10 social enterprises that empower women in India

In India women are disempowered and generally handed a bad deal. Consider the various issues they face. It starts at birth. According to UNICEF, more than 50 million female infants have been culled at birth and have gone ‘missing’. 

This problem runs deep, in July a female child was found half-buried in a forest in Madhya Pradesh, she later died due to injuries in hospital. No wonder India has amongst the worst sex ratios in the world, with only 893 females for every 1000 males. There are fewer female children in schools than males, most of them dropping out when they hit puberty, preferring to stay at home, because most schools don’t have toilets or running water. 

There are also fewer women in the workforce, this is not just in the organized workforce, but also in agricultrure. Their woes continue: they are not safe on the streets, with high rates of rape and sexual assault. India is definitely no country for women. 

The social entrepreneurship ecosystem has responded to this harsh environment spawning a variety of social businesses that strive empower women. Here are 10 social enterprises doing their bit to better the lives of the women of India. 

In India women are disempowered and generally handed a bad deal. Consider the various issues they face. It starts at birth. According to UNICEF, more than 50 million female infants have been culled at birth and have gone ‘missing’. This problem runs deep, in July a female child was found half-buried in a forest in Madhya Pradesh, she later died due to injuries in hospital. No wonder India has amongst the worst sex ratios in the world, with only 893 females for every 1000 males. There are fewer female children in schools than males, most of them dropping out when they hit puberty, preferring to stay at home, because most schools don’t have toilets or running water. There are also fewer women in the workforce, this is not just in the organized workforce, but also in agricultrure. Their woes continue: they are not safe on the streets, with high rates of rape and sexual assault. India is definitely no country for women. The social entrepreneurship ecosystem has responded to this harsh environment spawning a variety of social businesses that strive empower women. Here are 10 social enterprises doing their bit to better the lives of the women of India. Pic courtesy: www.worldpulse.com 

1) Ayzh (pronounced “eyes”): The company was founded by Zubaida Bai with the simple idea of developing affordable, appropriate health technologies produced by women and for women in rural India. Every year a million mothers die from unsanitary childbirth conditions. AYZH’s core product JANMA, a Rs 100 clean birth kit (containing simple tools recommended by the WHO) helps prevent infection at the time of birth leading to reduced maternal and infant mortality. Zubaida’s motivation to start the company was personal. In 2006, on the birth of her first born she contracted an infection that caused years of suffering and was told by doctors that she may not be able to have another child. She made a promise to find a sustainable clean birth solution on behalf of women worldwide. Besides reducing maternal and infant mortality, AYZH increases income of women in rural India by enabling them to be the producers and sellers of tools like sterile birth kits. With a total of 32,000+ kits sold, more than 64,000 mothers and babies worldwide now have access to a clean and safe birth. Bai is a TED, Ashoka Changemakers, and Echoing Green fellow. 

2) Blank Noise Project: Started by Jasmeen Patheja in 2003, as a student project when she was Srishti School of Art Design and Technology, the Blank Noise project has developed into a platform for women to voice their frustration against sexual assault and violence. Patheja is reluctant to call Blank Noise a movement yet, but it might slowly be becoming one. After starting in Bangalore, Blank Noise has spread to other cities, helping create awareness about ‘eve teasing’, sexual assault and violence against women. The organization entirely run by volunteers – both male and female – uses a multi-dimensional appraoch to publicly address the aforementioned issues. One of their more recent projects was ‘Talk to me’, had Blank Noise volunteers set tables on ‘Rapist Lane’ to facilitate a conversation between women, and the men who used to hang around there. Rapist Lane is a short stretch near Srishti School of Art Design and Technology where men used to park their bikes and cars, drink and generaly create a nuisance for the women passing by. The tables helped sit the men down and share tea and have a conversation with the women who passed Rapist Lane. The objective was for the men to better understand the women and create a sense of familarity between the two sexes.

3) Datahalli: Datahalli is an all-woman BPO started by the the JSW Foundation in Vijayanagar, Karnataka to create employment opportunities for rural girls, most of whom are only high school pass outs. The project has currently benefited over 500 women helping the rural women gain dignity and respect and some cases become the family’s primary bread earner. The Datahalli model encourages girls to complete their education right up to the 12th grade. The women are given basic computer skills and then trainined on data entry and processing jobs. The 300 young women who are currently employed at the BPO earn between Rs. 3000 to Rs.5000 per month. Having started with financial support from the foundation, Datahalli is a self sustained social enterprise today. 

