A PROJECT REPORT ON

SOCIALLY USEFUL AND PRODUCTIVE ACTIVITY

AT

WORLD VISION INDIA

SUBMITTED BY

PREM JACOB RENI

Roll No: 53

Batch: 03

A REPORT SUBMITTED IN PARTIAL FULFILMENT

OF THE REQUIREMENT OF PGDM (2015-17)

XAVIER INSTITUTE OF MANAGEMENT AND

ENTREPRENEURSHIP, KOCHI

Acknowledgement

At this very onset I would like to express my heartfelt gratitude to Prof J. Philip, President

of Xavier Institute of Management and Entrepreneurship, Kochi for conceptualizing the idea

of Socially Useful Productive Activity (SUPA) and making it a part of our PGDM

curriculum. It helped me immensely to understand the condition of the underprivileged

people with disability in the society and also dynamics of a Non – Governmental

organization.

I would like to thank the Director of XIME Kochi, Dr. P Amalnathan, Dean Academics,

Mr. Manoj Varghese, Assistant Deans, Prof. Alok Krishna and Amitabh Satapathy for

their immense support.

I would also like to thank Prof Alex Nero (SUPA coordinator) for guiding us through the

entire journey of SUPA project and impressing upon us the seriousness of this experience in

our academic careers.

I would also like to thank Mr. Kunal Shah, Director HEA, World Vision, for giving me an

opportunity to understand and contribute to World Vision and also making necessary

arrangements for me to spend 20 days at the NGO.

I would also like to thank all staff working at World Vision who helped me understand about

the NGO as well to help me contribute to the Relief Work.

I would also like to place on records, the support and guidance of my family and friends who

encouraged me to understand and empathize with the plight of the people I was working for,

without their support and direction I would not have been able to do justice to this section of

marginalized individuals I worked for.

Last, but not the least, I would like to thank the Lord Almighty for having helped me do the

SUPA without any difficulty and complete this report on time.

PREFACE

SUPA is a unique part of curriculum in XIME in which students of 1st year work in NGOs for

20 days and contribute significantly to their organization through their knowledge and

managerial skills. The idea behind this course is to widen the horizon of the students so that

they could think beyond business and profit and learn by serving the deprived and vulnerable

section of the society.

This social training is of great importance. Through this, students get to know about their

responsibilities towards the society and the organization they will be working for.

In this report I have mentioned the necessary information about the NGO I worked in i.e.

World Vision India. I have also written about my contribution and the activities I participated

in. The association with World Vision India has been a great experience for me. I came to

know about its functioning and various other factors that contribute to its successful working.

Along with the Flood Relief Project, I was also exposed to their Child Friendly Spaces.

TABLE OF CONTENTS

1. Introduction .................................................................................................................. 1 1.1. World Vision International ............................................................................................ 1 1.2 World Vision India ........................................................................................................ 1

1.3 Our History .................................................................................................................... 2

1.4 Our Vision ...................................................................................................................... 3 1.5 Our Mission ................................................................................................................... 3

1.6 Our Values ..................................................................................................................... 4

1.7 How we work ................................................................................................................. 7

1.8 Our Work ....................................................................................................................... 7 1.9 Community Development Model .................................................................................. 9

1.10 How it works ................................................................................................................ 10 1.11 Commitment to Accountability and Transparency ...................................................... 16

1.12 Funding ........................................................................................................................ 16

2. Details of the Project .................................................................................................. 18 2.1. Our Projects ................................................................................................................. 18

2.11. Development .................................................................................................... 18

2.12. Advocacy ......................................................................................................... 19

2.13. HIV and AIDS ................................................................................................. 20

2.14. Micro Enterprise .............................................................................................. 21 2.15 Relief ................................................................................................................ 22

2.2. Social Cost Benefit Analysis of Projects ..................................................................... 23 2.3. My Contribution........................................................................................................... 26

3. Conclusion .................................................................................................................. 29 3.1. General Observation and Findings ............................................................................... 29

3.2. Suggestion and Recommendations .............................................................................. 30

3.3. Personal Learning and Experience ............................................................................... 30 3.3.1. As a Management Student ............................................................................... 30

3.3.2. As an Individual ............................................................................................... 31

4. References ................................................................................................................... 29

5. Annexure A ................................................................................................................. 32

6. Annexure B ................................................................................................................. 35

LIST OF FIGURES

Fig.1. Community Development Model ...................................................................... 9

Fig.2. Development Program Approach .................................................................... 11

Fig.3. World Vision ADPs ......................................................................................... 18

Fig.4. Chennai Flood Photos ...................................................................................... 22 Fig.5. Birth Statistics .................................................................................................. 24

Fig.6. Immunization ................................................................................................... 24 Fig.7. Primary Education ........................................................................................... 25

Fig.8. Secondary Education ....................................................................................... 25 Fig.9. Relief Kit Items ................................................................................................ 26

Fig.10. Attendance Sheet ............................................................................................. 27

Fig.11. Payment Sheet with Macro .............................................................................. 28

LIST OF TABLES

Table.1. World Vision India Profile ............................................................................... 23

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1. INTRODUCTION

1.1. WORLD VISION INTERNATIONAL

World Vision is a Christian humanitarian organization dedicated to working with children,

families, and their communities worldwide to reach their full potential by tackling the root

causes of poverty and injustice.

Working in nearly 100 countries around the world, we serve all people, regardless of religion,

race, ethnicity, or gender.

