Oxfam India Annual Report 2011

Oxfam India: 2nd Floor, 1 Community Centre, New Friends Colony, New Delhi 110 065, India
Tel: +91 (0) 11 4653 8000, Fax: +91 (0) 11 4653 8099, Email: delhi@oxfamindia.org, Website: www.oxfamindia.org
Annual Report 2011
New Strategy Takes Root

Annual Report 2011 1
Annual Report 2011
New Strategy
Takes Root

Credits
Design, Layout and Printing: New Concept Information Systems Pvt. Ltd.
Execution: Oxfam India Communication Team
Images: Divya Syam Sudheer Bandi, Nagendra Chhikara, Tom Pietrasik, Ranjan Rahi, Chris Stowers/Oxfam India
Copyright: Oxfam India 2011
60 years of Oxfam in India - A Chronology
1951 Oxfam Great Britain starts operations in India with Bihar
famine relief work
1957 Oxfam Australia starts operations in India with the Food for
Peace campaign
1964 Oxfam Novib starts operations in India with support to civil society
organisations
1997 Oxfam Intermon starts operations in India
1993 Oxfam Hong Kong starts operations in India and Bangladesh
2002 Registration of Oxfam Trust
2008 Merger of all the Oxfam affiliates to create Oxfam India
2011 Oxfam India becomes a full fledged affiliate of Oxfam International

CHAPTER I
New Strategy Takes Root 6
CHAPTER II
Economic Justice 10
CHAPTER III
Gender Justice 14
CHAPTER IV
Essential Services 18
CHAPTER V
Humanitarian Response and Disaster Risk Reduction 24
CHAPTER VI
Emerging Themes 28
CHAPTER VII
Marketing, Fundraising and Communications 32
CHAPTER VIII
Governance and Management of Oxfam India 36
CHAPTER IX
Facts Behind the Figures 42
CHAPTER X
List of Oxfam India’s Partners 48
Contents

Oxfam India
It is my privilege to present to you the annual report and audited accounts of Oxfam India for the financial year
2010-2011.
Oxfam is marking its 60th
year in India this year. In this historic year for the Oxfam family, Oxfam India
was inducted as a fully independent, Indian organisation (with Indian staff and an Indian Board) into the
Oxfam International Confederation. With this, Oxfam India has become the newest and 15th
member of this
Confederation.
Oxfam India’s strategy for 2010-2015, “Demanding Rights, Creating Opportunities,” focuses on reducing
inequality between the deprived & the disadvantaged on the one hand and the well off on the other. Therefore
Oxfam India focuses its efforts on seven lagging States -- Assam, Bihar, Chhattisgarh, Jharkhand, Odisha, Uttar
Pradesh and Uttarakhand – and four lagging social groups – Dalits, Tribals, Muslims and Women. As we continue
on our journey to align our programmes to the strategy this year, old programmes and partnerships in the non-
focus States are being gradually phased out and new programmes and partnerships are being built in the focus
States. The emphasis on understanding and addressing the root causes of inequality—including exclusion and
social discrimination—is also being sharpened.
Since we began our journey in September 2008 and started reaching out to the middle classes in India to build a
support base for our work, the total number of individual supporters has now crossed the one lakh figure. In the
current financial year, a total of `9.35 crores has been raised in India, out of an overall total of `80.9 crores from
all sources. We now have 15 fundraising offices in India and we are using our expanding fundraising efforts to
reach out to build an even stronger support base for our work with a view to more actively engage citizens in the
country’s development agenda.
The detailed audited accounts of Oxfam India are presented for your information and review. We are committed
to the highest standards of transparency and good governance and are also encouraging our partners to adopt
the same so as to build greater trust and confidence in the NGO sector amongst the Indian public. We believe
that civil society in India has a vital role to play in shaping the path to a more inclusive, just and equal society that
we all dream of.
As we march ahead on our journey, I want to thank my colleagues in the Board for being strong pillars of
strength in taking Oxfam India forward. I also extend my congratulations to the management and staff who are
passionately engaged in building a strong and impactful Oxfam India. I also thank all our donors for playing a
vital role in our vision of building an India where the right to life with dignity for all becomes a reality. Finally, my
sincere appreciation for Oxfam International and fellow Oxfam affiliates for their continued support and conviction
in the new Indian identity, Oxfam India.
Kiran Karnik
Chairperson, Oxfam India

A snapshot
The Year That Was
The last year has been one which saw massive changes in Oxfam India as we started the process of
implementing our Strategy for 2010-2015 entitled “Demanding Rights and Creating Opportunities”. The Strategy
provides a very clear vision and direction of where we want to be in our journey in five years time. But to get there
requires significant changes in our programmes, structure, staffing and resource base.
Our strategy involves focussing our work across the four thematic areas in seven lagging states largely in the
North and the East and among four socially excluded groups. However, a significant proportion of our current
programme is not aligned to our new strategy. The process of phasing out partners and programmes with whom
we no longer have a strategic fit and looking for new partners and programmes in our focus states has begun.
This is likely to be a gradual process, and that will take another year or two to complete so that it is not too
disruptive for our partners.
On the programme side, we have clustered the 200 or so projects that we inherited into 9 Programmes. Each
programme will consist of a cluster of projects (implemented by partners) that will together aim to achieve a
clearly defined set of programme outcomes at the end of the five year period. Each year of the programme is
brought together under an Annual Operational Plan. This should make it much easier for us to monitor our efforts
and know what results we are achieving through our efforts. Appropriate Monitoring, Evaluation and Learning
(MEL) systems are being put in place to allow us to know what is working and what is not.
We have also made changes in the structure of Oxfam India to ensure better alignment to the strategy. We closed
two offices in West India (in Pune and Ahmedabad) and opened a new office in Patna.
On the fundraising side, we are very pleased at the response we have received to our efforts to reach out to
middle class Indians and build a support base for our programmes from amongst them. It is heartening to see
many are now willing and able to engage in the country’s development and are looking for ways to give back to
society. In the coming years, we hope to be reaching out to more and more Indians for support to our causes.
Finally, I would like to thank our Board, our donors, our partners, the management team, and our staff for their
support and contribution towards building a stronger and more impactful Oxfam India during last year.
Nisha Agrawal,
CEO, Oxfam India

Oxfam India6
CHAPTER I
Ramlu Baiga and his wife Aghni Bai with 9-month-old son, Shiv Kumar and 8-year-old daughter, Bhagvati, belong to the adivasi (tribal)
Baiga community in Kawardha District of Chhattisgarh

