enhance their income. It aims to achieve this through: • Advocacy based on evidence-based research from the ground to ensure proper implementation of legislations such as the FRA Act and PESA Act. • Building pressure on the national and state governments for formulation of pro NATURAL RESOURCE MANAGEMENT (NRM) The Context • Access to natural resources such as forest, water, mines and minerals is crucial for the livelihoods of the poor, marginalised groups such as Tribal, Dalits, and women-headed households. • The Tribal communities’ customary rights over land, mines, forest and water have suffered as a result of unsustainable extraction of resources and land alienation. This has destroyed the ecology, environment and livelihood of the Tribals. • Losing access to natural resources and indigenous knowledge coupled with large scale displacement from their land, due to mining and other development projects have had a negative impact on the socio, cultural and religious identity of the Tribals and their social structure. • Ensuring proper implementation of legislations such as the Forest Rights Act (FRA, 2006), Panchayat Extension to Scheduled Areas (PESA, 1996) and the proposed Bills on Mines and Minerals Development Regulation Bill (MMDR, 2010), National Land Acquisition and Resettlement and Rehabilitation Bill (LARR, 2011) have a significant bearing on the rights of poor people in accessing natural resources for improved livelihood and economic empowerment. livelihoods. Interventions have been structured around two critical clusters (a) Natural Resource Management (NRM) (b) Small-holder Agriculture and Climate Change - poor, inclusive legislations for the Tribal poor with special focus on the National Land Acquisition and Resettlement and Rehabilitation Bill (LARR, 2011) and the MMDR Bill. • Building pressure for greater public investments and convergence of schemes to improve the management of common natural resources and livelihoods of poor people through piloting of innovative models, with the overreaching goal of community empowerment. Economic Justice
  13. 13. Oxfam India12 Results Networks at federal and national levels on pro - poor mining A national consultation on mining was organised in September, 2010, by Mines, Minerals and People (MM&P), Society for the Promotion of Wastelands Development (SPWD), Partners in Change (PIC) and Oxfam India. The discussion focused on issues of governance, existing legal framework such as MMDR and regulatory framework with a special focus on community equity and benefit sharing and impacts related to displacement and resettlement. As a way forward, a formal memorandum was submitted to the Minister of Mines, Government of India,on critical advocacy issues including demands for 26% equity sharing and the setting up of District Mineral Foundations. Similar consultations were held at the ferderal level in Maharashtra and Rajasthan. The effective implementation of Forest Rights Act to benefit the poor Due to continuous engagement and capacity building by Oxfam partners on Forest Rights Act (FRA),families in Rajasthan, Maharashtra and Madhya Pradesh have received individual land titles. In Odisha, the partners advocated for improved marketing practices of non- timber forest produce (NTFP) by the Tribal SMALL-HOLDER AGRICULTURE AND CLIMATE CHANGE The Context • Two-thirds of the rural population is dependent on agriculture for their livelihood and more than 80% of farmers are small and marginal farmers.1 • A significant factor leading to marginalisation has been the neglect of agriculture in Eastern, North Eastern, and many of the semi-arid central areas, which has been bypassed by the Green Revolution. • More than 40% of farmers in the small holder category are women; however, less than 2% women own agricultural land. • Increased, sudden variations in the climate will affect agricultural production which is dependent on changes in climate thereby impacting the overall food security of the small-holder farmer. 1 Small and Marginal Farmers are those who own land less than two hectares Development Cooperative Corporation (TDCC) and Girijan Cooperative Corporation. In Rajasthan, 16,024 (cumulatively 30,195) families have received individual land titles. In Maharashtra, in the Vidarbha region, through the engagement of our partners, 43,579 households got a total of 439,184 man days of work under the NREGA scheme for strengthening the natural resources and 145 villages have submitted community forest claims under FRA, out of which 29 were sanctioned by the administration. In Madhya Pradesh, with the cooperation of our local partners, 400 Forest Right Committees have been formed and strengthened. Approach The Strategy aims to promote rights of the small and marginal farmers, especially women farmers, over productive resources and services; build resilience to climate change to reduce risks and ensure Government accountability for Small-Holder Agriculture. Oxfam India attempts to: • Support women farmers to gain access and control over land.
  14. 14. Annual Report 2011 13 New Strategy Takes Root • Ensure enhanced direct public and private investments into rainfed Small Holder Agriculture • Enable small-holders in climate change adaptation and its mainstreaming • Build their capacity to access inputs for sustained income. Results Women farmers to access land rights In Uttar Pradesh, as part of the Women Farmer’s Campaign, 20 public hearings were held at panchayat level on women farmers’ issues in presence of the District Magistrate. As a result of the advocacy efforts of the Women Farmer’s Campaign “AROH Kisan Manch”, one woman was inducted into the Executive Board of “ATMA” (a government agriculture extention programme) and 32 landless women were issued land entitlements. In Bihar, Oxfam India worked with the Ekta Parishad to ensure access of the Dalit community to homestead land and secure joint agriculture land pattas and Bhudan land pattas. In Jharkhand, partners secured bhudan pattas for community members. Advocacy on climate adaptation A national tribunal on Climate Change was held in November, 2011 as a step towards raising public awareness and exploring legal spaces for climate justice. Victims of climate change from different parts of the country got an opportunity to present their case before the jury. The averments of the victims were corroborated by evidence presented by sector specialists and experts. To mark the global day of Climate Action on December 4th and 5th, 2010 Oxfam India partnered with Green Peace, Global Climate Campaign and youth volunteers to organize a public hearing in Delhi. Following the event, more than 2000 signed postcards were sent to the Prime Minister of India to take action for further investments in agriculture for poor people. Youth volunteers in a public event to mark Global Day of Climate Action in Delhi
  15. 15. Oxfam India14 CHAPTER III An embroidery training session at Shaheen an Oxfam India’s partner fighting domestic violence in Hyderabad, Andhra Pradesh
  16. 16. Annual Report 2011 15 New Strategy Takes Root Oxfam India seek to mainstream gender justice across all thematic portfolios.In addition,the Gender Justice theme of Oxfam India covers two programmes: (a) Reduction of violence against Women, and (b) Political Empowerment Approach Oxfam India’s strategy aims at reducing and preventing domestic violence against women, through policy and practice, along with changes in social beliefs and systems that perpetrate at the level of family, community and society. Special focus has been on Dalit, Tribal and Muslim women. Oxfam India specifically works on: Gender Justice REDUCTION OF VIOLENCE AGAINST WOMEN The Context • Despite progressive laws, gender equality and the empowerment of women is yet to be achieved in real terms. • Women continue to face gross inequalities and inequities within the family and in society. • In India, one-third of women in the age group of 15-49 have experienced some form of physical violence and about 1 in 10 have experienced sexual violence (NFHS 3, 2005-06).1 • Almost two out of five married women in India are subject to spousal violence. • 70% of married Indian women between the ages of 15-49 are victims of violence like rape, beating, forced or coerced sex (UNFP Report, 2009). • Each incident of domestic violence leads to a loss of seven working days for a woman.2 • 37% rural women have faced abuse and violence at home (NFHS 3, 2005-06). • The male-female ratio is lower today than it was 100 years ago – 1000:932. • The child sex ratio dropped to 914 females against 1,000 males; 6 million girls missing, partly on account of female foeticide and infanticide.3 1 National Family Health Survey (NFHS-3), 2005-06 2 International Centre for Research on Women. 2000. A summary Report for a Multi-Site Household Survey. Domestic Violence in India. No. 3. Washington, D.C.: International Centre for Research on Women. Cited in: UN Millennium Project 2005a, p.115 3 National Census Report, 2011 of Women. The two programme goals identified for Oxfam India are reducing social acceptance of violence against women and increased and effective representation of women in decision making forums in governance institutions. • Improving access for survivors, to the formal justice system and support services. • Advocacy by civil society (women’s groups, networks and alliances) for building state accountability to protect women from violence. • Spreading the campaign on mobilising and empowering women and men to challenge belief systems and practices.
  17. 17. Oxfam India16 Results The programme is being implemented across 12 States covering more than 200 districts. Some of the major achievements are: Improved access to the female justice support services The 16 Support Centres set up in collaboration with State Police Departments in Andhra Pradesh (5), Odisha (5), Gujarat (5) and Uttar Pradesh (1) have addressed 6150 cases of violence against women out of which 4305 are of domestic violence with majority participation from marginalised communities. Formal memoranda have been signed with the State Police Department in these States respectively. State level advocacy initiatives for the effective implementation of the Protection of Women from Domestic Violence (PWDV) Act,2005 has been strengthened with the establishment of State Forums such as Civil Society Resource Facilities (CSRF) in Odisha and Andhra Pradesh, Sajha Manch in Uttarakhand and Stri Hinsa Nivaran Manch in Gujarat. Effective implementation of Domestic Violence Act The Budgets and Expenditure analyses of the PWDV Act was carried out across 5 States in collaboration with the Centre for Budget Governance and Accountability (CBGA). Budget advocacy to implement the Act has led to new allocation of budgets in Uttarakhand (`50 lakhs per annum) and Odihsa (`40 Lakhs). In Andhra Pradesh, the High Court has mandated that once a week the cases under PWDV Act will be heard in the Magistrate’s Court. Efforts by Oxfam India partners have led to Gujarat appointing full time Protection Officers following a High Court directive. Oxfam India supported a study on the status of the Short Stay Homes in three states- Uttarakhand, Gujarat and Odisha. Following inputs from our partners, government orders have been issued in Odisha to all the districts by the Commissioner to revive the Shelter Home Committees at the district level. The Committee will include District Magistrate, District Social Welfare Officer and local NGOs to improve the quality and monitoring of the homes. Support ‘We Can’ Campaign to reduce violence The India ‘We Can’ Campaign, which is part of Oxfam’s South Asia Regional Campaign tackled issues of violence against women by challenging existing gender-biased community attitudes and creating public opinion against social norms that legitimise it. Currently, there are 2.7 million individuals in 13 states from various walks of life who have signed up with the ‘We Can’ Campaign as ‘Changemaker’. ‘We Can’ posters and messages have been used in the National Council for Educational Research and Training (NCERT) and Central Board of Secondary Education (CBSE ) Civics Text book for Class IX and X.