1.2. WORLD VISION INDIA

World Vision India is a Christian humanitarian organisation working to create lasting change

in the lives of children, families and communities living in poverty and injustice. World Vision

serves all people regardless of religion, caste, race, ethnicity or gender. Spread across 174

districts in India, World Vision works through long-term sustainable community development

programmes and immediate disaster relief assistance.

Focus on Children: All development work World Vision India carries out is focused on

building the capacity and ability of communities and families to ensure the wellbeing of

children. The wellbeing of children includes ensuring children have access to education, health,

protection and participation.

Grass root Based: World Vision India is an operational organisation involved in relief and

development that is community-based. World Vision India's staff live with communities at

grassroots level, learning from them and working alongside them while pursuing the goal of

promoting the wellbeing of all children.

Partnering for Change: World Vision partners with communities, children, Government, civil

society, corporations, academia, and faith based organisations to build a nation fit for children.

World Vision has responded to every major disaster in India in the last few decades including

the 2004 Tsunami, Kashmir earthquake and recurring flood situations in various States. World

Vision India is a member of several networks and coalitions at various levels.

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1.3. OUR HISTORY

The founder, Robert Pierce was a war correspondent in the Korean War. The time was 1947

and the place, China. Bob (Robert) Pierce visited many places in China and spoke with various

groups of people.

His last stop was at the University of Amoy on Amoy (now Xiamen) Island in the Formosa

Strait, where he was speaking to hundreds of college students. Upon hearing him, a tall Dutch

lady named Tena asked Dr.Pierce to stay over and speak to the 400 children, attending her

school.

Dr.Pierce readily agreed. The next four days were spent talking to the school children. On the

morning of the day he was leaving Amoy, Bob stopped by the school to say goodbye to Tena

and thank her for the opportunity to speak to the children.

Instead of the gracious early morning reception he had expected, a distraught woman met him

at the front door. In her arms was a child. The little girl was sobbing. Her back was a lurid

pattern of red lines and purple blotches. She had obviously been beaten and whipped. Her thin

dress was soaked with blood. Her eyes were puffy from crying, and she held on to Tena's neck

as if her life depended on it.

Tena thrust the traumatized little girl into Bob's arms and said, "I have six other children already

sharing my rice bowl!"

Bob held the child awkwardly. White Jade wrapped her arms around his neck and rested her

head on his shoulder. Every few moments, she shuddered with sobs. Tears streamed down

Tena's red face. Her lip quivered, but her jaw was clenched. The pain in her eyes demanded an

answer.

Bob realized that the incredibly vulnerable child in his arms was very precious. And she needed

to be cared for.

"All I have is five dollars", he said meekly to Tena. The bold and confident Pierce was humbled

by the need of the precious child he held. He gave all he had to Tena and requested her to admit

White Jade in her school. He promised that he would mobilize more money for her when he

reached his home.

And thus, with five dollars and the will to make a difference to one precious child was born a

ministry that has grown over the years and is dedicated to caring for the White Jades of this

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world. Propelled by the prayer that Pierce wrote in the flyleaf of his Bible, "Let my heart be

broken by the things that break the heart of God," - this gift of love launched a movement

called World Vision.

From these humble roots, World Vision has grown into an international partnership helping

children around the globe. Today, World Vision India is an important member of this

partnership, which works in 97 countries and is a leader in Transformational Development for

the poor, in emergency relief and food distribution.

1.4. OUR VISION

“Our vision for every child, life in all its fullness.

Our prayer for every heart, the will to make it so.”

1.5. OUR MISSION

World Vision is an international partnership of Christians whose mission is to follow our Lord

and Saviour Jesus Christ in working with the poor and oppressed to promote human

transformation, seek justice, and bear witness to the good news of the Kingdom of God.

We pursue this mission through integrated, holistic commitment to:

Transformational development that is community-based and sustainable, focused

especially on the needs of children.

Emergency relief that assists people afflicted by conflict or disaster.

Promotion of justice that seeks to change unjust structures affecting the poor among

whom we work.

Partnerships with churches to contribute to spiritual and social transformation.

Public awareness that leads to informed understanding, giving, involvement, and

prayer.

Witness to Jesus Christ by life, deed, word, and sign that encourages people to respond

to the Gospel.

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1.6. OUR VALUES

1. We are Christian

We acknowledge one God: Father, Son, and Holy Spirit. In Jesus Christ, the love, mercy,

and grace of God are made known to us and all people. From this overflowing abundance

of God’s love, we find our call to ministry.

We proclaim together, “Jesus lived, died, and rose again. Jesus is Lord.” We desire Him to

be central in our individual and corporate life.

We seek to follow Him — in His identification with the poor, the afflicted, the oppressed,

the marginalized; in His special concern for children; in His respect for the dignity

bestowed by God on women equally with men; in His challenge to unjust attitudes and

systems; in His call to share resources with each other; in His love for all people without

discrimination or conditions; in His offer of new life through faith in Him. From Him we

derive our holistic understanding of the gospel of the Kingdom of God, which forms the

basis of our response to human need.

We hear His call to servanthood and see the example of His life. We commit ourselves to

a servant spirit permeating the organization. We know this means facing honestly our own

pride, sin, and failure.

We bear witness to the redemption offered only through faith in Jesus Christ. The staff we

engage are equipped by belief and practice to bear this witness. We will maintain our

identity as Christian while being sensitive to the diverse contexts in which we express that

identity.

2. We are committed to the poor

We are called to serve the people in greatest need around the world, to relieve their suffering

and to promote the transformation of their condition of life.

We stand in solidarity in a common search for justice. We seek to understand the situation

of the poor and work alongside them toward fullness of life. We share our discovery of

eternal hope in Jesus Christ.