Marking 60 years in India
The year 2011 marks two important milestones
in Oxfam’s history in India. It marks 60 years
of Oxfam’s presence in India and it also marks
Oxfam India becoming the 15th
and newest
member of the Oxfam International Confederation.
Oxfam’s first work in India was in response to
the famine in Bihar in 1951. Sixty years on,
unfortunately, hunger and malnutrition remain
major issues in India. About 44% of Indian children
below the age of five are underweight and 48%
are stunted. Because of the country’s large
population, India is home to 42% of the world’s
underweight children and 31% of its stunted
children. On IFPRI’s Global Hunger Index, while
China has a rank of nine with only moderate
levels of hunger, India is ranked at 67 out of
122 developing countries with “alarming” levels
of hunger.
As India starts to prepare its 12th
Five Year Plan
(for 2012-17), this kind of slow progress being
made on poverty and social indicators despite
rapid growth in the last two decades, is creating
a sense of urgency for all stakeholders in India
to come together and actually deliver the vision
of “inclusive development”. For this to happen,
however, the 12th
Five Year Plan will need to be
people centric, and in particular, to specifically
address the economic and social needs of the
most marginalised social groups women, Dalits,
Tribals and Muslims so that they too can benefit
from the rapid growth that is being planned for in
the coming decade.
Vision
Oxfam India’s vision is to create a more
equal, just and sustainable world. The
overreaching vision of Oxfam India is
“Right to Life with Dignity for All”.
Mission
Oxfam India will fulfil its vision by
empowering the poor and marginalised to
demand their rights, engaging the non-poor
to become active and supportive citizens,
advocating for an effective and accountable
state, and making markets work for poor
and marginalised people.
Values
Oxfam India believes that its values
are core to its vision and would seek to
promote them through its work:
1. Commitment
2. Honesty and Integrity
3. Inclusiveness, secularism and pluralism
4. Value and respect people’s rights
5. Delivering high quality results in a
manner accountable to stakeholders

Oxfam India8
A Strategy for Oxfam India
2010-2015
Oxfam India’s strategy for 2010–15 was
launched in early 2010 and was formulated
after extensive inputs and consultations from
academicians, social activists, government
officials and development experts. It revolves
around the four key pillars of change:
empowered poor, active citizens, an effective
and accountable state, and a responsible and
accountable private sector. At the heart of Oxfam
India’s strategy is the shared concern regarding
the gap between the two Indias – the developed
and the underdeveloped – and the hope that
India will get on to a more inclusive development
path in the future.
The Oxfams are rights-based organisations that
fight poverty, injustice and exclusion by linking
grassroots programming (through partner NGOs)
to local, national and global advocacy and policy
making. To address these challenges, Oxfam
India’s strategy and programmes aim to address
a broad range of developmental challenges
that are classified into four themes and areas of
work – Economic Justice, Essential Services,
Gender justice, and Humanitarian Response and
Disaster Risk Reduction (DRR). Within these
themes, Oxfam India focuses on four lagging
groups - Dalits,Tribals,Muslims and Women.
What We Do
Oxfam India works to address root causes of
poverty, injustice and exclusion. Oxfam India
seeks to address this through a rights-based
approach where people are seen as the bearers
of civil, political and social and economic rights.1
At the same time, institutions – both state and
non-state institutions – are seen as duty bearers
to guarantee and provide those rights to the
people. It is also important to underline that
without augmenting people’s ability to exercise
them, the rights will be meaningless. All of
Oxfam’s work is framed by our commitment
Economic Justice – More women and
men will realise their right to secure and
sustainable livelihoods.
Essential Services – People living in
poverty, especially women and girls,
will realise their rights to accessible and
affordable health, education and right
to food.
Gender Justice – Women from all
communities will gain power over their
lives and live free from violence through
changes in attitudes, ideas and beliefs
about gender relations. We also advocate
for increased levels of women’s active
engagement and critical leadership in
institutions, decision-making and change
processes.
Humanitarian Response and Disaster Risk
Reduction (DRR) – All women and men in
humanitarian crises will be assured both the
protection and the assistance they require,
regardless of who or where they are or how
they are affected, in a manner consistent with
their human rights. Fewer people will suffer
deprivation as a result of conflict, calamity
and climate change. And to reduce risks and
building community resilience to disasters,
one of the critical areas of specialisation and
pillars of Oxfam India’s humanitarian work is
disaster risk reduction programming.
OXFAM INDIA FOCUSES ON FOUR PRIORITY THEMES
1
R�
and excluded, to make demands on those in power who are known in the jargon as duty bearers. “Duncan Green FROM
POVERTY TO POWER: How Active Citizens and effective states can change the World, Oxfam International, 2008

to five broad rights-based aims: the right to a
sustainable livelihood, the right to basic social
services, the right to life and security, the right to
be heard and the right to equality, gender
and diversity.
Where We Work
Currently, Oxfam India has its presence in almost all
the states. According to Oxfam India’s strategy for
2010-15, in the future two-thirds of our work will be
focused on the seven lagging states of the country.
These states are Assam, Bihar, Chhattisgarh,
Jharkhand, Odisha, Uttarakhand and Uttar Pradesh.
Furthermore, given the growing poverty in urban
areas, Oxfam India proposes to adopt a two-
pronged strategy to address urban poverty. First,
to ensure that the thematic programmes include
projects in urban areas. And second, to formulate an
urban strategy to address issues which are specific
to urban areas or require different perspective and
strategy like identity of migrants, housing etc.
How We Work
Oxfam works primarily through grassroots
organisations to bring about deep-rooted
sustainable changes in people’s lives through
long-term development programming linked to
positive policy changes at various levels. We work
for the socially excluded and most marginalised
communities by facilitating them to be heard and
mobilising them to campaign for greater economic
and social reforms. We use the learnings about
what works and what doesn’t at the grassroots
level –through research and advocacy—to bring
about pro-poor changes in policies and institutions.
Implementation of the Strategy
The 12-15 month period following the launch
of the strategy saw massive changes in Oxfam
India as we went through a restructuring
exercise to align our programmes, structures
and staffing to the needs of the new strategy.
We initiated a programme of phasing out
partners and programmes—in the non-focus
states, and initiated new ones in the focus
states. This process will be carried out in a
phased manner so as not to disrupt ongoing
programmes and relationships too abruptly.
The structure of Oxfam India also underwent
a change with two offices in West India (in
Ahmedabad and Pune) being shut down and a
new one in East India (in Patna) being opened.
As a newly emerging rights based advocacy
organisation and a member of the Indian
civil society, intensive training has also been
conducted on rights and advocacy for both our
staff and partners.
Oxfam India will focus on the
seven most lagging states of India
6
7
3
2
4
5
1
1. Assam
2. Bihar
3. Chhattisgarh
4. Jharkhand
5. Odisha
6. Uttarakhand
7. Uttar Pradesh