  18. 18. Annual Report 2011 17 New Strategy Takes Root POLITICAL EMPOWERMENT OF WOMEN The Context • Currently, there are 58 (11%) women legislators out of 543 legislators in the Lok Sabha and 23 (10%) out of a total of 243 in the Rajya Sabha • Constitutional Amendment Acts - 73rd, 74th and 112th – allow reservations for Women in Panchayati Raj Institutions and other local governance institutions • A Women’s Reservation Bill seeking reserved quota for women in upper bodies of decision making like the Parliament, legislatures etc. was passed by the Rajya Sabha in March, 2010. • Since independence, the strength of women in the political field as reflected in state legislatures, remained at an average of 3-5% of those elected. Approach Oxfam India’s strategy aims to improve the effective representation of women in decision making forums in governance institutions through the following ways: • Forming alliances with other Civil Society Organisations for effective participation of women in political forums • Policy analysis from a gender perspective to advocate for women’s equality and equity • Supporting and building capacities of elected women representatives to govern and administer effectively Results Enhanced women’s participation in governance In Madhya Pradesh, Panchayati Raj Institution’s (PRI) members from the Baiga Tribal community who had been elected as leaders in the January 2010 panchayat elections, were trained and supported to work as agents of change at the Panchayat level. In 2001, over 1357 Village Development Committees were formed, in 1550 Villages of Maharashtra, to support women to stand for Gram Panchayat elections and ensure that there is effective participation of women in Gram Sabha meetings.
  19. 19. Oxfam India18 CHAPTER IV Children enjoying reading session in an innovative library of a school in Rae Bareilly, UP
  20. 20. Annual Report 2011 19 New Strategy Takes Root The Essential Services theme of Oxfam India has three programmes: (a) Right to Health, (b) Right to Education and (c) Right to Food and Nutrition. The change goal on essential services for Oxfam India is that people living in poverty, especially women and girls will realise their rights to accessible and affordable health, education and food and nutrition. We work with grassroot partners for empowering communities towards localised planning, monitoring and budget tracking. We also work with national and state level campaigns seeking governance accountability and establishing essential services as basic rights. Essential Services HEALTH The Context • India has unacceptably high rates of maternal mortality, infant mortality, and malnutrition. • There are high regional and social disparities in health outcomes. • India has the highest number of maternal deaths in the world with one maternal death every five minutes. • Only about 47% of the births are attended by skilled health personnel. • Only 30% of the population in India currently has access to essential drugs. • Public spending on Health is among the lowest in the world, that is, 1% of GDP with almost 80% of the total health cost borne by the individuals or private sector. Approach The Heath Strategy aims at increasing people’s access to quality and affordable basic health care. The activities planned through partnerships aim at: • Building capacity of Civil Society to monitor implementation of National Rural Health Mission (NRHM) and undertake budget tracking of financial investments in health programmes • Advocating for a progressive Right to Health Act • Increasing accountability and regulation of private sector provision of health care services
  21. 21. Oxfam India20 EDUCATION The Context • Despite enactment of Right to Education Act, over 8 million children are out of school • The act extends to children studying only till class VIII • 60% boys and 63% girls drop out before completing class X • About 10% Muslim, 10% of ST, 9% SC and 7% OBC children are out of school. • Public spending on education is only around 3.4% of GDP. Approach The Education Strategy aims at increasing people’s access to quality, universal and inclusive elementary education in the mainstream public education system. The activities through partnerships will focus on: • Building capacity of civil society to monitor effective implementation of the Right to Education Act • Ensuring inclusive and quality education in formal systems by working through effective modelling • Advocating for allocation of adequate resources for education and their effective utilisation Results Empowering community based organisations to realise health rights In Maharashtra, SATHI organised district workshops to increase interface between Village Health and Sanitation Committee (VHSC) members and government village level health workers, ASHAs. This has resulted in improved use of untied funds under National Rural Health Mission (NRHM). In Rajasthan, Jharkhand, Bihar, Maharashtra and Odisha workshops and trainings were organised to encourage direct community participation on health issues, demanding funds from the government for sanitation in the villages and participation of the community in the development of the village plans. Advocate for inclusive and transparent Governance In New Delhi, the Planning Commission institutionalised a process for engaging civil society organisations (CSO’s) to consult on the 12th Five Year Plan Approach paper. Wada Na Todo Abhiyan (WNTA) along with CSO’s initiated a series of 16 consultations across the country to consolidate inputs to the Approach Paper. A Report with recommendations was shared with the Planning Commission. Oxfam India participated in these consultations and provided inputs to the proceedings. Centre for Budget and Governance Accountability (CBGA) conducted a first of its kind Budget Transparency studies in India, using eight parameters ranging from availability of budget documents to practices related to fiscal decentralisation. Partners in four States, viz. Assam, Jharkhand, Odisha and Uttar Pradesh, collaborated with CBGA to undertake the study in their respective States.
  22. 22. Annual Report 2011 21 New Strategy Takes Root Results In 2010, the Right of Children to Free and Compulsory Education Act, 2009 - a central legislation came into force. The Act lays down the Framework for Education Policy in the Country. Oxfam India was instrumental in bringing together major education networks representing civil society organisations at national and federal levels. Monitoring effective implementation of the Right to Education(RTE) Act At the national level, the year ended with a Peoples’ Stocktaking event on the Act’s implementation with participation from all the principal education networks and agencies with over 2,500 people from across 17 States. Participants discussed the status of RTE implementation and pledged to work together. In Rajasthan, Bodh Shiksha Samiti led the State Level Task Force to frame the state rules on community participation and School Management Committees. This led to the formation of School Management Committees (SMCs) across the State. In Uttar Pradesh, Lokmitra was also part of the Drafting Group for rules in the State. At the national level, Oxfam India collaborated with National Commission for Protection of Child Rights (NCPCR) - the National Body tasked to monitor the Act’s implementation – to pilot tools for monitoring the Act’s implementation across 250 schools in 4 States. Oxfam India participated in consultations to finalize the National Policy for Children formulated by the Ministry of Women and Child Development, Government of India, and to revise the framework of Sarva Shiksha Abhiyan developed by the Education Ministry. Oxfam India also contributed to the preparation of the Shadow Report on Millennium Development Goals (MDGs) and in the 12th Five Year Plan consultation organised by Wada Na Todo Abhiyan. Advocate resource allocation and utilisation In Rajasthan, Doosra Dashak took 306 adolescents who had dropped out of school through bridge courses of which 77% returned to formal education. Over 550 children were mainstreamed though the efforts of APSA (Bengaluru), EFRAH and Swati (Delhi), NBJK (Jharkhand). Pratham signed new memoranda with the Government of Gujarat and Rajasthan and renewed arrangements with the Governments of Punjab, Himachal Pradesh and Uttarakhand to conduct and monitor teacher training programmes. It also signed a memorandum with government of Andhra Pradesh to strengthen SMCs in Hyderabad. In Delhi, Pratham worked with more than 700 Municipal Schools, reaching approximately 1.8 million children through its library programme. In Delhi, SARD signed an MoU with the Municipal Corporation for inclusive education.