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We seek to facilitate an engagement between the poor and the affluent that opens both to

transformation. We respect the poor as active participants, not passive recipients, in this

relationship. They are people from whom others may learn and receive, as well as give.

The need for transformation is common to all. Together we share a quest for justice, peace,

reconciliation, and healing in a broken world.

3. We value people

We regard all people as created and loved by God. We give priority to people before money,

structure, systems, and other institutional machinery.

We act in ways that respect the dignity, uniqueness, and intrinsic worth of every person —

the poor, the donors, our staff and their families, boards, and volunteers. We celebrate the

richness of diversity in human personality, culture, and contribution.

We practice a participative, open, enabling style in working relationships. We encourage

the professional, personal, and spiritual development of our staff.

4. We are stewards

The resources at our disposal are not our own. They are a sacred trust from God through

donors on behalf of the poor. We are faithful to the purpose for which those resources are

given and manage them in a manner that brings maximum benefit to the poor.

We speak and act honestly. We are open and factual in our dealings with donor

constituencies, project communities, governments, the public at large, and each other. We

endeavor to convey a public image conforming to reality. We strive for consistency

between what we say and what we do.

We demand of ourselves high standards of professional competence and accept the need to

be accountable through appropriate structures for achieving these standards. We share our

experience and knowledge with others where it can assist them.

We are stewards of God’s creation. We care for the earth and act in ways that will restore

and protect the environment. We ensure that our development activities are ecologically

sound.

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5. We are partners

We are members of an international World Vision partnership that transcends legal,

structural, and cultural boundaries. We accept the obligations of joint participation, shared

goals, and mutual accountability that true partnership requires. We affirm our

interdependence and our willingness to yield autonomy as necessary for the common good.

We commit ourselves to know, understand, and love each other.

We are partners with the poor and with donors in a shared ministry. We affirm and promote

unity in the Body of Christ. We pursue relationship with all churches and desire mutual

participation in ministry. We seek to contribute to the holistic mission of the church.

We maintain a cooperative stance and a spirit of openness towards other humanitarian

organizations. We are willing to receive and consider honest opinions from others about

our work.

6. We are responsive

We are responsive to life-threatening emergencies where our involvement is needed and

appropriate. We are willing to take intelligent risks and act quickly. We do this from a

foundation of experience and sensitivity to what the situation requires. We also recognize

that even in the midst of crisis, the destitute have a contribution to make from their

experience.

We are responsive in a different sense where deep-seated and often complex economic and

social deprivation calls for sustainable, long-term development. We maintain the

commitments necessary for this to occur.

We are responsive to new and unusual opportunities. We encourage innovation, creativity,

and flexibility. We maintain an attitude of learning, reflection, and discovery in order to

grow in understanding and skill.

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1.7. HOW WE WORK

When our work began in 1950, our approach was basic. We provided food and shelter for

children in orphanages through child sponsorship. But we’ve learned a lot in 64 years. Now we

offer a full solution to poverty and injustice issues — and make it sustainable so it lasts.

We work in the most difficult contexts in the poorest countries, because we believe in the power

of transformation. Our Community Development approach empowers children and families to

break the cycle of poverty and reach their God-given potential.

1.8. OUR WORK

1. Christian

We love the way Jesus cared for the poor and oppressed, showing us how to listen to children

and look out for widows and orphans.

Where possible, we partner with local churches, equipping them to meet community

needs.

As a Christian organization, we serve ALL people, regardless of race, religion,

ethnicity, or creed.

We are privileged to be welcomed into many communities where Christianity is a

minority faith — or barely present at all.

In accordance with the Red Cross Code of Conduct, we never proselytize or require a

profession of faith in exchange for services.

Our hope is to reflect the unconditional and transformational love of Jesus in culturally

appropriate ways.

2. Child Focused

Children live in families, in communities, in countries. We work on every level to achieve our

goal of child well-being — from international activism to checking in on children face-to-face.

Children are the focus of our work, and they are important participants.

We invite children to tell us about the problems they see in their communities.

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We help improve systems and structures to make their world a better, safer place to

live.

Child sponsorship is at the foundation of our work. It gives us a long-term:

Relationship with children and sponsors; and

Funding base that we leverage to secure grants, corporate gifts, and resources from local

governments, one-time donations, and more.

This variety of funding sources creates synergy and amazing transformation for the children

and the communities where we work.

3. Community Based

Our local staff members begin working in a community by asking a lot of questions, finding

out what problems are seen by members of the community, especially the children.

We then address the root causes of poverty and injustice together, designing integrated,

sustainable solutions such as access to clean water, a focus on child protection, and

opportunities for economic development.

Together, we come up with a plan, decide on ways to evaluate and measure success,

and get to work.

The community is involved, empowered, and trained, and its members take ownership

in the programs and progress.

Every 3-5 years, we look at the original plan to assess and evaluate our success. If we’re

not meeting our goals, we make adjustments and then keep working. We call this our

LEAP framework (Learning through Evaluation and Planning).

Working together, we can draw on each other’s strengths and make our work more

sustainable. We bring together local churches, businesses, community organizations,

and other non-profits.

We hope this network will keep prioritizing child well-being even after we transition

out of the community.

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4. Measurable and Accountable

Measuring progress is an essential part of our accountability to the communities we serve, our

partners, and our donors.

We do a baseline survey before we begin work.

We design each program to measure progress toward specific child well-being

indicators.

After 3-5 years, we re-measure those indicators to compare with the baseline.

This information helps the community make better decisions and change course if

necessary.

Along the way, we measure and share results with members of the community so they

can be aware and validate changes.