4) Sakha Consulting Wings: India, as is well-known is not a safe place for women. There have been a slew of women only cab services that have been launched to provide safe transport solutions for women, and by women in urban India. Sakha Consulting Wings is one of them. It offers three services :Sakha Cabs for Women- a cab service driven by women for women in Delhi and NCR, Sakha Chauffeur Placement Services- a chauffeur placement service on a full time basis within an agreed contract and Sakha Chauffeur on call- chauffeur services for a short duration or daily packages. Sakha women drivers are handpicked from poor and marginalized sections of society. Their entire training and development is undertaken by Azad Foundation, Sakha’s non-profit sister organisation. Maruti Institute of Driving and Technology Research provide driving skills. In-house trainers from Azad Foundation provide training in subjects such as map reading, routes and roads in Delhi, communications and grooming, as well as an understanding of women’s rights, particularly in protection from violence in public and personal spaces. In addition to driving, they are taught self defense by the Delhi Police and the Crime against Women Cell teaches them to deal with any untoward incidents faced on the roads. 

5) Jayaashree Industries: We will never completely know what possesed Arunachalam Muruganandam, a high-school drop who was working as a helper in a welding shop to take on the problem of menstrual hygiene in India. He spent a frustrating four years coming up with a design for a sanitary napkin that could be afforded by the poor. Finally, Muruganandam succeeded in designing a machine for Rs 65,000, this was a major breakthrough because a similar machine cost Rs 3.5 crores. Muruganandam started selling napkins with his wife’s help, but met with a tepid response, but soon things started to pick up.  Over 225 such machines have sold so far and are deployed in 14 states of India. He’s also getting inquiries from various countries like Nigeria, Ethiopia, Kenya Uganda, Nepal and Bangladesh. He may single-handedly spawned an entirely new industry. 

6) REVIVAL Style: Harmeet Neetu Sidhu and Allison Q. Taylor started REVIVAL Style as a way to empower women from the rural villages of India. The company designs, produces and sells stylish, ethical apparel for women. REVIVAL Style  works with female artisans from rural India, leading to a better life for them. REVIVAL Style has won quite a few honors for its business model including the NYU Gallatin Founder’s Fund Business Plan Competition, finalist in the NYU Stern Social Venture Business Plan Competition, and was named in the Top 40 (out of nearly 1800) in the Dell Social Innovation Challenge. REVIVAL Style’s inspiration is the over 180 million rural Indian women living below the universal poverty line, living on less than a dollar. By being the bridge between traditional Indian craft and the needs of a modern-day consumer, the company helps preserve Indian traditional crafts. In addition to offering the women fair wages and employment, REVIVAL Style will reinvest in the artisans’ communities through education programs. 

7) Greenway Grameen Infra (GGI): Neha Juneja and Ankit Mathur founded CGI to create sustainable solutions for the rural market. Their first product, a clean cookstove, called the Greenway Smart Stove. CGI’S team consists of technology experts, designers, socioligists and marketers who worked with rural communities to create the Greenway Smart Stove design. The results clearly shows. Their stove saves 65 percent fuel and reduces carbin emissions by 80 percent. This is an important problem to solve as traditional stoves cause over 2 million premature deaths annually due to indoor air pollution. Also, they lead to deforestation, greenhouse gas emissions, and the release of black carbon. CGI’s efforts have won it many prizes. Some of them include the $50,000 grand prize at Intel Global Challege at UC Berkeley (2012), Women’s Impact Award (2012), DFID-GIZ Sankalp Samridhi “Social Enterprise Recognition Awards”, Grand Prize (2012), IIM – Bangalore’s “Next Big Thing” Competition and first Place at the Social Business (2012), IIT – Bombay’s “Eureka! Business Plan Competition”. After designing a great stove, CGI’s next challenge is to reduce the cost of the stove and increase sales. 

8) The Maids’ Company (TMC): TMC’s founder Gauri Singh has extensive experience in sectors like microfinance, urban livelihoods and affordable housing founded TMC in 2007. Just prior to founding TMC Gauri worked for Self Employed Women’s Association (SEWA) for five years. TMC aims to revolutionize the domestic housekeeping sector by improving service quality and the rights of domestic workers. TMC’s maids become co-owners in the company and own equity. Maids are guaranteed a steady income, provident fund, medical benefits and access to financial services. All maids are screened as TMC does a police verification. TMC also takes the sting out of hiring a new maid by providing a 5 day trial period. Households can also be guarateed continuity of service, because when one maid quits, TMC replaces them with another. 