  23. 23. Oxfam India22 RIGHT TO FOOD The Context • Despite sustained economic growth over the last two decades, India ranks below several countries in Sub-Saharan Africa, such as Cameroon, Kenya, Nigeria, and Sudan on Child Malnutrition Rates even though per capita income in these countries is much lower than in India. Eighteen countries in the world have prevalence rate of stunting of more than 45% (UNICEF, 2009). India ranks 12th in this list1 . • India has the highest number of stunted children, with about one in three stunted children in the developing world being from India (31.2%) (UNICEF, 2009)2 . • According to the ranking of the status of hunger of various countries using the Global Hunger Index (GHI) by the International Food Policy Research Institute (IFPRI), India score 23.7 and stand at 66th rank out of 88 countries. This indicates “continued poor performance at reducing hunger in India”.3 • 50% of women in reproductive ages and almost 70% children are anaemic (NFHS 3)4 . Approach Oxfam India will develop a new strategy on Right to Food in 2011-12 which will address issues of food insecurity and malnutrition over the next five years through the following interventions: • Building local capacity to monitor Government Schemes and entitlements on food and nutrition. • Monitoring nutrition outcomes through the data from National Health Surveys. • Building a media campaign and advocacy for ensuring food security and reducing malnutrition. • Build on Oxfam’s GROW Campaign, seeking food justice for all, to undertake a range of public engagement activities. • Piloting models in backward districts with comprehensive strategies to address food security of people and decreasing malnutrition. • Monitoring government to services to address severe acute malnutrition. • Build linkages with G20 & India in the World work to influence the food security agenda of G20. Results Advocate for Right to Food and Nutrition Security In Odisha, Atmashakti Trust developed a cadre of Village Based Activists (Jan Sathis). As a result, in seven districts, of the two lakh families covered under Mahatma Gandhi National Rural Employment Guarantee Act (MGNREGA) by Jan Sathis, over 90% were issued Job Cards and 80% opened bank accounts/postal accounts. In Andhra Pradesh, Centre for Environment Concerns (CEC) worked with Government to develop and advocate for improved tools for use by MGNREGS workforce, especially women in identified districts. 1 UNICEF (2009): “Tracking Progress on Child and Maternal Nutrition: A Survival and Development Priority” (New York: UNICEF) 2 UNICEF (2009): “Tracking Progress on Child and Maternal Nutrition: A Survival and Development Priority” (New York: UNICEF) 3 Menon Purnima, Anil Deolikar and Anjor Bhaskar (2009) India State Hunger Index: Comparisons of Hunger Across States, IFPRI, Welt Hunger Hilfe and UC Riverside available at 4 �
  24. 24. Annual Report 2011 23 New Strategy Takes Root In Bihar, Koshish Charitable Trust has piloted a model which focuses on engaging young women and men from the marginalised communities such as Mahadalits. The model develops their leadership skills to enable them A glimpse of a village Seed Bank in Gorakhpur to monitor and ensure effective implementation of food and nutrition security schemes. Through this initiative, village level Report Cards on Food and Nutrition Security are being prepared.
  25. 25. Oxfam India24 CHAPTER V Oxfam India response to Leh Floods in August 2010.
  26. 26. Annual Report 2011 25 New Strategy Takes Root The Humanitarian Response and Disaster Risk Reduction (DRR) strategy of Oxfam India aims to enhance its capacity to work with partners to promote new and better ways of responding to humanitarian crises and to enable the rural poor to anticipate, manage and reduce risks from disasters. Humanitarian Response and Disaster Risk Reduction HUMANITARIAN RESPONSE AND DISASTER RISK REDUCTION The Context • India is among the most disaster prone countries in the World.1 Overall, 241 districts in 21 States are prone to multi- hazard risks. • India’s 60% land mass is earthquake prone, 68% prone to drought and its 8,000 km long coastline prone to cyclones. Besides, 40 million hectares of land is flood prone; frequency of flood occurrence, its scale and impact have been significantly increasing in recent years. • Increasing number of flash floods due to large scale development activities without ‘adequate’ impact assessments have led to massive loss of habitats and livelihoods, especially for the poor people. • Around 700,000 Indians die each year from diarrhoea2 (WHO Report, 2002). 88% of these deaths are due to unsafe water, inadequate sanitation and poor hygiene. • In 2008, only 31% population in India had access to improved sanitation. In rural areas, only 21% have access to sanitation. 1 National Institute of Disaster Management (NIDM) 2 Approach Oxfam India’s humanitarian work aims at assuring both protection and assistance to women, men, youth and children affected by a humanitarian crisis, in a manner consistent with their human rights. The focus is on two core areas: Water, Sanitation and Hygiene Results Access capacity of partners for humanitarian response across India Oxfam India has played a critical role in strengthening the capacity of its partners and community on emergency preparedness. An extensive partner capacity assessment process was carried out across the country with 32 partners getting trained to lead an emergency response. Strengthen capacity of partners and Oxfam India to respond to disasters Oxfam India supported key technical trainings during the year to enhance the capability of its partners and community to respond to and deliver an effective emergency response. These included trainings on Emergency Food Security and Livelihood (EFSVL), Water, Sanitation and Hygiene (WASH) management,
  27. 27. Oxfam India26 Humanitarian Advocacy, logistics for emergencies; gender in humanitarian programmes and emergency shelter. A South Asia Emergency Response Training (ERT) was organised in collaboration with RedR India, United Nations Disaster Management Team (UNDMT), UNICEF and National Institute of Disaster Management (NIDM) with participation from India, Sri Lanka and Bangladesh. On invitation from UNDMT Oxfam India participated as one of the trainers for the Mumbai Emergency Management Exercise (MEMEx) to explore and strengthen urban emergency response system of Mumbai. Oxfam India Humanitarian hub has now been established in Kolkata and has become functional from Oct 1, 2010. Improve WASH (Water, Sanitation and Hygiene) in emergency response Oxfam India has developed a WASH Capacity Building strategy and plan for 2010-12 as part of the Humanitarian Investment Plan (HIP) document of Oxfam International. Oxfam India signed the Partner Cooperation Agreement (PCA) with UNICEF India on ‘Contingency Plan Project’ and ‘Pre Positioning for Emergency Response focusing on WASH’. The new programme will be implemented across six States over a period of 18 months. Strengthen Coordination for effective Advocacy Oxfam India provides support to the State level Inter Agency Groups (IAGs) in Uttar Pradesh, Odisha, Bihar, West Bengal and Assam as part of its commitment towards promoting effective and sustained coordination in vulnerable States. Oxfam India is also an active member of the Sphere India Coalition at national level. Respond to Emergency Crises Four inter agency joint need assessments were facilitated by the Humanitarian team in collaboration with the State IAG, member agencies and local Government, including tornado (Kal Baishakhi) strike in West Bengal and Bihar (April 2010), diarrhoea outbreak in Odisha (Aug – September 2010) Uttar Pradesh and Uttarakhand Flash flood (September 2010 and January 2011). In 2010-11, Oxfam India responded to the four month Flood Response in Leh covering 15,600 flood affected people. The response programme included non-food item distribution, provision of WASH facilities in the relief camps, providing support in food processing to meet the food security needs during the post flood extreme weather conditions. Disaster Risk Reduction (DRR) Approach Work started in late 2009 to build the resilience of the vulnerable communities living in chronically flood and cyclone affected areas. There was increased focus on strengthening advocacy efforts to influence state and national governments respectively to respond to disasters through effective disaster management systems. Oxfam India worked with a range of stakeholders at various strategic and functional levels. Results Emergency Contingency Planning (ECP) Contingency plans were developed along with risk analyses and response by 13 DRR partners in Andhra Pradesh, Assam, Bihar, Odisha and Uttar Pradesh. In North Bihar, 101 villages in 3 districts developed Community Contingency Plans (CCP) with support from Village Disaster Management Committees. Service provision and sensitisation Seed banks in Uttar Pradesh and grain banks
  28. 28. Annual Report 2011 27 New Strategy Takes Root in 26 villages in Muzaffarpur District, Bihar were established; the height of hand pumps were raised in villages in Gorakhpur District, Uttar Pradesh to reduce water contamination risk; Public Health Campaigns and School Safety and Sanitation Campaigns were organised by DRR partners in flood prone areas of Assam, Bihar and Odisha. Adaptation and risk reduction initiative for vulnerable livelihood In Assam, Bihar and Odisha farmers initiated climate resilient wheat cultivation through system of wheat intensification and paddy cultivation through System of Rice Intensification (SRI) to increase productivity and to compensate losses that occur during the flood season. Policy advocacy for improved humanitarian response and disaster risk reduction Partners in Assam, Bihar and Odisha have worked with the management of schools to train children in first aid techniques. The state school curriculum now includes a lesson on disaster management with designated teachers to spearhead the disaster preparedness education campaign.
  29. 29. Oxfam India28 CHAPTER VI Youth delegates in a community visit to Meerut in Uttar Pradesh
  30. 30. Annual Report 2011 29 New Strategy Takes Root In addition to the four themes on which Oxfam India has been working, it has identified strategic new directions. These include (a) Youth and Active Citizenship, (b) Communalism and Peace Building and (c) Urban Poverty. In the coming years, Oxfam India plans to deepen its understanding on these issues and evolve programmes in line with its new strategy. Emerging Themes YOUTH AND ACTIVE CITIZENSHIP The Context • Out of 1.2 billion youth (15-24 years) in the world, 225 million are from India i.e., 19%. (World UN Report 2007). By 2025, India would be youngest country in the world with an average population of 29 years. • The National Youth Policy is being developed by the Government of India. Approach Oxfam India focused on “Youth and Active Citizenship” as one of the new emerging areas of its strategy. The aim was to build the capacities of the youth as national and global leaders; provide them with opportunities to proactively engage in community based work on social issues and effectively function as active citizens in their communities and globally. A two pronged strategy was adopted to address youth engagement and active citizenship through: • Bringing together youth from across the world in a structured platform for the exchange of knowledge and skills. • Developing a strategic portfolio focusing on Youth. • Mainstreaming it across other thematic plans. Promoting and engaging youth and active citizenship by influencing their beliefs, attitudes and practices is central to bringing about changes both at policy and implementation level to address poverty. Results Oxfam India Youth Partnership Programme The Fourth Cycle of Oxfam International Youth Partnership (OIYP) was held in November 2010 at New Delhi in collaboration with Oxfam Australia. About 300 youth (125 boys and 175 girls) including 20 from India, called as “Action Partners”, from about 98 countries participated in the 8-day event. The event focused on sensitising the youth leaders to developmental challenges related through thematic tutorials; mentoring sessions; “Development Exchange” exhibition that showcased good practice solutions and field visits to review grassroot level interventions currently being undertaken by Oxfam India partners. Following the OIYP event, an International Indigenous Cultural Exchange programme was conducted whereby participants from indigenous community in Australia and specific action partners from India had the opportunity to visit and stay with the baiga Tribals of Madhya Pradesh.