The community also provides feedback through qualitative interviews and focus group

discussions.

1.9. COMMUNITY DEVELOPMENT MODEL

Measurably improving child well-being is at the centre of our approach to child and community

development. This is our Theory of Change:

Figure 1: Community Development Model

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Problem: Poverty exists largely because of broken relationships.

Assumption: Children are not only a community’s most precious resource, they are

also central to addressing poverty overall. How a community treats its children will

have major implications for its health and well-being overall.

Proposed Solution: In order to address poverty, we must work with children, their

caregivers, and other stakeholders in the community to restore broken relationships and

focus them on the sustained well-being of children.

Over the years, we've redesigned and refined our framework based on what we've learned from

working and collaborating with children, families, communities and experts around the world.

1.10. HOW IT WORKS

We use a logical framework to describe program and project cycle management through six

basic components: assessment, design, monitoring, evaluation, reflection and transition. Our

principles and approaches describe vital elements that need to be in place in order to achieve

our goal. Our approach differs depending on the problem we are addressing. We adjust our

approach when it requires different interventions, recognizing that our approach to maternal

health will be different than our approach to malaria.

1. Assessment

Assessment is the process of collecting and analysing information and exploring the

context to better understand needs and existing resources in the community. This helps us

prioritize and make choices with the community regarding areas of focus.

The Critical Path (see illustration) is a process for putting our Development Program

Approach into action.

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Figure 2: Development Program Approach

It is a flexible process that program staff can apply as appropriate in their context.

It has been developed to help World Vision program staff collaborate with communities

and local stakeholders toward the sustained well-being of children, especially the most

vulnerable.

It is intended to ensure effective response to the needs of children in the near-term and

the long-term by developing partnerships with community stakeholders and other

locally-based organizations.

It is designed to build on existing local efforts and enable local ownership from the very

beginning of a program. This approach is based on learning and good practices

programs across World Vision, as well as what we have learned over the years from

our work with experts around the globe.

Our preferred local roles along the Critical Path are to facilitate and empower the community

and local stakeholders, and to build their capacity to implement and manage shared projects.

We start a dialogue and bring local partners together around the issue of child well-being to

determine what each is already doing, what else can be done, and who can best play what

role going forward.

Partnering does not mean that we only fund other groups or that we only work through

partners. Rather, we work with other partners toward the sustained well-being of children,

based on their roles and capacities.

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The planning process may identify a direct implementation role for World Vision in shared

projects — especially when children’s needs are urgent and local partner capacity is limited.

When this is the case, we always work to strengthen local capacity to assume these roles

over time, because this approach contributes to greater and more sustained impact on the

lives of children. Our role may need to expand again if a disaster strikes or conflict arises.

2. Design

Design and/or re-design is the process of planning appropriate program and project

strategies using assessment results to show how identified issues can be addressed.

Community needs, rights, and priorities are all taken into account in deciding how to

implement a program or project.

Our Theory of Change and Logical Framework are created at this step. A Theory of Change

outlines what we believe is going to make the difference from the less ideal situation to the

desired state. A Logical Framework details what is being measured, how it is being

measured, and what targets are being set.

The Theory of Change basically says, if we do A and B, it will lead to C.

The Logical Framework outlines what A, B and C are.

o C = objectives (results)

o A and B = activities defined by indicators to measure success, measured through

a comprehensive monitoring and evaluation plan

Each project will have its own Theory of Change, based on its context.

For example, both a community in Kenya and a community in Sri Lanka want to lower

malnutrition. In Kenya, the Theory of Change would be something like: If we…

A. Train mothers in household gardens (because everyone is a farmer in the community)

B. Train them to feed the food grown in their household gardens to their children instead of

selling them for profit, then

C. We will lower the malnutrition rate over time.

However, this may not work in Sri Lanka because people there aren’t farmers; it doesn’t fit

the context. In Sri Lanka, then, the Theory of Change may be: If we…

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A. Conduct a nutrition intervention and

B. Ensure that fathers understand the importance of nutrition for their children so that they

will spend their money on food instead of alcohol, then

C. We lower malnutrition over time.

3. Monitoring

Monitoring refers to routine collection of information to establish that inputs, activities,

and outputs have occurred. Monitoring supports basic management and accountability, and

it tracks actual performance in a situation against plans or expectations in the original

design.

We use the logical framework indicator-tracking table to monitor progress over time toward

targets that were set regarding specific indicators that we measure. Monitoring involves

conducting a baseline measurement as early as possible after the start of the program. This

baseline measurement is what allows us to measure change over time.

Monitoring also involves analysing the data and recommending appropriate project

management responses to guide implementation.

We measure A and B activities of the Logical Framework at this step. (See the “design”

tab to learn about Logical Frameworks.) Information on the achievement of activities is

collected and analysed regularly. We also measure progress toward outcomes through an

annual monitoring process.

We value accountability and believe it’s critical to share the data and information we collect

from a community with that community, as well as with local partners, governments, and

donors.

4. Evaluation

Evaluation is an exercise that attempts to systematically and objectively assess relevance

and performance — what’s working and what’s not working in ongoing and completed

programs and projects.

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We used mixed-methods to measure effectiveness both quantitatively and qualitatively

through household surveys, child and caregiver interviews, focus group discussions, and

key informant interviews.

A program evaluation is conducted every three to five years for our long-term community

development programs, and every year to two years for our grant-funded projects, to

measure change over time. Some evaluations go a step further and explore impact that is

attempting to look for our contribution to the change that is being measured. Other

evaluations also explore themes like sustainability to understand the extent to which

positive outcomes can and are sustained over the long-term.