Oxfam India10
CHAPTER II
A women farmer working in her ﬁeld in Temli village of Gadchiroli district (Maharashtra)

Oxfam India’s work on Economic Justice aims
to enhance poor people’s access and rights to
natural resources and make agriculture work for
small holders for food security and sustainable
Approach
Oxfam India’s Natural Resource Management
strategy aims at increasing poor people’s access
to natural resources and help them secure tenure
rights to augment their livelihood and enhance
their income. It aims to achieve this through:
• Advocacy based on evidence-based
research from the ground to ensure proper
implementation of legislations such as the
FRA Act and PESA Act.
• Building pressure on the national and
state governments for formulation of pro
NATURAL RESOURCE MANAGEMENT (NRM)
The Context
• Access to natural resources such as
forest, water, mines and minerals is
crucial for the livelihoods of the poor,
marginalised groups such as Tribal,
Dalits, and women-headed households.
• The Tribal communities’ customary rights
over land, mines, forest and water have
suffered as a result of unsustainable
extraction of resources and land
alienation. This has destroyed the ecology,
environment and livelihood of the Tribals.
• Losing access to natural resources and
indigenous knowledge coupled with large
scale displacement from their land, due to
mining and other development projects have
had a negative impact on the socio, cultural
and religious identity of the Tribals and their
social structure.
• Ensuring proper implementation of legislations
such as the Forest Rights Act (FRA, 2006),
Panchayat Extension to Scheduled Areas
(PESA, 1996) and the proposed Bills on
Mines and Minerals Development Regulation
Bill (MMDR, 2010), National Land Acquisition
and Resettlement and Rehabilitation Bill
(LARR, 2011) have a signiﬁcant bearing
on the rights of poor people in accessing
natural resources for improved livelihood and
economic empowerment.
livelihoods. Interventions have been structured
around two critical clusters
(a) Natural Resource Management (NRM)
(b) Small-holder Agriculture and Climate Change
- poor, inclusive legislations for the Tribal
poor with special focus on the National
Land Acquisition and Resettlement and
Rehabilitation Bill (LARR, 2011) and the
MMDR Bill.
• Building pressure for greater public
investments and convergence of schemes
to improve the management of common
natural resources and livelihoods of poor
people through piloting of innovative models,
with the overreaching goal of community
empowerment.
Economic Justice

Oxfam India12
Results
Networks at federal and national levels
on pro - poor mining
A national consultation on mining was organised in
September, 2010, by Mines, Minerals and People
(MM&P), Society for the Promotion of Wastelands
Development (SPWD), Partners in Change (PIC)
and Oxfam India. The discussion focused on
issues of governance, existing legal framework
such as MMDR and regulatory framework with
a special focus on community equity and benefit
sharing and impacts related to displacement
and resettlement. As a way forward, a formal
memorandum was submitted to the Minister of
Mines, Government of India,on critical advocacy
issues including demands for 26% equity sharing
and the setting up of District Mineral Foundations.
Similar consultations were held at the ferderal level
in Maharashtra and Rajasthan.
The effective implementation of Forest
Rights Act to benefit the poor
Due to continuous engagement and capacity
building by Oxfam partners on Forest Rights
Act (FRA),families in Rajasthan, Maharashtra
and Madhya Pradesh have received individual
land titles. In Odisha, the partners advocated
for improved marketing practices of non-
timber forest produce (NTFP) by the Tribal
SMALL-HOLDER AGRICULTURE AND CLIMATE CHANGE
The Context
• Two-thirds of the rural population is
dependent on agriculture for their livelihood
and more than 80% of farmers are small and
marginal farmers.1
• A significant factor leading to marginalisation
has been the neglect of agriculture in
Eastern, North Eastern, and many of the
semi-arid central areas, which has been
bypassed by the Green Revolution.
• More than 40% of farmers in the
small holder category are women;
however, less than 2% women own
agricultural land.
• Increased, sudden variations in the
climate will affect agricultural production
which is dependent on changes in climate
thereby impacting the overall food security
of the small-holder farmer.
1
Small and Marginal Farmers are those who own land less than two hectares
Development Cooperative Corporation
(TDCC) and Girijan Cooperative Corporation.
In Rajasthan, 16,024 (cumulatively 30,195)
families have received individual land titles.
In Maharashtra, in the Vidarbha region,
through the engagement of our partners,
43,579 households got a total of 439,184 man
days of work under the NREGA scheme for
strengthening the natural resources and 145
villages have submitted community forest
claims under FRA, out of which 29 were
sanctioned by the administration. In Madhya
Pradesh, with the cooperation of our local
partners, 400 Forest Right Committees have
been formed and strengthened.
Approach
The Strategy aims to promote rights of the
small and marginal farmers, especially women
farmers, over productive resources and
services; build resilience to climate change
to reduce risks and ensure Government
accountability for Small-Holder Agriculture.
Oxfam India attempts to:
• Support women farmers to gain access
and control over land.

• Ensure enhanced direct public and private
investments into rainfed Small Holder
Agriculture
• Enable small-holders in climate change
adaptation and its mainstreaming
• Build their capacity to access inputs for
sustained income.
Results
Women farmers to access land rights
In Uttar Pradesh, as part of the Women Farmer’s
Campaign, 20 public hearings were held at
panchayat level on women farmers’ issues
in presence of the District Magistrate. As a
result of the advocacy efforts of the Women
Farmer’s Campaign “AROH Kisan Manch”, one
woman was inducted into the Executive Board
of “ATMA” (a government agriculture extention
programme) and 32 landless women were
issued land entitlements.
In Bihar, Oxfam India worked with the Ekta
Parishad to ensure access of the Dalit
community to homestead land and secure joint
agriculture land pattas and Bhudan land pattas.
In Jharkhand, partners secured bhudan pattas
for community members.
Advocacy on climate adaptation
A national tribunal on Climate Change was held in
November, 2011 as a step towards raising public
awareness and exploring legal spaces for climate
justice. Victims of climate change from different
parts of the country got an opportunity to present
their case before the jury. The averments of the
victims were corroborated by evidence presented
by sector specialists and experts.
To mark the global day of Climate Action on
December 4th and 5th, 2010 Oxfam India
partnered with Green Peace, Global Climate
Campaign and youth volunteers to organize a
public hearing in Delhi. Following the event, more
than 2000 signed postcards were sent to the
Prime Minister of India to take action for further
investments in agriculture for poor people.
Youth volunteers in a public event to mark Global Day of Climate Action in Delhi