9) rangSutra: Founded by Sumita Ghose in 2006, rangSutra has become of the most successful social enterprises in India. The company preserves the heritage of India and its crafts by manufacturing apparel, home furnishings and accessories. More than 70 per cent of the close to 2000 artisans that the company employs from remote regions of Rajasthan, Uttaranchal and Assam are women. rangSutra creates top quality hand made products employing these artisans and farmers and provides them with sustainable livelihoods. Besides being modeled on the principles of fair trade rangSutra also has made the majority of its employees part owners and given them representation on the board of Directors. 

10) Lijjad Pappad (Shri Mahila Griha Udyog Lijjat Papad): One of India’s oldest co-operatives supporting women, Lijjad Pappad is an organisation manufacturing various products from papad, appalam, masalas, wheat flour, chapati,detergent powder, detergent cake and liquid detergent. After starting with just 7 women employees it now employees over 43,000 women throughout India and has 81 branches. 

Source: http://social.yourstory.com/2013/10/10-social-enterprises-empower-women-india/

Forget yourself for others, and others will never forget you.

Bright minds and Dark Angels

Being a 5-pointer proves to be too much for these bright students and they fail to deal with the pressure.

Dad – sorry I couldn't be a better son to you… all you asked was my betterment of my career and future and I couldn't give it to you… I have failed you dad and I am so sorry about it. I cannot show my face to you

Mom – Sorry mom, I really did love you more than dad….

I was weak I thought I could become strong but I was weak, I was so so so weak the fault is my own. The fault is my own. Hope something good happens with my death. Firestallion has left the building…

I wish to donate my eyes and internal organs…. At least somebody can be benefitted with my death.

In another 2 min it will be 3:13 both my fav numbers. awesome time to die 

These were Nitin Kumar Reddy's last words in an email he sent to his father. The final-year M.Tech student at the Indian Institute of Technology Madras hanged himself from a ceiling fan in his hostel room after he got a semester extension.

Straight out of Raju Hirani's blockbuster 3 Idiots, Nitin aka Firestallion aka Swamy was on the verge of completing his final-year project, but could not meet the deadline. Unable to face the embarrassment of not graduating with his batch, he “left the building”.

'' I had told him not to worry; I would sort it out,'' says Nitin's father, Lakshmana Moorthy, who was to land in Chennai by the first flight the next morning. “I had left my office to attend a meeting. I got a call telling me that Nitin had sent a disturbing email. By the time my friend read out the email, he was gone.”

The pressure cooker description given by the media certainly does not go with the IIT Madras campus, located within a 620-acre natural forest with a magnificent lake and a wide range of flora and fauna.

However, in the last three years, the campus has witnessed six suicides—the highest number across IITs. This year eight IITians killed themselves across India, and IIT Madras leads this list, too, with two students, both from the mechanical engineering department, killing themselves.

In February, V. Anoop, 25, a final-year M.Tech student at IIT Madras, hanged himself in his hostel room, as he could not complete his course in time.

His father, Vijay Kumar, says Anoop had trouble with his guide, who “wasn't happy that Anoop did not consult him enough”. Anoop had requested a change, and it was granted. “His new guide had assured him that he would complete the project in time…. But we got a letter from the institute asking us to re-register. I got a call that midnight that he was gone,” he recalls.

And more recently, in September, B. Gowri Shankar, a second-year postgraduate student at IIT Madras was found dead in his room. It is suspected to be a case of suicide, though forensic experts are yet to confirm it.

According Nitin's friends, he had finished the major part of his project: simulation. “He had trouble fixing the engine,” they recall. “He asked his guide for help. He was told to approach the lab technicians, but they apparently were unable to help. Nitin tried fixing it himself, which did not happen. Finally on the day when he had to submit the thesis, the engine wasn't ready.”

And that meant Nitin had to repeat a semester. His plum placement plans bid him goodbye, and he bid goodbye to life.

Students who knew Nitin say he had initially faltered with his time-management. “His project guide should have noticed this and helped him fast-track his work,” says a student. “Indeed, many professors fail to pay enough attention to projects, as they are busy with researchers under them.”

While extensions pushed Anoop and Nitin to the extreme, the latest IITian to give up on life—Mehtab Ahmed, a first year student in IIT Kanpur—had been on campus just for a couple of months. The youngest in his family, Ahmed hanged himself from the ceiling fan in his hostel room on September 22.