  31. 31. Oxfam India30 Oxfam India launched the “Sow the Seed for Change Campaign- We Pledge, You Promise” at the 5th International Youth Peace Fest organised at Chandigarh, the Peace City of India. At Hyderabad and Bengaluru, the campaign was conducted with Centre for Environment Education, involving over 1000 youth. Oxfam India supported Yuvsatta in organising an international peace festival in Chandigarh wherein 1000 youth participated from 22 countries. Oxfam India’s partner AMAN Public Charitable Trust, also referred to as JOSH, conducted the Community Action Learning with urban youth to mobilize and build capacity of youth on issues of transparency and accountability for delivery of essential services, particularly education. Oxfam India’s partner, Pravah held a series of “Inward Bound and Youth Adda” events for youth. Around 800 young people from across 10 colleges in Delhi participated in the process. COMMUNALISM AND PEACE BUILDING The Context Oxfam India firmly believes in the secular- democratic values enshrined in the Indian Constitution. It believes that secularism is the corner stone of Indian democracy. It also believes that conflict not only hampers the development process but also adversely affects the poor and the marginalised much more. It is also Oxfam’s understanding that communalism is an issue which needs to be made part of general sensitivity of all the development practitioners regardless of their areas of work. Approach • Build capacity of civil society organisations to address communal conflict and undertakes peace building activities • Support national advocacy efforts to feed into a progressive communal Violence Bill Prevention of Communal and Targetted Violence (access to justice and reparations) Bill, 2011. Results As part of its work towards building civil society capacity on communalism and peace building, Oxfam India attempted to target two sets of groups- (i) Collaborating with Oxfam partners working in different regions and (ii) sensitising youth. For the youth, Oxfam India collaborated with World Comics India for an interactive workshop on producing Grassroots Wall Poster Comics on Communalism in March, 2011 with the students of Development Communication Department of Lady Irwin College in New Delhi. Similar workshops were organised in Hyderabad and Lucknow. Every participant in the workshop made one wall poster comic each, illustrating either their personal experience or a simple expression on communalism. As part of its effort to build its partners capacity on the issue, Oxfam India, in collaboration with ANHAD, organised workshops in Bhubaneshwar, Jahangirabad (near Lucknow) and Mumbai. Anhad also initiated public discussions on the draft Prevention of Communal Violence Bill 2011 by bringing in activists, jurists, legal experts and academics together on one platform. Also, to feed into the ongoing 12th Five Year planning process, a national consultation on Minority Rights was organised.
  32. 32. Annual Report 2011 31 New Strategy Takes Root URBAN POVERTY The Context • Urban poverty in India remains high at over 25%. • 285 million people in India live in urban areas and nearly a quarter of this population, constituting 81 million people, lives below the poverty line. • Though cities contribute 60% of the country’s GDP1 , a large population of urban poor lives in slums and on the pavements in really abysmal conditions. • With over 575 million people, India will have 41% of its population living in cities and towns by 2030 from the present level of 285 million. 1 GOI. Urban Scenario. Ministry of Urban Development directly reached out to 48 slums, resulting in the inclusion of 15000 people during the second phase of the Census 2011. In Lucknow, Oxfam India, Vigyan Foundation and the Lucknow Municipal Corporation worked jointly on a response to fight the cold wave in the city. As a result 38 night shelters were established for the homeless, blankets were distributed and Allaws (bonfire) were arranged in critical locations, benefitting thousands. Oxfam India was nominated by the Lucknow Municipal Corporation in its 23 member City Sanitation Task Force (CSTF). A city- level Urban Poor Worker’s Federation called Shehri Gharib Sangharsh Morcha was established and members from the federation participated in community led advocacy initiatives in three cities- Agra, Allahabad and Lucknow. Approach Oxfam India focused on “Urban Poverty” as one of its emerging areas for engagement. The aim is to mobilize and build the capacities of the urban poor communities to enable them assert their rights and access entitlements. The two pronged strategy adopted to address urban poverty issues include (i) organising and mobilising urban poor communities and (ii) engaging with government departments and urban local bodies towards advocating inclusive urban planning. This year the focus was on inclusion of urban poor in Census 2011 and advocating for stronger inclusion of urban poor in government of India’s flagship programmes on urban development. Currently, the urban poverty work is being piloted in Uttar Pradesh. Results In Lucknow, under the campaign to include urban poor in Census 2011, Oxfam India
  33. 33. Oxfam India32 CHAPTER VII OXFAM Trailwalker India launch in Bengaluru
  34. 34. Annual Report 2011 33 New Strategy Takes Root Oxfam India, since its inception, has made huge efforts to raise funds in India using a variety of techniques and tapping into a number of sources. Till the previous year, Oxfam India has focused on raising funds primarily from individual donations through face-to-face, tele-calling, tele-facing and corporate employee giving. This was done so with the twin objective of creating a strong and popular brand recognition as well as creating a solidarity base within the growing middle class for its own work. In 2010-11, Oxfam India also initiated in-house efforts to raise funds from various institutions and also through events. This, coupled with better and quality donor servicing as well as brand-awareness, has enabled us to reach out to a larger number of donors. In 2010-11, a total of `9.4 crores (US$ 2.1 million) has been raised from all sources. Individual Fundraising Individual fundraising in Oxfam India employs various channels namely face-to-face, tele- calling, tele-facing and from major donors. It relies primarily on in-house teams for individual fundraising. During the year, Oxfam India started seven new operations. These offices are Jaipur, Ahmedabad, Hyderabad, Gurgaon, Goa and Guwahati besides second operation in Delhi. This takes the number of fundraising offices of Oxfam India to 15. Apart from this, Oxfam India also hired three agencies for this purpose. Marketing, Fundraising and Communications A philanthropic couple – – both ex-professors of Delhi University – – have willed to donate half of their legacy in New Delhi to Oxfam India. Mr. Rajender Kumar Gupta and his wife Mrs. Urmila Rani Gupta have bequeathed their flat located in Patparganj in East Delhi along with all its movable and immovable property they have or may acquire in future, through a will, for which they have appointed Oxfam India as the executor. They have registered and probated their will the sub registrar, Delhi. As per the will, 50% of the proceeds from the sale of this property would be given to Oxfam India and the remaining 50% would be given to the Ramkrishna Mission, New Delhi. Informal estimates have valued the property and the assets at over `1 crore, which means Oxfam India would receive more than `50 lakhs. Oxfam India is always striving to elevate the standard of servicing to the donors. Quarterly newsletter (mostly electronic version) is shared with donors to keep them updated on our work. We are also committed and achieved a turnaround time of 72 hours for resolving any donors queries. Quality donor servicing is strongly supported by robust donor data management system (DMS). This year we have also focused on cleaning and reconciliation of DMS thus enriching the same and also provided online training to all fundraising staff on DMS Hive (which also cut down the travel and training cost drastically). TREND SETTERS