Oxfam India14
CHAPTER III
An embroidery training session at Shaheen an Oxfam India’s partner ﬁghting domestic violence in Hyderabad, Andhra Pradesh

Oxfam India seek to mainstream gender justice
across all thematic portfolios.In addition,the
Gender Justice theme of Oxfam India covers
two programmes: (a) Reduction of violence
against Women, and (b) Political Empowerment
Approach
Oxfam India’s strategy aims at reducing and
preventing domestic violence against women,
through policy and practice, along with changes
in social beliefs and systems that perpetrate
at the level of family, community and society.
Special focus has been on Dalit, Tribal and
Muslim women. Oxfam India specifically
works on:
Gender Justice
REDUCTION OF VIOLENCE AGAINST WOMEN
The Context
• Despite progressive laws, gender equality
and the empowerment of women is yet to
be achieved in real terms.
• Women continue to face gross inequalities
and inequities within the family and in
society.
• In India, one-third of women in the age
group of 15-49 have experienced some
form of physical violence and about 1 in 10
have experienced sexual violence (NFHS
3, 2005-06).1
• Almost two out of five married women in
India are subject to spousal violence.
• 70% of married Indian women between
the ages of 15-49 are victims of violence
like rape, beating, forced or coerced sex
(UNFP Report, 2009).
• Each incident of domestic violence leads to
a loss of seven working days for a woman.2
• 37% rural women have faced abuse and
violence at home (NFHS 3, 2005-06).
• The male-female ratio is lower today than it
was 100 years ago – 1000:932.
• The child sex ratio dropped to 914 females
against 1,000 males; 6 million girls missing,
partly on account of female foeticide and
infanticide.3
1
National Family Health Survey (NFHS-3), 2005-06
2
International Centre for Research on Women. 2000. A summary Report for a Multi-Site Household Survey. Domestic Violence
in India. No. 3. Washington, D.C.: International Centre for Research on Women. Cited in: UN Millennium Project 2005a, p.115
3
National Census Report, 2011
of Women. The two programme goals identified
for Oxfam India are reducing social acceptance
of violence against women and increased and
effective representation of women in decision
making forums in governance institutions.
• Improving access for survivors, to the formal
justice system and support services.
• Advocacy by civil society (women’s groups,
networks and alliances) for building state
accountability to protect women from
violence.
• Spreading the campaign on mobilising and
empowering women and men to challenge
belief systems and practices.

Oxfam India16
Results
The programme is being implemented across 12
States covering more than 200 districts. Some of
the major achievements are:
Improved access to the female justice
support services
The 16 Support Centres set up in collaboration
with State Police Departments in Andhra
Pradesh (5), Odisha (5), Gujarat (5) and Uttar
Pradesh (1) have addressed 6150 cases of
violence against women out of which 4305 are
of domestic violence with majority participation
from marginalised communities. Formal
memoranda have been signed with the State
Police Department in these States respectively.
State level advocacy initiatives for the effective
implementation of the Protection of Women from
Domestic Violence (PWDV) Act,2005 has been
strengthened with the establishment of State
Forums such as Civil Society Resource Facilities
(CSRF) in Odisha and Andhra Pradesh, Sajha
Manch in Uttarakhand and Stri Hinsa Nivaran
Manch in Gujarat.
Effective implementation of Domestic
Violence Act
The Budgets and Expenditure analyses of the
PWDV Act was carried out across 5 States
in collaboration with the Centre for Budget
Governance and Accountability (CBGA). Budget
advocacy to implement the Act has led to new
allocation of budgets in Uttarakhand (`50 lakhs
per annum) and Odihsa (`40 Lakhs). In Andhra
Pradesh, the High Court has mandated that
once a week the cases under PWDV Act will be
heard in the Magistrate’s Court. Efforts by Oxfam
India partners have led to Gujarat appointing full
time Protection Ofﬁcers following a High Court
directive.
Oxfam India supported a study on the status
of the Short Stay Homes in three states-
Uttarakhand, Gujarat and Odisha. Following
inputs from our partners, government orders
have been issued in Odisha to all the districts by
the Commissioner to revive the Shelter Home
Committees at the district level. The Committee
will include District Magistrate, District Social
Welfare Ofﬁcer and local NGOs to improve the
quality and monitoring of the homes.
Support ‘We Can’ Campaign to
reduce violence
The India ‘We Can’ Campaign, which is part of
Oxfam’s South Asia Regional Campaign tackled
issues of violence against women by challenging
existing gender-biased community attitudes and
creating public opinion against social norms that
legitimise it.
Currently, there are 2.7 million individuals in
13 states from various walks of life who have
signed up with the ‘We Can’ Campaign as
‘Changemaker’. ‘We Can’ posters and messages
have been used in the National Council for
Educational Research and Training (NCERT)
and Central Board of Secondary Education
(CBSE ) Civics Text book for Class IX and X.

POLITICAL EMPOWERMENT OF WOMEN
The Context
• Currently, there are 58 (11%) women
legislators out of 543 legislators in the Lok
Sabha and 23 (10%) out of a total of 243 in
the Rajya Sabha
• Constitutional Amendment Acts - 73rd,
74th and 112th – allow reservations for
Women in Panchayati Raj Institutions and
other local governance institutions
• A Women’s Reservation Bill seeking
reserved quota for women in upper bodies
of decision making like the Parliament,
legislatures etc. was passed by the Rajya
Sabha in March, 2010.
• Since independence, the strength of women
in the political ﬁeld as reﬂected in state
legislatures, remained at an average of 3-5%
of those elected.
Approach
Oxfam India’s strategy aims to improve the
effective representation of women in decision
making forums in governance institutions
through the following ways:
• Forming alliances with other Civil Society
Organisations for effective participation of
women in political forums
• Policy analysis from a gender perspective to
advocate for women’s equality and equity
• Supporting and building capacities of elected
women representatives to govern and
administer effectively
Results
Enhanced women’s participation in
governance
In Madhya Pradesh, Panchayati Raj Institution’s
(PRI) members from the Baiga Tribal community
who had been elected as leaders in the January
2010 panchayat elections, were trained and
supported to work as agents of change at the
Panchayat level.
In 2001, over 1357 Village Development
Committees were formed, in 1550 Villages of
Maharashtra, to support women to stand for
Gram Panchayat elections and ensure that
there is effective participation of women in Gram
Sabha meetings.