The reasons being cited were many, including love affair and homesickness. The end result, however, was scrawled across the wall of his room in pencil: “I am tired of IIT-Kanpur.” This was the ninth suicide in IIT Kanpur in five years. 

Concerned about the spike in the number of students killing themselves, the IIT Council headed by Human Resource Development Minister Kapil Sibal has recommended setting up of a task force—consisting of teachers, parents and students—to study the issue.

Eight suicides across India in an annual combined batch of 10,000 might seem, as one professor in IIT Madras put it famously, “statistically unimportant''. But when the country's brightest students decide to end their lives, it does call for, if nothing, introspection.

Life@IIT

What makes these brilliant students crack? Boman Irani as the heartless professor may have been the chief reason for many students to give up in 3 Idiots, but in real life, it is much more complicated.

And it is not that IITs are like Nazi camps. Majority of the graduates say IIT was the best part of their lives. Even current students agree: “It is fun; the pressure is part of it,” says an IIT Madras B.Tech student. “We booze once in a while, we have ‘unofficial' inter-hostel competitions, and we have our own share of masti, besides plenty of sports and recreational facilities.”

Read in Detail: The Week | Bright minds and Dark Angels

Forget yourself for others, and others will never forget you.

Save Tax and Make a Difference to our Elders: Donate to Silver Inning Foundation

As we are completing our third year of existence, I'd like to thank you from the bottom of my heart and on behalf of all our Elders and their family members whose lives you've improved through your support to our Foundation.

With our dedication, passion and with help of our networking partners we are trying to make a measurable, meaningful, and sustainable impact on the life of our Elders around the globe.

Together we at Silver Inning Foundation are working towards our Vision of creating Elder Friendly World where Ageing becomes a Positive and Rewarding Experience.

Our Mission is to uphold and secure the rights of elderly and actively work towards improving their quality of life by networking, advocating and researching elderly issues and providing a wide range of services according to their needs & to achieve this we are working with following Goals:

1.    To advocate and create awareness of elderly rights and issues at micro and macro level.

2.    To address basic needs of the elderly (aged 50yrs +) and their family members.

3.    To provide and create innovative programmes and services for the elderly that enable them to reintegrate back into society with dignity.

4.    To promote research and development on issues related to elderly.

5.    To develop and implement training of professionals and para-professionals in Gerontology, Geriatrics and Geriatric Care Management.

Being relatively new entry to ageing sector working since April 2008, we are confident that with your support and blessings we will accomplish in 2011 and beyond.

If you feel we have done justice to the cause of Senior Citizens and made difference to life of our Elders and if you would like to support our effort to work with our Elders, please donate to the ‘Silver Inning Foundation’ to help us expand our network and for our outreach programme/services to our Elders.

Please send a Cheque /Demand Draft in favour of ‘Silver Inning Foundation’ accompanied by a covering letter.  We will also need your Name, Postal Address, Contact No., Email and PAN Number in order to send you the tax-exemption certificate.

You can send your contribution/donation by Cheque or Demand Draft/Postal Order in name of ‘Silver Inning Foundation’ at our Correspondence Address: Silver Inning Foundation, C/o. Sailesh Mishra, ARENA III, Flat - 801/802, Poonam Garden, Mira Road -East, Mumbai. India – 401107. You can also send your query to: silverinnings@gmail.com or call us at: 09987104233 (Monday to Friday : 10AM TO 6PM only).

Donations to Silver Inning Foundation are eligible for tax benefits under Sec. 80G of the Income-Tax Act 1961 (50% tax exemption).

Silver Inning Foundation is registered NOT FOR PROFIT (NGO) under the:

Societies Registration Act of 1860 vide registration number: 1300/2008/GBBSD dated 14/07/2008.  The Bombay Public Trusts Act 1950 vide registration number: F- 36344 Mumbai dated 8/12/2008. Reg.No. U/s, 80-G from the Income Tax: DIT(E)/MC/80-G/1696/2010-11 dt. 6/5/2010 effective 17.02.2010.

Source: http://silverinnings.blogspot.com/2011/03/save-tax-and-make-difference-to-our.html
Forget yourself for others, and others will never forget you.