  35. 35. Oxfam India34 We have recruited over 30,000 new donors last year taking our individual donor support base beyond 100,000 supporters during the last three years. We also initiated a “Major Donor Programme” aiming at high net-worth individuals (for the donor whose annual gift size is more than `20,000 in a year) in September 2010 with the support of Oxfam International. Accordingly, “Major donor officers” were recruited for Bengaluru, Delhi NCR and Mumbai. A Direct Mailer Campaign was started in February and March 2011 with child education as the main theme aiming at high networth individuals, international frequent fliers, business leaders and academicians. Apart from this, other fundraising campaigns were organised from time to time during festive seasons, namely, Diwali and Christmas for resource mobilisation and brand awareness purpose. Institutional Fundraising Oxfam India established the institutional fundraising team this year to mobilize project and theme linked resources from various institutions in India including international donors, corporate, trusts and foundations in India. The team focused on building relationships with various Indian corporates as well as foreign ones that have offices in India. Ethical screening guidelines for private sector partnership for Oxfam India have also been finalised which will guide the partnerships with corporates in the future. Currently, the team is engaged with various private corporates and Public Sector Undertakings (PSUs) under their CSR policy as well as employee giving options. A number of international donors and corporate have continued their support to Oxfam India this year also, namely, the European Commission, DFID, Accenture Global Foundation, Davidson Trust, University of Bangor etc. New partnerships have also been initiated with the Ford Foundation on our livelihoods work, with Unicef on our humanitarian work, and with Achiever Forum UK for our work on girls’ education. Oxfam India also got permanent listing on Give2Asia site to raise funds from corporates and Individuals in the USA. Humanitarian Fundraising This year, Oxfam India has been quite successful in raising funds for disaster response programmes. Oxfam India launched a fundraising appeal for Leh flash flood response programme in the months of August to November 2010. We are also one of the few Oxfam affiliates to launch an appeal to support Oxfam Japan for Japan Earthquake/Tsunami response programme in March 2011. We raised approximately `1.64 crore for Leh flood response programme from both individuals as well as institutional sources including support from Oxfam Australia. Five corporates viz. Accenture, Synopsis, Motorola, Siemens and Autodesk along with their employees as well as a group of renowned painters from Mumbai have extended their support to the programme. An art auction was organised by Shireen Gandhy at the Chemould Prescott Gallery in Mumbai to raise funds for the Leh response programme. Oxfam India launched an appeal for the Japan Earthquake/Tsunami response programme in India and raised approximately `14.61 lakhs from individuals as well as corporate. Eight corporates viz. Accenture, Analog Devices, Autodesk, CA Technology Pvt Ltd, M'phasis, Royal Bank of Scotland, Synopsis and TCG Life sciences along with their employees pledged their support to the cause. Event Based Fundraising Oxfam India has started participating in Marathons since last year. This year it
  36. 36. Annual Report 2011 35 New Strategy Takes Root participated in Airtel Delhi Half Marathon, Standard Chartered Mumbai Marathon and TCS World 10K Bengaluru Marathon. Participation in marathons has served the twin purpose of resource mobilisation as well as spreading awareness about the organisation. Teams from two corporates Cox & King and Accenture ran under Oxfam India Banner in Airtel Delhi Half Marathon while a team from Adventus ran in Standard Chartered Mumbai Marathon. Communicating for Programme and Fundraising This year the Oxfam India external communications was strengthened with greater visibility in the media and with events and partnerships adding to the brand building exercise. The Oxfam International team which visited India last November for assessment also appreciated the fact that we have been able to get good media coverage and suggested that we now go for targeted advocacy based coverage. A partnership with NDTV for the telecast of two three-part film series, one on climate change and the second on Muslim issues, was another highlight of the communications exercise. In terms of Essential Services, the advocacy around the Millennium Development Goals saw several development specialists like the UN Millennium Campaign, Save the Children and Oxfam coming together for a big stand- up event at Purana Quila in New Delhi in September 2010. The climate change tribunal organised in November, 2010 was another big opportunity for us to reach out to the communities. In terms of humanitarian advocacy, the flash floods in Leh/Ladakh in August gave us the opportunity to highlight some of the advocacy issues around the need for shelter in harsh winter conditions. Our Global Brand Ambassador, Rahul Bose, was also involved in this advocacy effort. We also used social media in a big way to do advocacy around the shelter issue in Leh. Good media coverage, a strong internet and social media presence, good publications like the newsletter, annual report and other theme- based publications and target audience-based communication have been the highlights of Oxfam India communications. A scenic 100 km trail between Bengaluru and Mysore which passes through agricultural fields, sericulture practising villages and forest areas home to elephants and other wildlife will be the location for the Oxfam global signature fundraising event TRAILWALKER which is being organised in India for the first time in February 2012. Around 150 teams, consisting of 4 members each, will compete against each other to cover 100 kms in 48 hours. The popularity of the Trailwalker can be gauged from the fact that this year alone, 15 Trailwalkers have been held in 12 countries. The logistics and market feasibility study for this fundraising event has been completed and expert agencies to help with the preparations for the event have been hired. OXFAM INDIA TO ORGANIZE TRAILWALKER IN FEBRUARY 2012
  37. 37. Oxfam India36 CHAPTER VIII An Oxfam India Board meeting in progress.
  38. 38. Annual Report 2011 37 New Strategy Takes Root Oxfam India is registered as a Company under Section 25 of the Companies Act, 1956 (bearing corporate identity number U74999DL2004NPL131340). Till March 31, 2010, it was functioning both as a Trust (known as the Oxfam Trust, bearing registration number 881, IV, New Delhi) as well as a Company. Oxfam India Board At the core of Oxfam India’s governance practices is the Oxfam India Board which ensures that core objectives of the organisation are met. It facilitates and exercises due diligence on how the management serves and protects long-term interests of stakeholders, at the same time ensuring the highest standards of governance. The Board comprises independent directors and is supported by two Sub- committees, namely the Finance and Audit Committee and the Nominations Committee. Responsibilities of the Board • Oversee policy formulation, strategic thinking, management supervision and accountability to supporters, donors, staff and those affected by its work. • Determine organisation’s mission, purpose, strategic direction and policies. • Provide strategic leadership to develop strategies, manage proposals and challenge assumptions. • Recruit, encourage and support the CEO, whilst monitoring and evaluating his/her performance. • Ensure that the views and concerns of key stakeholders are heard and addressed through efficient mechanisms and processes. • Steer the organisation in a manner so as to enable it to maintain a high level of accountability and transparency. Board Meetings Dates and Agenda Dates of Board Meetings are decided in advance. The Chief Executive Officer, after consulting other Directors, drafts the agenda for each meeting and circulates it to all members prior to its finalisation. The Board meets for a minimum of four times in a calendar year with each meeting lasting for either a day or a day and a half. No business is transacted at any meeting, unless a quorum exists. The quorum must not be less than two members in any case. All statutory business is carried out in the Annual General Meeting which is held within six months of the close of the financial year. Governance and Management of Oxfam India Board Members Attendance Details Name 2nd April 2010 5th June 2011 27th August 2010 10th December 2010 4th March 2011 Mr. Minar Pimple √ √ √ Stepped down Ms. Mridula Bajaj √ √ √ √ √ Prof. V.S. Vyas √ √ √ Stepped down Mr. Shankar Jaganathan √ √ √ √ √ Mr. Jagdananda Mohanty √ X X Stepped down Ms. Moumita Sen Sarma √ √ √ X √ Mr. Kiran Karnik √ √ √ √ √ Ms. Vimala Ramachandran X √ X X √ Mr. Miloon Kothari X X √ X X Prof. Amitabh Kundu Not Joined Not Joined Not Joined √ √ Ms. Farah Naqvi Not Joined Not Joined √ √ √
  39. 39. Oxfam India38 Kiran Karnik - Chairperson Kiran Karnik is the former President of the National Association of Software and Services Companies (NASSCOM), India’s premier trade body and Chamber of Commerce for the information technology software and services industry. He has also served as Managing Director of the Discovery Network in India; Founder-Director of the Consortium for Educational Communication; and the Indian Space Research Organisation. Kiran took over as the Chairperson of Oxfam India Board on August 27, 2010. He is on numerous government committees and is currently Member of the Scientific Advisory Council to the Prime Minister and Central Employment Guarantee Council, besides chairing the international Steering Committee of the Commonwealth Connects Programme. Awarded Padma Shri in 2007 and Data Quest IT Person of the Year award in 2005, he was recognised as one of the ‘Stars of Asia’ by Business Week in 2004 and ‘Face of the Year’ by Forbes magazine in 2003’. In 1998, the International Astronautical Federation awarded him with the Frank Malina medal for space education. A post-graduate from the Indian Institute of Management, Ahmedabad, Karnik holds an Honours degree in Physics from Mumbai University. Mridula Bajaj - Vice Chairperson Mridula Bajaj is a specialist in Child Development with more than three decades of experience in programme, research and training. She is currently Executive Director of Mobile Creches, an NGO that works with children on construction