We measure C of the Logical Framework at this step.

Whether C improved or not shows whether our Theory of Change was right. Continuing

with the Kenya example from the “design” tab: If malnutrition isn’t down after five years,

then there is either something wrong with our Theory of Change, or something wrong with

the way we implemented the activities. For example, maybe we didn’t do enough trainings

with families on the importance of feeding their children instead of selling the food. Or,

perhaps we did lots of trainings, but not in a way that was relevant or well received by the

families.

This information is key both for those programs whose results met the expectation as well

as those whose program results fell short. We use this information during our reflection

process to consider how to improve our approach and interventions.

5. Reflection

Reflection is a participatory process of planning and putting time aside to bring partners

and the community together with us to:

Analyse project and program evaluation information, including what is going well and

what challenges are emerging.

Make informed decisions and recommendations about necessary changes in current

projects and programs, which lead to transformation of the program, individuals and

the organization.

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It is critical that we are able to learn from our experience. Learning happens best in an

atmosphere of trust and openness, where failures and challenges can be discussed

constructively, and where there is enough time and dedication to reflection and learning

activities with the community and local stakeholders.

This is where we look at the Program Evaluation findings for evidence of operational

change. The findings from a Program Evaluation are then used to re-design the program

throughout its lifetime.

6. Transition

Transition refers to the process of World Vision ending its involvement in a shared project

or program. We aim to assist communities in a way that empowers them to sustain program

outcomes after our assistance has ended.

It is important that we end our involvement in a well-planned way, so that the benefits

gained by communities and stakeholders can be continued into the future, after we have

withdrawn. In order to end well, we need to work with communities and stakeholders to

begin programs with the end in mind. A plan needs to be in place from the beginning of

the program, showing how World Vision will phase out of the shared program in a way

that promotes sustainability.

The decision to close a program can be made after reviewing evaluation findings, having

community discussions, and making strategic considerations. This decision should be

evidence based, and should only be made once the community feels confident that they

have a plan to sustain the most important outcomes that have been achieved.

Throughout previous phases of the Critical Path, our role was to strengthen and empower

local communities and stakeholders to take on increasing responsibility in planning and

managing shared projects. In this way, transition of roles and responsibilities is not

something that happens at the end of a program but is an integral part of our approach to

working at the local level.

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1.11. COMMITMENT TO ACCOUNTABILITY AND TRANSPARENCY

World Vision India is committed to high standards of accountability and transparency. It

is an expression of our core value on 'Stewardship.' Our commitment to accountability and

transparency is to ensure we work effectively for the wellbeing of children. World Vision

India continually strives to maintain high national and international standards of

professional competence and is accountable through appropriate structures for achieving

these standards.

World Vision India's policies, procedures, systems, practices, work culture, rigorous

internal audits and statutory audits by reputed auditors as well as design, monitoring and

evaluation of the programmes reflect our commitment to accountability and transparency.

As part of World Vision International, we uphold a range of NGO standards to help

benchmark our performance. We are an active member of the International NGO Charter

of Accountability Company Limited and the Humanitarian Accountability Partnership.

World Vision is also actively involved in the International Civil Society Organisation

(CSO) Open Forum on Development Effectiveness and the International Aid Transparency

Initiative.

At the grassroots, our partnership with Community Based Organisations keeps us

accountable, committed, and responsive to the children and their communities. An

independent Board exercises overall governance leadership, managing risks and ensuring

compliance to statutory requirements. World Vision India endeavours to convey a public

image conforming to reality, to always speak and act honestly. God helping us, we intend

to continually pursue excellence beyond compliance, in all aspects of our work -

governance, management, operations and administration.

1.12. FUNDING

Child Sponsors provide the majority of the funds raised by World Vision. Supporters in

18 countries sponsor close to 2,25,000 children and through them their families and

communities in close to 127 projects around India. More than 40,000 Indians support over

30 projects around the country.

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Sponsorship is about partnering girls and boys in their pursuit of a new future with dignity,

justice, peace and hope. Sponsors pledge a monthly amount to help needy children, their

families and communities. Child sponsorship helps children get access to clean drinking

water, sanitation, education, and skills for future livelihood, nutrition and health care and

participate in an age-appropriate development processes.

It also helps communities to build a better future through empowerment, education,

income generation and self-sufficiency. Programmes seek equitable, just, peaceful,

productive and inclusive relationships within households and communities responsible

relationship with the environment, a culture of participation with families and whole

communities empowered to influence and shape their situation through coalitions and

networks addressing systemic issues towards ensuring access to basic needs in a

sustainable manner.

World Vision programmes also access resources from the Government of India as well as

other countries such as USA, Canada, UK, Japan, Finland and Ireland, to mention a few.

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2. DETAILS OF THE PROJECTS

2.1. OUR PROJECTS

2.11. DEVELOPMENT

AREA DEVELPOMENT PROGRAMS

World Vision's primary approach to poverty alleviation through transformational

development is called 'area development programme' (ADP). Each ADP focuses on a

geographical area and covers a population of 20,000 to 1,00,000 people. It is a long-term

involvement of 12-15 years, rooted in the community and in partnership with the civil

society, NGOs and the Government. World Vision India consciously focuses on people

groups and areas in our country that are socio-economically vulnerable. Hence majority

of the ADPs in rural and isolated tribal areas specially focus on the unreached,

marginalized and disadvantaged people.