Workshop on Understanding Insurance in Mumbai

INSURANCE IS YOUR SAFETY NET.FALI PONCHA TELLS YOU HOW TO GET IT RIGHT

Fali A Poncha is a veteran of the Indian insurance industry and has held many important positions in the pre- and post-nationalisation periods of the sector. He was a member of the Insurance Advisory Committee to the Insurance Regulatory and Development Authority (IRDA) and also served as an Independent Director, Swiss Re Services India Private Ltd from 2000 to 2005. During the workshop, he will enlighten us about various issues related to the insurance sector.

Date: 22 May 2010

Time: 2.30pm to 4.30pm

Programme
2.30-3.30pm: Talk by Mr Poncha
3.30-4.30pm: Discussion
4.30pm onwards: High Tea

Venue: 305, 3rd floor, Hind Service Industries Premises, off Veer Savarkar Marg, Shivaji Park, Dadar, Mumbai 400028 (turn left from Chaitya Bhumi, 3rd building on left)

RSVP: Deepa 2444 1058 or mail@moneylife.in



Forget yourself for others, and others will never forget you.

The National Rural Health Mission (NRHM) completes five years

The challenge is to honour every household’s right to quality healthcare. The Mission, which has set up a community monitoring system in nine states, now needs to make it universal before the end of the Eleventh Five-Year Plan so that local communities begin to demand healthcare as a right, says a review

The National Rural Health Mission (NRHM) completed five years on April 12, 2010. Launched in 2005 as a seven-year programme, the government may extend it by three years, to 2015, as many of its goals are still to be achieved, say senior health officials in New Delhi.

The Union government’s flagship scheme to improve healthcare services in rural areas seeks to reduce infant and maternal mortality rates, prevent disease, control population, and ensure gender balance in rural India, according to the government website.

One of the visions of the NRHM was to increase public spending on healthcare, from around 0.9% of India’s gross domestic product in 2004-05 to 2-3%. This has not been achieved. The national health accounts of the health ministry says it increased from 0.84% in 2004-05 to 1.1% in 2008-09, while the Economic Survey 2009-10 put the increase from 1.19% in 2004-05 to 1.45% in 2009-10.

“There are some goals that the NRHM still has to achieve… So, the Centre is thinking of extending the NRHM by three years before beginning the next phase,” said the head of a non-government organisation that works closely with the government under the programme. He added that plans were being drawn up with the 2015 deadline in mind. When asked if the Mission would be extended to 2015, Union Health Secretary K Sujatha Rao said: “I suppose so.”

“In 2012, the Twelfth Five-Year Plan will start so it (the extension) will depend on that. But it is likely that the NRHM will be extended, even though no decision has yet been taken,” said Amarjeet Sinha, joint secretary (NRHM), Ministry of Health and Family Welfare.

Poor utilisation of allocated funds and a shortage of medical professionals and administrators seem to have slowed the initiative’s progress. An audit by the Comptroller and Auditor General of India stressed the need to build public-private partnerships under the NRHM to better utilise the money.

However, in a statement, the health ministry said that spending was poor at the local level initially due to decades of over-centralisation. It added that the situation was improving and that a number of local-level institutions were making better use of funds.

A mid-term review of the programme claims it has unleashed a lot of positive synergies and that the government should make an all-out effort to deepen the processes of community health in such a way that every household is able to seek its entitlement to healthcare.

The review says the 700,000 Accredited Social Health Activists (ASHAs) -- the first port of call -- across the country have demonstrated their ability to link households with facilities. The challenge in the coming years would be to honour the entitlement of every household to quality healthcare that is accessible, accountable and affordable. This would also call for a behaviour change in the way the public system interfaces with poor households, particularly women.

The challenge before the NRHM is to craft credible public systems. This would call for new systems of public recruitment that are institution-specific and based on service guarantees with complete local-level accountability. “The NRHM has promoted this culture of local recruitment and local accountability through contractual appointments. There is the need to develop a new paradigm of public recruitment based on the learning of the last five years,” the report says.

Quoting evidence-based studies, the mid-term review added that basic protocols of care at all levels, with wide publicity at facilities, must be universalised. There is a lot to learn from the protocols followed by the armed forces hospitals and dispensaries, in this regard.

While a lot has moved on delegation of administrative and financial powers, the NRHM needs to further deepen decentralised management and accountability by engaging non-governmental organisations for community monitoring at all levels. The NGO programme of the ministry needs to be revised in such a manner that the presence of quality NGOs for community monitoring and skill development can be crafted from block to district to state levels.

Further, the review says, while resources have reached institutions across the length and breadth of the country, under the NRHM, it is time for every facility to develop a detailed institutional plan for utilising the untied resources being made available to it.