Oxfam India18
CHAPTER IV
Children enjoying reading session in an innovative library of a school in Rae Bareilly, UP

The Essential Services theme of Oxfam India
has three programmes: (a) Right to Health,
(b) Right to Education and (c) Right to Food
and Nutrition. The change goal on essential
services for Oxfam India is that people living in
poverty, especially women and girls will realise
their rights to accessible and affordable health,
education and food and nutrition. We work with
grassroot partners for empowering communities
towards localised planning, monitoring and
budget tracking. We also work with national
and state level campaigns seeking governance
accountability and establishing essential
services as basic rights.
Essential Services
HEALTH
The Context
• India has unacceptably high rates of
maternal mortality, infant mortality, and
malnutrition.
• There are high regional and social
disparities in health outcomes.
• India has the highest number of maternal
deaths in the world with one maternal
death every ﬁve minutes.
• Only about 47% of the births are
attended by skilled health personnel.
• Only 30% of the population in India
currently has access to essential drugs.
• Public spending on Health is among
the lowest in the world, that is, 1% of
GDP with almost 80% of the total health
cost borne by the individuals or private
sector.
Approach
The Heath Strategy aims at increasing
people’s access to quality and affordable basic
health care. The activities planned through
partnerships aim at:
• Building capacity of Civil Society to monitor
implementation of National Rural Health
Mission (NRHM) and undertake budget
tracking of ﬁnancial investments in health
programmes
• Advocating for a progressive Right to
Health Act
• Increasing accountability and regulation
of private sector provision of health care
services

Oxfam India20
EDUCATION
The Context
• Despite enactment of Right to Education Act,
over 8 million children are out of school
• The act extends to children studying only till
class VIII
• 60% boys and 63% girls drop out before
completing class X
• About 10% Muslim, 10% of ST, 9% SC
and 7% OBC children are out of school.
• Public spending on education is only
around 3.4% of GDP.
Approach
The Education Strategy aims at
increasing people’s access to quality,
universal and inclusive elementary
education in the mainstream public
education system. The activities through
partnerships will focus on:
• Building capacity of civil society to monitor
effective implementation of the Right to
Education Act
• Ensuring inclusive and quality education in
formal systems by working through effective
modelling
• Advocating for allocation of adequate resources
for education and their effective utilisation
Results
Empowering community based
organisations to realise health rights
In Maharashtra, SATHI organised district
workshops to increase interface between
Village Health and Sanitation Committee
(VHSC) members and government village level
health workers, ASHAs. This has resulted in
improved use of untied funds under National
Rural Health Mission (NRHM). In Rajasthan,
Jharkhand, Bihar, Maharashtra and Odisha
workshops and trainings were organised to
encourage direct community participation
on health issues, demanding funds from
the government for sanitation in the villages
and participation of the community in the
development of the village plans.
Advocate for inclusive and
transparent Governance
In New Delhi, the Planning Commission
institutionalised a process for engaging civil
society organisations (CSO’s) to consult
on the 12th Five Year Plan Approach
paper. Wada Na Todo Abhiyan (WNTA)
along with CSO’s initiated a series of
16 consultations across the country to
consolidate inputs to the Approach Paper. A
Report with recommendations was shared
with the Planning Commission. Oxfam India
participated in these consultations and
provided inputs to the proceedings.
Centre for Budget and Governance
Accountability (CBGA) conducted a ﬁrst
of its kind Budget Transparency studies in
India, using eight parameters ranging from
availability of budget documents to practices
related to ﬁscal decentralisation. Partners in
four States, viz. Assam, Jharkhand, Odisha
and Uttar Pradesh, collaborated with CBGA
to undertake the study in their respective
States.

Results
In 2010, the Right of Children to Free and
Compulsory Education Act, 2009 - a central
legislation came into force. The Act lays down
the Framework for Education Policy in the
Country. Oxfam India was instrumental in
bringing together major education networks
representing civil society organisations at
national and federal levels.
Monitoring effective implementation
of the Right to Education(RTE) Act
At the national level, the year ended with
a Peoples’ Stocktaking event on the Act’s
implementation with participation from all the
principal education networks and agencies
with over 2,500 people from across 17 States.
Participants discussed the status of RTE
implementation and pledged to work together.
In Rajasthan, Bodh Shiksha Samiti led the
State Level Task Force to frame the state
rules on community participation and School
Management Committees. This led to the
formation of School Management Committees
(SMCs) across the State. In Uttar Pradesh,
Lokmitra was also part of the Drafting Group for
rules in the State.
At the national level, Oxfam India collaborated
with National Commission for Protection of Child
Rights (NCPCR) - the National Body tasked to
monitor the Act’s implementation – to pilot tools
for monitoring the Act’s implementation across
250 schools in 4 States.
Oxfam India participated in consultations
to ﬁnalize the National Policy for Children
formulated by the Ministry of Women and Child
Development, Government of India, and to
revise the framework of Sarva Shiksha Abhiyan
developed by the Education Ministry. Oxfam
India also contributed to the preparation of the
Shadow Report on Millennium Development
Goals (MDGs) and in the 12th
Five Year Plan
consultation organised by Wada Na Todo
Abhiyan.
Advocate resource allocation and
utilisation
In Rajasthan, Doosra Dashak took 306
adolescents who had dropped out of school
through bridge courses of which 77% returned
to formal education. Over 550 children were
mainstreamed though the efforts of APSA
(Bengaluru), EFRAH and Swati (Delhi), NBJK
(Jharkhand).
Pratham signed new memoranda with the
Government of Gujarat and Rajasthan and
renewed arrangements with the Governments
of Punjab, Himachal Pradesh and Uttarakhand
to conduct and monitor teacher training
programmes. It also signed a memorandum with
government of Andhra Pradesh to strengthen
SMCs in Hyderabad. In Delhi, Pratham worked
with more than 700 Municipal Schools, reaching
approximately 1.8 million children through its
library programme.
In Delhi, SARD signed an MoU with the
Municipal Corporation for inclusive education.