sites. She took over as the Vice Chairperson of Oxfam India Board in August 2010. She has also been a Member of the Steering Committee for the 10th Five Year Plan and has served on the Expert Committee to evaluate proposals and field inspection under experimental and innovative education projects by the Ministry of Human Resource Development, Department of Education. She has done extensive work in the area of empowerment of women and development of children. She holds a Master’s degree in Science in Child Development from Lady Irwin College, Delhi University. Miloon Kothari Miloon Kothari is a respected and vocal activist who has presented his views on human rights, especially pertaining to economic, social and cultural issues. He is Coordinator of the South Asian Regional Programme of the Habitat International Coalition’s Housing and Land Rights Network and is Founding Member of the International NGO Committee on Human Rights in Trade and Investment. He is also Member of the Leadership Council of the Global Women and AIDS Coalition, UNAIDS. An architect by training, he has extensive experience in the area of housing and land rights. Vimala Ramachandran Vimala Ramachandran has more than three decades of experience in qualitative research, policy and programme development and process documentation. She specializes in planning, design and management of social sector programmes in India, with specific focus on integrated child development, primary education, women’s education, rural livelihood, social security, primary healthcare and women’s health. She was the first National Project Director of Mahila Samakhya (1988- 1993), a founder Trustee of Health Watch (1994-2007), a network of social activists and researchers working on women’s health issues. She has significant experience of grant making, programme design, appraisal, and evaluation with Government of India, and bilateral and multilateral agencies in India and South Asian region. Vimala did her M. Phil in Political Science from Jawaharlal Nehru University, Delhi Our Board Members
  40. 40. Annual Report 2011 39 Professor Amitabh Kundu Professor Amitabh Kundu teaches at Jawaharlal Nehru University. He has been a member of National Statistical Commission, Government of India, Dean of the School of Social Sciences at JNU and Visiting Professor at Sciences Po, University of Amsterdam, University of Kaiserslautern. He has been the Director at National Institute of Urban Affairs, Indian Council of Social Science Research and Gujarat Institute of Development Research. He has edited India: Urban Poverty Report and India: Social Development. He has prepared background papers on India’s Economic Growth and Inequality for Organisation for Economic Co-operation and Development (OECD) and Human Development Report 2009. Currently he is chairperson of the Technical Advisory Committee on Housing Start up index at RBI and Committee to Estimate Shortage of Affordable Housing, Government of India. Shankar Jaganathan Shankar is an independent, non- executive director on the Board of several Indian companies and NGOs. He worked with Wipro Limited for 18 years between 1985-2003 and headed the Technology Initiatives Programme and Academic and Pedagogy function in the Azim Premji Foundation, a not-for-profit organisation that looked at elementary education in the country. A Chartered Accountant and Law graduate with varied experience in corporate, academic and social sectors, he has also authored a book titled, ‘Corporate Disclosures 1553-2007: Origin of Financial and Business Reports’ published by Rutledge in August 2008. Moumita Sen Sarma Moumita Sen Sarma was heading Microfinance and Sustainable Development at ABN AMRO Bank, India. She is a frequent speaker at conferences in India and abroad, covering the gamut of microfinance and sustainable development. She is actively engaged with stakeholders, including NGOs, RBI, policymakers and academia. A Chartered Accountant by training, she has served the financial services sector for the last 21 years in several capacities. She graduated in Physics from Presidency College, Chennai. Ammu Joseph Ammu Joseph has been an independent journalist, author and media watcher for over three decades. She began her career in Mumbai in the mid-1970s as a reporter and sub-editor in Eve’s Weekly and Star & Style, going on to become editor of the Sunday magazine of The India Post in the mid-1980s. Based in Bengaluru and working independently since 1988, she contributes articles to print and online publication (including several books), works on research project, undertakes consultancies, lectures at journalism schools and speaks in other forums. Ammu has authored/edited six books, including two on women and media, three on women and literature and one on women’s perspectives on terrorism and counter-terrorism. Her work on gender and children’s issues earned her the UNFPA-Laadli Media Award for Gender Sensitivity in 2007. She was also conferred the Donna Allen Award for Feminist Advocacy in 2003 by the Commission on the Status of Women of the Association for Education in Journalism and Mass Communication, USA. She is a Founder Member of the Network of Women in Media, India. Farah Naqvi Farah Naqvi is a Member of the National Advisory Council and a committed activist and writer, who has for over two decades been involved in democratic interventions on issues of minority rights, gender rights, justice, communalism and violence against women. She has worked with survivors, followed-up with investigative agencies, networked women’s groups, documented and shared information and undertook fund raising and policy advocacy with the government. She is one of the founder members of Nirantar, an NGO working on gender and education. A post-graduate from Columbia University, Farah has done notable work in the area of broadcast journalism.
  41. 41. Oxfam India40 Governance Philosophy The governance philosophy that underlies Oxfam India is based on five key principles: 1. An unerring focus on realising the vision the organisation has envisaged for itself. To this end, put in place a long term strategy and make substantive investments in the short term for long-term benefits. 2. Conform with both the spirit and letter of the law to serve the ends of natural justice and welfare of all. 3. Display a high level of transparency and disclosure with the motto being ‘When in doubt, disclose’. 4. Keep all stakeholders informed about all organisational developments and encourage participation as an integral part of the ways of working through constant communication. 5. Have a simple framework within the organisation driven by organisational objectives with the flexibility to change with circumstances and new development. Chief Executive Officer Nisha Agrawal Director Marketing & Comm. Kunal Verma EA to CEO Binu Thomas Director Programmes & Advocacy Moutushi Sengupta Director Operations Ratna Vishwanathan Manager Finance & Admin Hemanth Kumar Manager HR, IT & Legal Sanjeev Sethi Manager Finance (Fundraising) V. Nayak Manager Media & Comm. K. Kannan Manager Institutional Fundraising Srikanta Misra Manager Existing Business Monty Chhabra Manager New Business Rashmi Wills Manager Events (Trailwalker) Gopal K. Jain Lead Specialist Economic Justice Vanita Suneja Regional Manager Lucknow Nand Kishor Singh Lead Specialist Essential Services Avinash Kumar Regional Manager Mumbai Anand Shukla Lead Specialist Gender Justice Vacant Regional Manager Hyderabad Shaik Anwar Manager MEL Ellora Guhathakurta Regional Manager Patna Pravind K. Praveen Manager Research Deepak Xavier India Humanitarian Kolkata Zubin Zaman Manager Campaigns Biraj Swain
  42. 42. Annual Report 2011 41 Senior Management Team Ratna worked with the Indian Audit and Accounts Service for 21 years prior to joining Oxfam India in October 2008. She has also worked with the Ministry of Defence in various operational capacities. She has also worked as Senior General Manager, Finance, Prasar Bharti (Broadcasting Corporation of India), New Delhi. She has significant experience in financial management, budgeting, procurement and all aspects of HR planning and management. Kunal has been raising funds for fighting injustice and creating a more equal and dignified world order. An IIM Bengaluru alumni and a post graduate in fundraising and international marketing, he has over 15 years of functional experience cutting across corporates and non-profit organisations. Kunal has successfully implemented brand building exercises for international profit and non-profit organisations for increasing awareness and developing brand loyalty. Kunal comes with the unique experience of starting fundraising operations in India for three of the best known international NGOs. i.e. ActionAid India, Christian Children Fund and Oxfam India. Kunal has been working with Oxfam India for over three years, putting great efforts in creating support engagement with individuals and corporate, who wish to secure the right to a life with dignity for all. Nisha has been working on poverty, inequality and development issues for more than two decades. She has been the CEO of Oxfam India since its inception in March 2008. Prior to that for the past 18 years, she has worked with the World Bank on development issues and has extensive experience of working in countries in the East Asia Region (Cambodia, Vietnam and Indonesia) and in the East Africa Region (Tanzania, Kenya and Uganda). She has a Doctorate in Economics from the University of Virginia, Charlottesville, Virginia, USA. She has also worked as a Research Economist at the Impact Research Centre, University of Melbourne, Australia. Chief Executive Officer Nisha Agrawal Director Operations Ratna Vishwanathan Director Marketing & Communications Kunal Verma Moutushi Sengupta has more than 20 years of work experience, 16 of which have been in the development sector. She has worked with Government of United Kingdom's Department for International Development (DFID) in India on a range of development initiatives across different sectors, including livelihoods promotion, rural development, financial and governance reforms and enterprise development. An MBA (University Gold Medallist) from the Punjab University and M.Sc. in Applied Environmental Economics from the Imperial College of United Kingdom, Moutushi Sengupta joined Oxfam India in November 2009. Director Programmes and Advocacy Moutushi Sengupta