Timely utilisation of such resources, their effectiveness and their efficiency must be periodically assessed. Governance reforms and greater supervision in this regard would help, the report concludes.

Source:http://infochangeindia.org/201004138231/Health/News/NRHM-completes-five-years.html

Forget yourself for others, and others will never forget you.

NGO needs Manager - Insitutional Fundraising.

Job Title: MANAGER INSTITUTIONAL FUNDRAISING

Location: New Delhi, India

Reporting to: Director Marketing & Communications

Company Profile:

Third Sector Partners, a leading CxO and board search firm in the Not for Profit sector has been retained by Oxfam India to recruit their Manager Institutional Fundraising.

Oxfam India is a result of the merger of the different Oxfam’s that have been operating in India for the last fifty years as separate entities: Oxfam Trust, Oxfam GB, Oxfam Novib, Oxfam Australia, Oxfam Hong Kong and Intermon Oxfam (Spain). It undertakes all the activities of an Oxfam affiliate: international and national rights-based programming, international and national advocacy and campaigning, humanitarian response and fundraising. As a national member of an international confederation, it plays a strategic role in campaigns and advocacy, both domestically and internationally. Oxfam India aims to be a role model for promoting gender equality and diversity.

Scope of the Position:

• To help Oxfam India explore and increase the fundraising income from various institutions, trusts, foundations, multi lateral and bilateral agencies.
• Line Manage unit/team.
• Lead department-wide projects.
• Contributes to corporate projects.
• Lead and develop a team.
• Impact on income and reputation at unit level.
• Planning focus to 3 years for unit.
• Influence and negotiate with a wide range of people on an infrequent basis.
• Engaging and introducing new Donor agencies to Oxfam India and showcasing the impact of our work.

Roles & Responsibilities:

• Plan and co-ordinate all funding from Oxfam India’s key institutional donors for India and explore newer opportunities.
• Develop, write and implement the Oxfam India Institutional fundraising strategy in collaboration with the Regional offices and lead specialists.
• Develop and lead the process of develop proposals and following it up with the respective agencies
• Monitoring the annual funding plans supported by institutional donors.
• Strengthen relationships with key donors by building fund-raising capacity with programme teams and inducting new staff on funding issues.
• Make regular country programme visits, particularly to support the development of proposals or establishment of new contracts
• Represent Oxfam India with the donors
• Analyse and provide advice to programme staff on the funding policies.
• Identify, assess and approach new Indian donors or funding sources.
• Co-ordinate all funding proposals and reports to donors to ensure quality and timely reporting.
• Ensure that contract management meets donor requirements and use appropriate Oxfam procedures and systems.
• Implementation, monitoring and evaluation of Institutionally funded programs.

Must Have:

• Minimum Qualification Post Graduation or MBA
• Minimum 5 - 7 years experience in raising funds from Corporate, Institutions (Multilateral, bilateral like DFID, EU (ECHO) and other donors., trusts and foundations)
• Good communication and interpersonal skills – written and verbal; experience of writing proposals and reports and ability to interact and represent Oxfam to donors and external institutions.
• An in depth understanding of funding issues in relation to NGOs for e.g work in emergencies, development and campaigns.
• Substantial project management experience, including the management of teams and people.
• Budgeting experience with numeracy and good financial skills gained either from relevant professional experience or academic background. Demonstrated the ability to manage and deliver on fundraising targets.







Other Essential criteria:

• Experience of capacity building in relation to fundraising or programme development.
• Proven analytical skills and the ability to think strategically in relation to fundraising
• Ability to work effectively with others influencing, supporting, following as required in order to achieve fundraising targets.
• Organisational awareness – understanding how to get what information and who to keep informed.
• Commitment to gender and diversity with the ways of working, and previous experience in incorporating gender in project cycle management processes.
• Result driven to strive for very ambitious growth.







Travel and Compensation Details:

• Ability to travel within country and abroad as required.
• The compensation is commensurate with qualification and experience.

Third Sector Partners, a leading CxO and board search firm in the Not for Profit sector, has been retained by Oxfam India. Last date for application is 20th April 2010.

Interested candidates can send in their CVs with three references to oxfam.fr@thirdsectorpartners.com with the subject line indicating Manager Institutional Fundraising or contact us at: +91 22 43493333.

Please note that only short listed candidates will be contacted.


Forget yourself for others, and others will never forget you.