Figure 3: World Vision ADPs

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ADPs focus on the needs of children tackling child mortality rates, their health, and

education. Providing access to water for drinking and agriculture, building food security

and household resilience through income generation and access to credit, directly impacts

the wellbeing of children. Every community is also sensitised on aspects of environment,

gender, persons with challenges, care for the vulnerable and peace building. The

communities are involved in designing and implementing the long term Program. The

chief aim of the ADP is to empower the people so that they can eventually own (meaning

self-manage) their development process. We seek to place ownership and resources in

the hands of the community based organizations (CBOs) and to build their capabilities.

The CBOs include Women federations, Development Committees, Yuvak Mandals,

Child Parliaments, Self Help Groups, Child Protection Committees, and Children Clubs

etc. While this approach facilitates the sustainable transformational development of the

communities, the main focus of this development is the wellbeing of children. The

building up of the community in this fashion facilitates the equitable development of

every child in the community, bringing with it a promise of a life filled with dignity,

justice, peace and hope.

2.12. ADVOCACY

A VOICE FOR CHILDREN: INFLUENCING THROUGH ADVOCACY

World Vision India's advocacy initiatives are focussed on creating an environment -

societal, legislative and temporal - that facilitates every girl and boy reaching his or her

fullest potential. While rights awareness and rights education at the grass roots levels

help communities claim what is rightfully theirs, national level advocacy around issues

of children, especially those in crisis, are focussed on bringing about equitable

implementation of policies as well as influencing policy debates.

World Vision advocates for the children at the highest policy levels of the country. World

Vision India has been made a member of various Government working groups and

committees at the national and district levels. Some of the key memberships at the

national level are listed below.

World Vision India is part of the Planning Commission Working Group on Women's

Empowerment and Child Development. This group provides input to the Planning

Commission on issues of children and women, to be incorporated into the 11th five-

year plan

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World Vision India is also part of the NGO steering committee of the National Disaster

Management Authority, the premier agency dealing with disaster relief and

preparedness in India.

CHILD HEALTH NOW

World Vision's 'Child Health Now' is a five year campaign to improve maternal

and child health in India. World Vision India's 60 years’ experience of

improving life for children and their families in 24 states and more than 5000

communities means we can speak with authority on the issue of child mortality.

Every day our staff witness and work to address the devastating effects of poor

health on mothers and their children. We will do all we can to keep mothers and

their children alive and healthy.

2.13. HIV and AIDS

World Vision's HIV and AIDS initiative is a natural extension of World Vision's work

with the poor and oppressed to seek justice and transform their lives. While every

programme of World Vision is involved in raising awareness on the issue of HIV and

AIDS, there is a special focus on HIV prevention, care and advocacy interventions in

districts with high prevalence.

We work with people living with HIV and AIDS in the six 'hard hit' states of India -

Andhra Pradesh, Tamil Nadu, Maharashtra, Karnataka, Manipur and Nagaland. We

also work in vulnerable districts in other states. World Vision responds to the medical,

nutritional, educational, economical, emotional and social needs of adults and children

affected by HIV and AIDS. World Vision has initiated programmes that strategically

address HIV prevention among children between 10 to 18 years, care and support for

orphans and vulnerable children and women who are made destitute by HIV and AIDS,

as well as prevention programs among vulnerable groups such as injecting drug users

and sex workers. World Vision in all its HIV programs works to advocate for and ensure

the rights of children affected by HIV and AIDS as well as those marginalized due to

HIV and AIDS.

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2.14. MICRO ENTERPRISE

Nearly 40% of India's population of a billion plus lives in abject poverty. In India, we

find that many are poor because of one simple reason — 'lack of regular income'. To

add to their miserable plight, over 90% of the rural poor are deep in debt. Unable and

unwilling to access banks or to apply for loans, the poor turn to local moneylenders,

who charge 60% to 120% interest (per annum) or even more, trapping the poor into

extreme poverty.

Micro Enterprise Development (MED) is a proven way to strengthen viable, small

businesses, resulting in increased household income and savings, and thus, alleviating

the crunch of economic poverty. World Vision works alongside enterprising members,

helping them realize their economic potential and proving that they have the capacity

to build their own, small Micro Enterprise units. World Vision facilitates the formation

of Self-Help Groups (SHGs) to save, share and build capacity. Small loans for the

businesses are provided and collected through individual members in SHGs.

A specialized non-profit company, established under the Indian Companies Act,

manages the loans and economic assessment. The non-profit company called 'IMPACT'

focusses on MED in target communities of World Vision. Small loans (ranging from

Rs 2,000 to Rs 10,000) are provided for individuals in SHGs, along with training on

management, marketing and investments.

As a result of such economic development initiatives, many small businesses expand

and become viable. As a result, poor families have enough to feed their children and

send them to school. The marginalized poor develop their businesses and manage to

live a decent life. This approach is very powerful in lifting communities from economic

poverty, ultimately leading the community to be self-reliant and live with dignity.

If you decide to partner with World Vision in building economically stronger

communities in India, you would be helping to reach out to millions of poor people and

adding on to loan funds for communities. These will be disbursed through various MED

branches in India.

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2.15. RELIEF

World Vision India is on the ground responding to those affected by the floods in

Chennai and other parts of Tamil Nadu. Our National Disaster Task Force is on alert

for immediate response.

World Vision India has distributed 21,800 food packets and water since the first spell

of rains in November ’15. 6857 families have received relief kits so far and we plan to

complete distribution of over 5000 relief kits. We have installed 6 bio-toilets in

Saidapet, distributed 30,00,000 water purifying sachets to 10,000 families and also

mosquito nets.