  43. 43. Oxfam India42 CHAPTER IX
  44. 44. Annual Report 2011 43 New Strategy Takes Root Facts Behind the Figures Introduction The process of merger of Oxfam Trust with Oxfam India (a section 25 Company )as reported last year was completed during this year with the transfer of all the assets and liabilities by Oxfam Trust to Oxfam India. The assets and liabilities of Oxfam Trust were transferred to Oxfam India on 1st April,2010. Subsequently the financials of Oxfam Trust have been audited upto 31st December,2010 being the date of closure. Steps have been initiated to file all statutory documents / returns and surrender existing registrations. The enclosed financials present the figures only for Oxfam India. However, for purposes of comparison the Income and Expenditure figures for Oxfam India for the current year have been compared with the figures of Oxfam Trust for the previous year. Current year Asset and Liability figures as per Balance Sheet are not compared individually with the previous year figures of Oxfam Trust since the entities were different and any such comparison may not be meaningful. Income The total income for the year has increased from `66.9 crore to `80.9 crore representing an increase of 20.8%. The overall size of Oxfam India grew from `66.9 crore to `80.6 crore, due to transfer of net assets worth `14.2 crore from Oxfam Trust on dissolution of the Trust. Donations from Individuals has increased by 22.70% from `6.6 crore to `8.1 crore as a result of further investment into fundraising by opening of more regional offices, which has led to enhanced income. Better fund management has resulted in a higher bank interest income of 117% from `32.6 lakhs to `71 lakhs. Other Income comprising profit on sale of assets and other miscellaneous receipts is higher by Sources of Income Income Amount in Crores (`) % 2010-11 2009-10 Increase/decrease Grant from Affiliates 57.1 59.4 -3% Donations - Corporate & Institutions 0.4 0.6 -35% Donations – Individual 8.1 6.6 23% Transfer of Balances from Oxfam Trust 14.2 100% Bank Interest 0.7 0.3 117% Other Income 0.1 0.0 653% Total 80.6 66.9 21%
  45. 45. Oxfam India44 653% having increased from `0.01 crore to `0.1 crore because of sale of old vehicles and other obsolete items. There was a one - time transfer of balances amounting to `14.2 crore from Oxfam Trust on it’s dissolution and closure. The overall heads under which this income has been accounted for comprises of: Oxfam Novib 62% Oxfam Great Britain 22% Oxfam Australia 7% Oxfam International 4% Oxfam Intermon 2% Oxfam Hong Kong 2% Oxfam Japan 1% Oxfam America 0% Oxfam% Contribution 2010-11 Details of Balances transferred from Oxfam Trust Item Amount in crores (`) Fixed Assets 2.0 Current Assets 0.6 Bank Transfers 14.9 Capital Fund -2.0 Current Liabilities -1.3 Total 14.2 2.1.2 Income from Oxfam International and Oxfam Affiliates Grant from Affiliates Amount in crores (`) % 2010-11 2009-10 Increase/decrease Oxfam Novib 35.3 18.2 94% Oxfam Great Britain 12.8 26.1 -51% Oxfam Australia 4.2 3.4 24% Oxfam International 2.4 4.0 -40% Oxfam Intermon (Spain) 1.1 5.3 -75% Oxfam Hong Kong 1.0 2.3 -58% Oxfam Japan 0.3 Oxfam America 0.1 -100% Total from Oxfam 57.1 59.4 -3%
  46. 46. Annual Report 2011 45 New Strategy Takes Root Grants from affiliates have come down from `59.4 to `57.1 crores representing a reduction of 4.04 %.Though there was an increase in affiliate income received from Oxfam Novib , Oxfam Australia and Oxfam Japan the reduction in receipts from other Oxfam affiliates led to a slight reduction in overall income from affiliates. The reduction in income from Oxfam Intermon is due to winding up of its operations in India which came to a close in June 2011. Oxfam Hong Kong’s contribution has reduced as their contribution in 2009-10 included support for humanitarian responses. 1.1 Expenditure The grouping of expenditure has undergone a change since last year in line with the statutory requirement . The significant change has been in personnel costs and acquisition of capital assets , where these have been considered as a combined expenditure head as compared to the earlier year where it had been grouped departmental expenditure wise. Preliminary Expenses W/O 0% Grants utilised for acquisition of capital assets 1% Co-ordination & Administration costs 8% Personnel Expenses 12% Fundraising cost 8% Programme Expenditure 71% % Expenditure 2010-11 2.2.1 Analysis of Total Expenditure Expenditure Amount in crores (`) % 2010-11 2009-10 Increase/decrease Programme expenditure 51.2 39.9 28% Fundraising cost 5.7 5.0 14% Personnel expenses 8.9 4.4 101% Co-ordination & administration costs 5.4 6.4 -15% Grants utilised for acquisition of capital assets 0.4 0.3 32% Preliminary expenses W/O 0.0 0.0 0% Total 71.6 56.1 28% The total expenditure has increased from `56.1 crore to `71.6 crores representing an increase of 28% .The increase in expenditure is mainly on account of increase in grants to partners and increase in personnel costs.Due to filling up of vacant positions and organizational growth.
  47. 47. Oxfam India46 The Programme expenditure ratio has remained the same at 71% but the value has increased from 39.9 crores to 51.24 crores. This is due to increase in grant disbursed to partners. During the year Oxfam India terminated their partnership with two partners in Uttar Pradesh, and one partner in Madhya Pradesh on grounds of financial impropriety. This was consequent to an internal review by finance staff and an independent firm of chartered accountants. Personnel costs have increased from `4.4 crore to `8.9 crore The significant change is on account of grouping of all staff costs (programmes, fundraising and operations) under one head as compared to only operations personnel cost reflected separately in prior years. This is higher by 102% and is due to filling up of existing vacancies and fundraising personnel recruited during the year due to opening up of new fundraising offices during the year. This recruitment is in keeping with the organizational strategy to raise funds through in- house personnel as it has been found to be more cost effective than use of external agencies who have a high fee structure for such services. Coordination & Administration costs, which include rents, electricity and telephone bills, repair and maintenance, security and conservancy charges, audit fees, etc., have decreased from `6.3 crore to `5.4 crore being lower by 14% and Grants utilized for acquisition of assets have increased from `0.3 crore to `0.4 crore . This is because of grouping of all assets acquired in the previous year under one broad head as compared to only Operations assets reflected in the previous years and being higher by 33% due to expansion of activities. During the year 2010-2011, 41% of grants went to partners working on Economic justice areas, which primarily focus on natural resource management and small agriculture holdings as components of the larger sustainable livelihoods canvas. The next largest tranche of 33% grants went to partners working on Essential Services which focuses on areas of right to health, education and food. The allocation for partners working on Humanitarian Response and Disaster Risk Reduction issues was 8% . Gender Justice, Urban poverty and Emerging Themes had an allocation of 7% grants and the national advocacy component of voices and accountability had an allocation of 11%. Economic Justice 41% Essential Services 33% Humanitarian 8% Identity & Gender 7% Voice & Accountability 11% Thematic Spending
  48. 48. Annual Report 2011 47 New Strategy Takes Root Balance Sheet The General Fund as at the end of the Financial year was `8.89 crore which represents the excess amounts received as a result of Affiliates having different Financial years (January to December in one case and July to June in another) as compared to our Financial year of April to March and having transferred funds accordingly. A Capital fund has been created to reflect on the face of the balance sheet the cost and written down value of the assets. All fixed assets are stated at cost. Cost includes purchase price and all other attributable costs of bringing the asset to working condition for intended use. Assets purchased out of funds are capitalized and an equal amount is transferred to Capital fund. Accordingly deletions of such fixed assets are also adjusted from the capital fund. Loans and advances represent Security deposit towards rent and utilities paid for fundraising and programme offices and other advances. There is also an amount to be reimbursed from an affiliate towards programme expenses incurred on their behalf.