Oxfam India22
RIGHT TO FOOD
The Context
• Despite sustained economic growth over
the last two decades, India ranks below
several countries in Sub-Saharan Africa,
such as Cameroon, Kenya, Nigeria, and
Sudan on Child Malnutrition Rates even
though per capita income in these countries
is much lower than in India. Eighteen
countries in the world have prevalence rate
of stunting of more than 45% (UNICEF,
2009). India ranks 12th
in this list1
.
• India has the highest number of stunted
children, with about one in three stunted
children in the developing world being
from India (31.2%) (UNICEF, 2009)2
.
• According to the ranking of the status
of hunger of various countries using
the Global Hunger Index (GHI) by the
International Food Policy Research
Institute (IFPRI), India score 23.7 and
stand at 66th
rank out of 88 countries. This
indicates “continued poor performance at
reducing hunger in India”.3
• 50% of women in reproductive ages and
almost 70% children are anaemic
(NFHS 3)4
.
Approach
Oxfam India will develop a new strategy on
Right to Food in 2011-12 which will address
issues of food insecurity and malnutrition
over the next five years through the following
interventions:
• Building local capacity to monitor
Government Schemes and entitlements
on food and nutrition.
• Monitoring nutrition outcomes through
the data from National Health Surveys.
• Building a media campaign and
advocacy for ensuring food security and
reducing malnutrition.
• Build on Oxfam’s GROW Campaign,
seeking food justice for all, to undertake
a range of public engagement activities.
• Piloting models in backward districts with
comprehensive strategies to address
food security of people and decreasing
malnutrition.
• Monitoring government to services to address
severe acute malnutrition.
• Build linkages with G20 & India in the World work
to influence the food security agenda of G20.
Results
Advocate for Right to Food and Nutrition
Security
In Odisha, Atmashakti Trust developed a cadre of
Village Based Activists (Jan Sathis). As a result,
in seven districts, of the two lakh families covered
under Mahatma Gandhi National Rural Employment
Guarantee Act (MGNREGA) by Jan Sathis, over
90% were issued Job Cards and 80% opened bank
accounts/postal accounts.
In Andhra Pradesh, Centre for Environment
Concerns (CEC) worked with Government to
develop and advocate for improved tools for use
by MGNREGS workforce, especially women in
identified districts.
1
UNICEF (2009): “Tracking Progress on Child and Maternal Nutrition: A Survival and Development Priority” (New York: UNICEF)
2
UNICEF (2009): “Tracking Progress on Child and Maternal Nutrition: A Survival and Development Priority” (New York: UNICEF)
3
Menon Purnima, Anil Deolikar and Anjor Bhaskar (2009) India State Hunger Index: Comparisons of Hunger Across States, IFPRI,
Welt Hunger Hilfe and UC Riverside available at http://www.ifpri.org/pubs/cp/ishi08.pdf
4
�

In Bihar, Koshish Charitable Trust has piloted
a model which focuses on engaging young
women and men from the marginalised
communities such as Mahadalits. The model
develops their leadership skills to enable them
A glimpse of a village Seed Bank in Gorakhpur
to monitor and ensure effective implementation
of food and nutrition security schemes.
Through this initiative, village level Report
Cards on Food and Nutrition Security are
being prepared.

Oxfam India24
CHAPTER V
Oxfam India response to Leh Floods in August 2010.

The Humanitarian Response and Disaster Risk
Reduction (DRR) strategy of Oxfam India aims
to enhance its capacity to work with partners to
promote new and better ways of responding to
humanitarian crises and to enable the rural poor
to anticipate, manage and reduce risks from
disasters.
Humanitarian Response and
Disaster Risk Reduction
HUMANITARIAN RESPONSE AND DISASTER RISK REDUCTION
The Context
• India is among the most disaster prone
countries in the World.1
Overall, 241
districts in 21 States are prone to multi-
hazard risks.
• India’s 60% land mass is earthquake
prone, 68% prone to drought and its 8,000
km long coastline prone to cyclones.
Besides, 40 million hectares of land is flood
prone; frequency of flood occurrence, its
scale and impact have been significantly
increasing in recent years.
• Increasing number of flash floods due to
large scale development activities without
‘adequate’ impact assessments have led
to massive loss of habitats and livelihoods,
especially for the poor people.
• Around 700,000 Indians die each year
from diarrhoea2
(WHO Report, 2002). 88%
of these deaths are due to unsafe water,
inadequate sanitation and poor hygiene.
• In 2008, only 31% population in India had
access to improved sanitation. In rural
areas, only 21% have access to sanitation.
1
National Institute of Disaster Management (NIDM)
2
http://en.wikipedia.org/wiki/Water_supply_and_sanitation_in_India#cite_note-lat-18
Approach
Oxfam India’s humanitarian work aims at
assuring both protection and assistance to
women, men, youth and children affected by a
humanitarian crisis, in a manner consistent with
their human rights. The focus is on two core
areas: Water, Sanitation and Hygiene
Results
Access capacity of partners for
humanitarian response across India
Oxfam India has played a critical role in
strengthening the capacity of its partners and
community on emergency preparedness. An
extensive partner capacity assessment process
was carried out across the country with 32
partners getting trained to lead an emergency
response.
Strengthen capacity of partners and
Oxfam India to respond to disasters
Oxfam India supported key technical trainings
during the year to enhance the capability of
its partners and community to respond to and
deliver an effective emergency response.
These included trainings on Emergency Food
Security and Livelihood (EFSVL), Water,
Sanitation and Hygiene (WASH) management,

Oxfam India26
Humanitarian Advocacy, logistics for
emergencies; gender in humanitarian
programmes and emergency shelter.
A South Asia Emergency Response Training
(ERT) was organised in collaboration with RedR
India, United Nations Disaster Management
Team (UNDMT), UNICEF and National
Institute of Disaster Management (NIDM)
with participation from India, Sri Lanka and
Bangladesh.
On invitation from UNDMT Oxfam India
participated as one of the trainers for the
Mumbai Emergency Management Exercise
(MEMEx) to explore and strengthen urban
emergency response system of Mumbai.
Oxfam India Humanitarian hub has now
been established in Kolkata and has become
functional from Oct 1, 2010.
Improve WASH (Water, Sanitation and
Hygiene) in emergency response
Oxfam India has developed a WASH Capacity
Building strategy and plan for 2010-12 as part
of the Humanitarian Investment Plan (HIP)
document of Oxfam International.
Oxfam India signed the Partner Cooperation
Agreement (PCA) with UNICEF India
on ‘Contingency Plan Project’ and ‘Pre
Positioning for Emergency Response focusing
on WASH’. The new programme will be
implemented across six States over a period
of 18 months.
Strengthen Coordination for effective
Advocacy
Oxfam India provides support to the State
level Inter Agency Groups (IAGs) in Uttar
Pradesh, Odisha, Bihar, West Bengal and
Assam as part of its commitment towards
promoting effective and sustained coordination
in vulnerable States. Oxfam India is also an
active member of the Sphere India Coalition at
national level.
Respond to Emergency Crises
Four inter agency joint need assessments
were facilitated by the Humanitarian team
in collaboration with the State IAG, member
agencies and local Government, including
tornado (Kal Baishakhi) strike in West Bengal
and Bihar (April 2010), diarrhoea outbreak in
Odisha (Aug – September 2010) Uttar Pradesh
and Uttarakhand Flash flood (September 2010
and January 2011).
In 2010-11, Oxfam India responded to the four
month Flood Response in Leh covering 15,600
flood affected people. The response programme
included non-food item distribution, provision of
WASH facilities in the relief camps, providing
support in food processing to meet the food
security needs during the post flood extreme
weather conditions.
Disaster Risk Reduction (DRR)
Approach
Work started in late 2009 to build the resilience
of the vulnerable communities living in
chronically flood and cyclone affected areas.
There was increased focus on strengthening
advocacy efforts to influence state and national
governments respectively to respond to disasters
through effective disaster management systems.
Oxfam India worked with a range of stakeholders
at various strategic and functional levels.
Results
Emergency Contingency Planning
(ECP)
Contingency plans were developed along with
risk analyses and response by 13 DRR partners
in Andhra Pradesh, Assam, Bihar, Odisha and
Uttar Pradesh. In North Bihar, 101 villages in
3 districts developed Community Contingency
Plans (CCP) with support from Village Disaster
Management Committees.
Service provision and sensitisation
Seed banks in Uttar Pradesh and grain banks