Our corporate partners are Coca-Cola, Gati Ltd. ICICI Bank, Ankidyne, Mahindra

World City, New Chennai, Amazon India, Snapdeal, HCL Technologies, Renault

Nissan Automotive India Private Limited, Vyoma Media, Comstar Automotive

Technologies (P) Ltd., Happiest Minds Technologies, Genaxy Scientific Pvt. Ltd.,

SUPER GAS, and Enterprise & Enterprise. Akshaya Patra, FICCI India, BPL, Apollo,

Vimal Weaving Factory, Habitat for Humanity, IDFC, P&G, ITC, Fujitsu India. Our

special thanks to them for their support towards our relief work.

Figure 4: Chennai Flood Photos

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2.2. SOCIAL COST BENEFIT ANALYSIS OF THE PROJECTS

World Vision India is an organisation strongly driven by its vision and mission. It is a

Child Focused NGO that works for the benefit and upliftment of communities and

societies by nurturing the needs of the child. They have 3 major sources of funding and

they are

1. Donor: Donors are generous people who full heartedly donate to the NGO.

2. Sponsor: Sponsors are all those who sponsor children in World Vision.

3. Corporates: All those companies who outsource their Corporate Social

Responsibility to World Vision.

Today, World Vision India has made a difference in the lives of 3,25,000 plus children

across India, of which 40,000 children are sponsored by Indians. The work in India is

majorly funded by 16 countries and India is ranked 5th in the contributions.

FACTS FIGURES

No. of States / UT World Vision is working in States: 26, UT: 1

No. of ADPs 118

No. of projects 59

No. of Programme Monitoring Offices 9

No. of staff 1940 (21% female)

No. of districts World Vision has presence in 163 (total 640)

No. of communities World Vision is working with 6252

No. of children in the communities 2.61 million

No. of Registered Children (RC) 341,844 (50% girls)

112,176 (Local)

No. of Support Offices 17 (including India

Resource Development)

Table 1: World Vision India Profile

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2.21. MAJOR IMPACTS

97.1% of Institutional births of delivery attended by a skilled birth attendant.

Figure 5: Delivery attended by a skilled birth attendant

92% of children between 12-23 months are fully immunized.

Figure 6: Immunization (12-23 months)

Births

Delivery attended by skilled delivery attendent Not attended by skilled attendent

Immunization (Children between 12-23 months)

Fully Immunized Not Immunized

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97.9% of children between 6-12 years are enrolled in primary education.

Figure 7: Primary Education (6-12 years)

93.2% of children between 12-18 years are enrolled in secondary education.

Figure 8: Secondary Education (12-18 years)

Primary Education (6-12 years)

Enrolled Not Enrolled

Secondary Education (12-18 years)

Enrolled Not Enrolled

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2.3. MY CONTRIBUTION

During the three weeks of internship in World Vision India, I was assigned as a volunteer

to their Emergency Response Team. The Emergency Response Team (ERT) was a part

of World Vision’s Relief Projects, which aided to the needs of people affected by natural

disaster. As I was as a volunteer in the ERT, it was majorly field work and very few days

in the office.

My work in the ERT was in relation with the recent floods in Chennai. Though the ERT

was in action from the 6th of December, 2015, I joined the team only on the 22nd of

December, 2015. On the first day, as it was my first time experience as a volunteer for

the ERT, I was given an orientation on how the flood relief projects work and how the

victims are to be handled. I was told about the standards World Vision India follow in

these processes. I was also told that I will now on be dealing with people who are in

distress due to the loss of either their family, house or valuables and hence they are to be

treated with nothing but respect and dignity.

From Day 1, along with other relief volunteers, I also went to different distributions they

had organised, and helped them distribute the kits packed. I was also at the warehouse

packing the materials into kits ready for distribution.

Figure 9: Relief Kit Items

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As I was a PGDM student, along with the job of a volunteer, I was also given few

additional responsibilities

a. Volunteer Management

1. Attendance

2. Payment

3. Coordination

b. Assistance to Corporate Team

1. Reports

2. Photography

2.3.1. Volunteer Management

The day I joined as a volunteer, after the orientation, I was taken to the warehouse where

the materials to be packed were stored. We already had volunteers packing those materials

into kits, ready for distribution. I was asked to observe how it was done, before I joined

the team. I was also given the list of volunteers registered for the Relief Work. Volunteer

Management basically meant to make ample number of volunteers available, from the

list, for the next day’s task, to coordinate them and to make the payment to them based

on the number of days worked on a weekly basis. I was also asked to take the attendance

of the volunteers present each day, enter it in an Excel and calculate the payment due for

them, on a daily basis. I was also assigned the job of coordinating the volunteers,

informing them the place of distribution.

Figure 10: Attendance Sheet

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Figure 11: Payment Sheet with Macro

2.3.2. Assistance to Corporate Team

In World Vision, the Corporate Team took care of the tie-ups they had with other multi-

national companies for relief activities. For every event World Vision partnered with an

MNC, they had to submit a report about the event to the respective MNCs. During my

internship, I also assisted the corporate team in writing reports and taking photos of the

relief activities. I was asked to visit different distribution location and along with my

volunteering task, I also took photos of the distribution work.

Figure 12: Group Photo with Fujitsu Volunteers

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3. CONCLUSION

3.1. GENERAL OBSERVATION and FINDINGS

3.1.1. Discipline throughout the relief work

Discipline was one of the major factor that made the relief work a success. All the staff

and volunteers involved were given an orientation on how to go about the distribution

process. We had police personnel around to keep the crowd composed but their help

was hardly used.

One of the days of distribution, I happened to travel by a mini truck to the venue and as

I was sitting in the front, I started a conversation with the truck driver and he told me,

“I was a part of the government relief work, but never did I see this much of a discipline

in any of their distribution venues. They used to come with a bus full of police people

and it was more like - survival of the strongest.”