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  71. 71. Oxfam India70 CHAPTER X A training programme for nurses in progress at the Jan Swasthya Sahayog Campus in Gariyari in Chhattisgarh’s Bilaspur district.
  72. 72. Annual Report 2011 71 New Strategy Takes Root List of Oxfam India’s Partners List of Partners Regions Partners Grants Released (in ` lakhs) Economic Justice 1932.80 Delhi Vasundhra 2.00 Hyderabad Anantha Paryavarna Parirakshana Samithi (APPS) 18.78 Hyderabad Centre for Education (CEC) 11.99 Hyderabad Centre for Handloom information and Policy Advocacy (CHIP) 7.17 Hyderabad Centre for People Forestry (CPF) 144.65 Hyderabad Centre for Rural Operation Programmes Society (CROPS) 22.76 Hyderabad Centre for Sustainable Agriculture 2.10 Hyderabad Centre for World Solidarity (CWS) 212.41 Hyderabad Centre for Youth and Social Development (CYSD) 116.57 Hyderabad Chetana Society 28.15 Hyderabad Civil Initiatives for Development and Peace - India (CIVIDEP) 24.11 Hyderabad Development of Humane Action Foundation (DHAN) 445.28 Hyderabad Modern Architects for Rural India (MARI) 26.50 Hyderabad MYRADA 113.75 Hyderabad Pragathi Sewa Samiti 23.65 Hyderabad Regional Centre for Development Cooperation (RCDC) 39.84 Hyderabad Sarvodaya Youth Organisation 26.82 Hyderabad United Artists Association (UAA) 41.00 Lucknow Action India 17.16 Lucknow Aman 15.88 Lucknow Daliyon Ka Dagaria 12.11 Lucknow Gorakhpur Environmental Actiona Group (GEAG) 24.59 Lucknow Gram Niyojan Kendra 14.31 Lucknow Himalyee Paryavaran Shiksha Samiti (HPSS) 14.96 Lucknow Jan Vikas Sansthan 11.14 Lucknow Janhit Found 19.94 Lucknow Lok Jeevan Vikas Bharti 8.42 Lucknow Mount Valley Dev. Association 13.37 Lucknow Saniyon Ka Sangathan 4.95
  73. 73. Oxfam India72 Regions Partners Grants Released (in ` lakhs) Lucknow Sewa Bharat 14.46 Lucknow Vikalp Sansthan 23.00 Lucknow Vinoba Sewa Ashram 10.02 Mumbai Aajeevika Bureau 13.95 Mumbai Ankur Trust 4.23 Mumbai Astha 67.54 Mumbai Dilasa 12.26 Mumbai Environices Trust 32.25 Mumbai Gramin Samassya Mukti Trust (GSMT) 19.17 Mumbai Khoj 11.97 Mumbai Kutch Mahila Vilas Sanghatan 6.60 Mumbai National Institute of Women, Child and Youth Development (Niwcyd) 23.66 Mumbai Parvartan 11.64 Mumbai SAKAV Pen Prakalp 4.93 Mumbai Samerth Charitable Trust 8.45 Mumbai Santulan 4.48 Mumbai Shramik Janata Vikas Sanstha (SJVS) 15.05 Mumbai Shramik Sahyog 5.43 Mumbai Shramjivi Janata Sahayyak Mandal (SJSM) 20.76 Mumbai Society for Rural & Urban Joint Activity (Srujan) 16.02 Mumbai Society For Rural Initiatives For Sustainable & Holistic Themes In India (Shrishti) 7.34 Mumbai Vidarbha Nature Conservation Society (VNCS) 21.89 Mumbai Vivekanand Research & Training Inst 4.61 Patna Krishi Gram Vikas Kendra (KGVK) 18.32 Patna Naya Savera Vikas Kendra (NSVK) 23.44 Patna Pragati Gramin Vikas Samiti (PGVS) 66.98 Gender & Identity 329.38 Delhi Aman Public Charitiable Trust 4.00 Delhi Breakthrough 109.38 Delhi Creating Resources for Empowerment in Action (CREA) 37.51 Delhi Pravah 17.30 Delhi Yuvsatta 4.50 Hyderabad Society for Women’s Awareness and Rural Development (SWARD) 0.22 Lucknow Sahyog 15.00 Lucknow Vimarsh 12.70 Mumbai Act Now for Harmony and Democracy (ANHAD) 6.50
  74. 74. Annual Report 2011 73 New Strategy Takes Root Regions Partners Grants Released (in ` lakhs) Mumbai Baihar Narii Utthan Sewa Mahila Mandal 15.63 Mumbai Chetna Mahila Vikas Kendra 10.45 Mumbai Pradan 10.10 Mumbai PRAKRITI 21.77 Mumbai Samerth 5.21 Mumbai Sewa Bharat 4.75 Mumbai SNDT Women’s University, Department of Continuing & Adult Education 3.10 Mumbai Vikalp Sansthan 22.25 Mumbai Vividha 7.50 Patna Mahila Mukti Sansthan (MMS) 21.50 Essential Services 1541.36 Delhi Bodh 120.46 Delhi Pradan 18.55 Delhi Prayas 68.58 Delhi RCDC 8.11 Hyderabad Friends Association for Rural Reconstruction (FARR) 9.20 Hyderabad Parivartan 9.15 Hyderabad Society for Peoples Action and Development (SPAD) 15.99 Hyderabad The Association for Promoting Social Action (APSA) 9.89 Kolkatta Reach India 18.15 Lucknow Lokmitra 59.39 Lucknow NIWYCD 4.50 Lucknow Vigyan Foundation 21.09 Mumbai Academy of Development Science (ADS) 2.30 Mumbai Anusandhan Trust 146.67 Mumbai Ashish Gram Rachna Trust (AGRT) 15.00 Mumbai Foundation for Education & Development (FED) 97.68 Mumbai Indian Grameen Service (Basix) 38.08 Mumbai Jan Swasthya Sahyog (JSS) 80.56 Mumbai Janhit Vikas Samajik Sanstha (JVSS) 15.74 Mumbai Kalapandari Magaswargiya Adivasi Gramin Vikas Sanstha (KMAGVS) 12.91 Mumbai Lokhit Samajik Vikas Sanstha (Lokhit) 0.62 Mumbai Nirmala Niketan Institute College of Social Work 10.00 Mumbai Paryay 8.43 Mumbai Pratham 502.38 Mumbai RSGVP 5.41
  75. 75. Oxfam India74 Regions Partners Grants Released (in ` lakhs) Mumbai Rural Development Centre (RDC) 24.04 Mumbai Savitribai Phule Mahila Mandal (SPMM) 4.46 Mumbai Social Institute Programme for Rural Area (SIPRA) 1.54 Mumbai Youth for Unity & Voluntary Action (YUVA) 142.63 Patna Bihar Voluntary Health Association (BVHA) 18.95 Patna Child In Need Institute (CINI) 12.38 Patna Lead Trust 9.13 Patna Nav Bharat Jagriti Kendra (NBJK) 14.03 Patna Society for Participatory Action and Reflection (SPAR) 15.37 Humanitarian 350.47 Delhi Centre for sustainable development and food security in Ladakh 17.46 Hyderabad District Fishermen Youth welfare Association (DFYWA) 2.67 Hyderabad Indian Red Cross Society 5.20 Hyderabad Pallishree 9.75 Hyderabad Sangamitra Service Society 1.72 Hyderabad Society for Leprosy Amelioration and Rehabilitation (SOLAR) 10.26 Hyderabad Society for National Integration through Rural Development (SNIRD) 1.13 Hyderabad Unnayan 9.19 Kolkatta CSPAD 3.10 Kolkatta Rural Volunteers Centre (RVC) 11.05 Lucknow Gorakhpur Environmental Actiona Group (GEAG) 122.15 Lucknow Grameen Development Services (GDS) 41.87 Lucknow Parmarth Samaj Sevi Sansthan (PSSS) 11.47 Lucknow Poorvanchal Grameen Vikas Sansthan (PGVS) 12.81 Lucknow Samarpan Jan Kalyan Samiti (SJKS) 8.59 Mumbai Development Support Centre 6.17 Mumbai Gram Vikas Navyuuvak Mandal Laporiya (GVNML) 0.89 Mumbai Institute of development Education and Awareness (IDEA) 3.25 Mumbai Swayam Shiksham Prayog 5.51 Mumbai UNNATI 7.93 Mumbai Urmul Marusthali Bunker Vikas Samiti (UMBVS) 3.05 Mumbai Urmul Setu Sansthan 2.10 Patna Abhigyan Disha 9.50 Patna Adithi 10.46 Patna Bihar Sewa Samiti (BSS) 13.98 Patna Integrated Development Foundation (IDF) 19.22
  76. 76. Annual Report 2011 75 New Strategy Takes Root Regions Partners Grants Released (in ` lakhs) Voice & Accountability 523.58 Delhi Access Development Services 25.17 Delhi Act Now for Harmony and Democracy (ANHAD) 27.66 Delhi Ankur 0.97 Delhi Atmashakti 10.00 Delhi C E D 0.87 Delhi Cecodecon 25.74 Delhi Centre for Alternative Dalit Media (CADAM) 36.50 Delhi Centre for Budget and Governance Accountability (CBGA) 13.78 Delhi Centre for Legislative Research and Advocacy (CLRA) 6.50 Delhi CMS 1.50 Delhi Consumer Unity and Trust Society (CUTS) 49.17 Delhi Credibility Alliance 3.00 Delhi Ekta Foundation Trust 78.80 Delhi Empowerment For Rehabilitation, Acdemic and Health (Efrah) 25.82 Delhi Gram Vikas Manch Prasiyan Khurd (GVMPK) 1.50 Delhi IGSSS 7.84 Delhi Multiple Action Resource Group (MARG) 20.00 Delhi PANOS 14.13 Delhi Partners In Change (PIC) 60.00 Delhi Pradan 5.00 Delhi Rajiv Neelu Kachwaha Public Charitable Trust 12.70 Delhi REACH 5.58 Delhi Sama Resource Group for Women and Health (SRGWH) 7.00 Delhi Samarthan 20.00 Delhi SARD 15.00 Delhi Society for Rural , Urban and Tribal Initiative (Sruti) 13.97 Delhi SPWD 6.13 Delhi Swadhikar 13.75 Delhi Urjaghar 5.00 Delhi Voluntary Action Network India 1.50 Delhi World Comics India 7.00 Lucknow Manav Sewa Sansthan 2.00 Grant Total 4677.58
  77. 77. Oxfam India76 Sl. No. List of IPAP Partners working on the project on Violence against women Funds Disbursed to Partners (In ` lakhs) 1 Association for Advocacy and Legal Initiatives [AALI] 13.00 2 Area Networking and Development Initiatives (ANANDI 9.00 3 Anantha Paryavaran Parirakshana Samiti [APPS] 3.49 4 Association for Rural Planning and Action (ARPAN) 9.50 5 Ahmedabad Women’s Action Group [AWAG] 12.00 6 Bhumika Women’s Collective 18.01 7 Friends’ Association for Rural Action [FARR] 20.00 8 Fellowship 8.33 9 Institute for Social Development(ISD) 25.00 10 Indira Social Welfare Organization [ISWO] 5.00 11 Jan Vikas 8.00 12 Sahayog Society for Participatory Rural Development [SSPRD] 7.90 13 Shree Ramanand Saraswati Pustakalaya (SRSP) 5.00 14 Samatha Vidya Vyavasaya Abhivrudhi,Samkshema Sangham (SVAS) 7.01 15 Society For Women’s Awareness And Rural Development (SWARD) 10.52 16 Sarvodaya Youth Organization [SYO] 7.41 17 Tata Institute of Social Sciences [TISS] 25.70 18 Vanangana 10.00 Grand Total 204.88 Note: The above IPAP partners are being managed by Oxfam India for Oxfam India Trust to implement the DFID funded IPAP Program
  78. 78. Oxfam India: 2nd Floor, 1 Community Centre, New Friends Colony, New Delhi 110 065, India Tel: +91 (0) 11 4653 8000, Fax: +91 (0) 11 4653 8099, Email:, Website: Annual Report 2011 New Strategy Takes Root

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    Mar. 6, 2014


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