in 26 villages in Muzaffarpur District, Bihar were
established; the height of hand pumps were
raised in villages in Gorakhpur District, Uttar
Pradesh to reduce water contamination risk;
Public Health Campaigns and School Safety and
Sanitation Campaigns were organised by DRR
partners in flood prone areas of Assam, Bihar
and Odisha.
Adaptation and risk reduction
initiative for vulnerable livelihood
In Assam, Bihar and Odisha farmers initiated
climate resilient wheat cultivation through
system of wheat intensification and paddy
cultivation through System of Rice Intensification
(SRI) to increase productivity and to compensate
losses that occur during the flood season.
Policy advocacy for improved
humanitarian response and disaster
risk reduction
Partners in Assam, Bihar and Odisha have
worked with the management of schools to train
children in first aid techniques. The state school
curriculum now includes a lesson on disaster
management with designated teachers to
spearhead the disaster preparedness education
campaign.

Oxfam India28
CHAPTER VI
Youth delegates in a community visit to Meerut in Uttar Pradesh

In addition to the four themes on which Oxfam
India has been working, it has identified
strategic new directions. These include (a)
Youth and Active Citizenship, (b) Communalism
and Peace Building and (c) Urban Poverty. In
the coming years, Oxfam India plans to deepen
its understanding on these issues and evolve
programmes in line with its new strategy.
Emerging Themes
YOUTH AND ACTIVE CITIZENSHIP
The Context
• Out of 1.2 billion youth (15-24 years) in the
world, 225 million are from India i.e., 19%.
(World UN Report 2007). By 2025, India
would be youngest country in the world with
an average population of 29 years.
• The National Youth Policy is being
developed by the Government of India.
Approach
Oxfam India focused on “Youth and Active
Citizenship” as one of the new emerging
areas of its strategy. The aim was to build
the capacities of the youth as national and
global leaders; provide them with opportunities
to proactively engage in community based
work on social issues and effectively function
as active citizens in their communities and
globally. A two pronged strategy was adopted
to address youth engagement and active
citizenship through:
• Bringing together youth from across the
world in a structured platform for the
exchange of knowledge and skills.
• Developing a strategic portfolio focusing
on Youth.
• Mainstreaming it across other thematic plans.
Promoting and engaging youth and active
citizenship by influencing their beliefs, attitudes
and practices is central to bringing about
changes both at policy and implementation level
to address poverty.
Results
Oxfam India Youth Partnership
Programme
The Fourth Cycle of Oxfam International
Youth Partnership (OIYP) was held in
November 2010 at New Delhi in collaboration
with Oxfam Australia. About 300 youth
(125 boys and 175 girls) including 20 from
India, called as “Action Partners”, from
about 98 countries participated in the 8-day
event. The event focused on sensitising the
youth leaders to developmental challenges
related through thematic tutorials; mentoring
sessions; “Development Exchange” exhibition
that showcased good practice solutions
and field visits to review grassroot level
interventions currently being undertaken by
Oxfam India partners. Following the OIYP
event, an International Indigenous Cultural
Exchange programme was conducted
whereby participants from indigenous
community in Australia and specific action
partners from India had the opportunity
to visit and stay with the baiga Tribals of
Madhya Pradesh.

Oxfam India30
Oxfam India launched the “Sow the Seed for
Change Campaign- We Pledge, You Promise” at
the 5th International Youth Peace Fest organised
at Chandigarh, the Peace City of India. At
Hyderabad and Bengaluru, the campaign
was conducted with Centre for Environment
Education, involving over 1000 youth.
Oxfam India supported Yuvsatta in organising
an international peace festival in Chandigarh
wherein 1000 youth participated from 22
countries.
Oxfam India’s partner AMAN Public Charitable
Trust, also referred to as JOSH, conducted the
Community Action Learning with urban youth to
mobilize and build capacity of youth on issues of
transparency and accountability for delivery of
essential services, particularly education.
Oxfam India’s partner, Pravah held a series
of “Inward Bound and Youth Adda” events for
youth. Around 800 young people from across 10
colleges in Delhi participated in the process.
COMMUNALISM AND PEACE BUILDING
The Context
Oxfam India firmly believes in the secular-
democratic values enshrined in the Indian
Constitution. It believes that secularism is
the corner stone of Indian democracy. It also
believes that conflict not only hampers the
development process but also adversely
affects the poor and the marginalised much
more. It is also Oxfam’s understanding that
communalism is an issue which needs to
be made part of general sensitivity of all the
development practitioners regardless of their
areas of work.
Approach
• Build capacity of civil society organisations
to address communal conflict and
undertakes peace building activities
• Support national advocacy efforts to feed
into a progressive communal Violence Bill
Prevention of Communal and Targetted
Violence (access to justice and reparations)
Bill, 2011.
Results
As part of its work towards building civil society
capacity on communalism and peace building,
Oxfam India attempted to target two sets of
groups- (i) Collaborating with Oxfam partners
working in different regions and (ii) sensitising
youth. For the youth, Oxfam India collaborated
with World Comics India for an interactive
workshop on producing Grassroots Wall Poster
Comics on Communalism in March, 2011 with
the students of Development Communication
Department of Lady Irwin College in New Delhi.
Similar workshops were organised in Hyderabad
and Lucknow. Every participant in the workshop
made one wall poster comic each, illustrating
either their personal experience or a simple
expression on communalism.
As part of its effort to build its partners capacity
on the issue, Oxfam India, in collaboration
with ANHAD, organised workshops in
Bhubaneshwar, Jahangirabad (near Lucknow)
and Mumbai.
Anhad also initiated public discussions on the
draft Prevention of Communal Violence Bill 2011
by bringing in activists, jurists, legal experts and
academics together on one platform. Also, to
feed into the ongoing 12th Five Year planning
process, a national consultation on Minority
Rights was organised.