3.1.2. Dignity for victims

It was the norm of the organization to advocate the Fundamental Rights and especially

Right to Life. They believe that it is not just a right to love but the right to live with

dignity. During the orientation, all the volunteers were instructed to handle the victims

with dignity and they being poor should been seen as opportunity to serve them better.

3.1.3. Prioritization

World Vision made it a point go by their values. During such relief works, they always

prioritized children, pregnant women, disabled and the old. There were separate lines

for the above mentioned categories and special assistance were given to all of them.

3.1.4. Relief Camps in schools

One of the drawbacks I observed was that the relief camp was organised by the

government, in schools. As there were a lot of victims staying there, the schools couldn’t

start functioning even weeks after the water drained completely.

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3.2. SUGGESTIONS and RECOMMENDATIONS

a. Inter-Agency Collaboration

As there were many agencies doing the relief work, I feel that they could have derived

more collaboration opportunities. Though they had proper system in place to avoid

duplication of work, they could have aided to the needs of more people if they had

collaborations with other NGOs.

b. Eco Friendly Plans

Coca-Cola was one of the partners of the relief work. They sponsored 1,00,000 Kinley

water bottles for the relief work, to be distributed to the families. It was really nice of

them to have sponsored it, but looking at it from another view, now we have 1,00,000

empty Kinley bottles clogging the drainages of Chennai. Rather, they could have asked

for Cans of 20 litres, which the families could have used for storing water at a later time.

3.3. PERSONAL LEARNING and EXPERIENCE

3.3.1. AS A MANAGEMENT STUDENT

a. War Footing Model

This was an interesting learning I had from my SUPA. During an emergency, World

Vision replicates a War Footing Model of hierarchy. A staff trained in Disaster

management is made the commander to lead the Emergency Response Team and

they pool in other trained staffs from across India to assist the commander. At this

time, irrespective of the official hierarchy, even the commander’s real superior

listens to him.

b. Division of Labour

There are lots of work to be done and lots of people to be administered. A person

alone or few may not be able to get the tasks completed. Therefore, the work is

divided among medium sized groups and are equipped with volunteers to assist

them, in order to get the task completed faster.

c. Team Playing

To be a Team Player is an important learning as there were volunteers from different

backgrounds and we had to get along well, for the ultimate purpose.

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d. Commitment

It was really nice to see people working with so much of commitment and selflessly

to help the needy. The focus on the goal was so intense, that we almost ignored the

time factor. People were even willing to stretch and work for longer hours when the

situation demanded so.

3.3.2. AS AN INDIVIDUAL

a. How the Relief Project works.

As this was my first experience as a relief volunteer, I was really surprised to

know the amount of homework the staffs had done for making this relief work a

success. They had gone to the affected communities and identified the most

affected families and issued them with a token which they had to bring to the

venue of distribution. This was to avoid the commotion and control the crowd.

The families were also asked for what they needed the most, and the data was

analysed and the items were prioritised and the list was made accordingly.

b. Commitment and Hard work required for such tasks

Relief work is a hectic task, as it involves people who are hurt, in pain and

worried. So, it needs more patience and commitment.

c. Child Friendly Space

I was exposed to a new concept called Child Friendly Space. This was a part of

the Post Relief Work project, which basically included Rehabilitation. CFS can

be defined as places designed and operated in a participatory manner, where

children affected by natural disasters or armed conflict can be provided with a

safe environment, where integrated programming including play, recreation,

education, health, and psychosocial support can be delivered and supports

provided.

d. Disaster Management

I was also given an orientation on how the Disaster Management team functions.

I understood that the disaster management team first categorises the disaster and

then responds accordingly.

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REFERENCE

Sites

www.worldvision.org

www.worldvision.in

www.wvi.org

Personal Interactions

Mr. Reni Jacob, Director – Advocacy, World Vision India

Mr. Kunal Shah, Director – Human Emergency Affairs, World Vision India

Mr. Allan Benjamin, Church Relations, World Vision India

Mr. Relton Samuel, Project Manager, Emergency Response Team, World Vision India

Mr. Winrich Windsor, Youth Engagement, World Vision India

Ms. Sarojitha Arokiaraj, Manager, Policy Research, World Vision India

Ms. Betty Paul, Team Lead, Corporate Team, World Vision India

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ANNEXURE A

Distribution at Egmore CSI Church Campus

Distribution at YMCA, Nandanam

Distribution in tie-up with SNAPDEAL at Thideer Nagar

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Travelling and Packing

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ANNEXURE B

ACTIVITY TABLE 1 (Packing and Distribution)

Sl No Dates Event Venue

1 22nd December Orientation National Office

2 23, 24, 26, 27 & 28 December Packing WV Warehouse

3 2, 3 & 4 January Packing WV Warehouse

4 5th to 9th January Distribution YMCA

Nandanam

5 22nd & 30th December, 10th & 13th January Distribution Egmore CSI

Church

ACTIVITY TABLE 2 (Photography and Distribution)

Sl No Dates Event/Corporate Venue

1 5th January Distribution/IDFC YMCA Nandanam

2 7th January Distribution/Snapdeal Thideer Nagar

3 9th January Distribution/Fujitsu, Comstar YMCA Nandanam

ACTIVITY TABLE 3 (Office Work)

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Sl No Dates Event Venue

1 29th December Settlement / Child Friendly

Space

National Office /

Saidapet

2 11th & 12th January Paper Work, Documentation,

Report

Thideer Nagar

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