URBAN POVERTY
The Context
• Urban poverty in India remains high at
over 25%.
• 285 million people in India live in urban
areas and nearly a quarter of this
population, constituting 81 million people,
lives below the poverty line.
• Though cities contribute 60% of the
country’s GDP1
, a large population of
urban poor lives in slums and on the
pavements in really abysmal conditions.
• With over 575 million people, India will
have 41% of its population living in cities
and towns by 2030 from the present level
of 285 million.
1
GOI. Urban Scenario. Ministry of Urban Development
directly reached out to 48 slums, resulting in the
inclusion of 15000 people during the second
phase of the Census 2011.
In Lucknow, Oxfam India, Vigyan Foundation
and the Lucknow Municipal Corporation worked
jointly on a response to fight the cold wave
in the city. As a result 38 night shelters were
established for the homeless, blankets were
distributed and Allaws (bonfire) were arranged in
critical locations, benefitting thousands.
Oxfam India was nominated by the Lucknow
Municipal Corporation in its 23 member City
Sanitation Task Force (CSTF).
A city- level Urban Poor Worker’s Federation
called Shehri Gharib Sangharsh Morcha was
established and members from the federation
participated in community led advocacy
initiatives in three cities- Agra, Allahabad and
Lucknow.
Approach
Oxfam India focused on “Urban Poverty” as
one of its emerging areas for engagement. The
aim is to mobilize and build the capacities of
the urban poor communities to enable them
assert their rights and access entitlements.
The two pronged strategy adopted to address
urban poverty issues include (i) organising and
mobilising urban poor communities and (ii)
engaging with government departments and
urban local bodies towards advocating inclusive
urban planning. This year the focus was on
inclusion of urban poor in Census 2011 and
advocating for stronger inclusion of urban poor
in government of India’s flagship programmes
on urban development. Currently, the urban
poverty work is being piloted in Uttar Pradesh.
Results
In Lucknow, under the campaign to include
urban poor in Census 2011, Oxfam India

Oxfam India32
CHAPTER VII
OXFAM Trailwalker India launch in Bengaluru

Oxfam India, since its inception, has made huge
efforts to raise funds in India using a variety
of techniques and tapping into a number of
sources. Till the previous year, Oxfam India has
focused on raising funds primarily from individual
donations through face-to-face, tele-calling,
tele-facing and corporate employee giving. This
was done so with the twin objective of creating
a strong and popular brand recognition as well
as creating a solidarity base within the growing
middle class for its own work. In 2010-11, Oxfam
India also initiated in-house efforts to raise
funds from various institutions and also through
events. This, coupled with better and quality
donor servicing as well as brand-awareness,
has enabled us to reach out to a larger number
of donors.
In 2010-11, a total of `9.4 crores (US$ 2.1
million) has been raised from
all sources.
Individual Fundraising
Individual fundraising in Oxfam India employs
various channels namely face-to-face, tele-
calling, tele-facing and from major donors. It
relies primarily on in-house teams for individual
fundraising. During the year, Oxfam India started
seven new operations. These offices are Jaipur,
Ahmedabad, Hyderabad, Gurgaon, Goa and
Guwahati besides second operation in Delhi. This
takes the number of fundraising offices of Oxfam
India to 15. Apart from this, Oxfam India also
hired three agencies for this purpose.
Marketing, Fundraising and
Communications
A philanthropic couple – – both ex-professors
of Delhi University – – have willed to donate
half of their legacy in New Delhi to Oxfam
India. Mr. Rajender Kumar Gupta and his wife
Mrs. Urmila Rani Gupta have bequeathed
their flat located in Patparganj in East Delhi
along with all its movable and immovable
property they have or may acquire in future,
through a will, for which they have appointed
Oxfam India as the executor.
They have registered and probated their will the
sub registrar, Delhi. As per the will, 50% of the
proceeds from the sale of this property would
be given to Oxfam India and the remaining 50%
would be given to the Ramkrishna Mission,
New Delhi. Informal estimates have valued the
property and the assets at over `1 crore, which
means Oxfam India would receive more
than `50 lakhs.
Oxfam India is always striving to elevate
the standard of servicing to the donors.
Quarterly newsletter (mostly electronic
version) is shared with donors to keep
them updated on our work. We are also
committed and achieved a turnaround time
of 72 hours for resolving any donors queries.
Quality donor servicing is strongly supported
by robust donor data management system
(DMS). This year we have also focused on
cleaning and reconciliation of DMS thus
enriching the same and also provided online
training to all fundraising staff on DMS Hive
(which also cut down the travel and training
cost drastically).
TREND SETTERS

Oxfam India34
We have recruited over 30,000 new donors
last year taking our individual donor support
base beyond 100,000 supporters during
the last three years. We also initiated a
“Major Donor Programme” aiming at high
net-worth individuals (for the donor whose
annual gift size is more than `20,000 in a
year) in September 2010 with the support
of Oxfam International. Accordingly, “Major
donor officers” were recruited for Bengaluru,
Delhi NCR and Mumbai. A Direct Mailer
Campaign was started in February and
March 2011 with child education as the main
theme aiming at high networth individuals,
international frequent fliers, business leaders
and academicians. Apart from this, other
fundraising campaigns were organised from
time to time during festive seasons, namely,
Diwali and Christmas for resource mobilisation
and brand awareness purpose.
Institutional Fundraising
Oxfam India established the institutional
fundraising team this year to mobilize project
and theme linked resources from various
institutions in India including international
donors, corporate, trusts and foundations
in India. The team focused on building
relationships with various Indian corporates as
well as foreign ones that have offices in India.
Ethical screening guidelines for private sector
partnership for Oxfam India have also been
finalised which will guide the partnerships with
corporates in the future. Currently, the team is
engaged with various private corporates and
Public Sector Undertakings (PSUs) under their
CSR policy as well as employee giving options.
A number of international donors and corporate
have continued their support to Oxfam India this
year also, namely, the European Commission,
DFID, Accenture Global Foundation,
Davidson Trust, University of Bangor etc. New
partnerships have also been initiated with
the Ford Foundation on our livelihoods work,
with Unicef on our humanitarian work, and
with Achiever Forum UK for our work on girls’
education. Oxfam India also got permanent
listing on Give2Asia site to raise funds from
corporates and Individuals in the USA.
Humanitarian Fundraising
This year, Oxfam India has been quite
successful in raising funds for disaster
response programmes. Oxfam India launched
a fundraising appeal for Leh flash flood
response programme in the months of August
to November 2010. We are also one of the few
Oxfam affiliates to launch an appeal to support
Oxfam Japan for Japan Earthquake/Tsunami
response programme in March 2011.
We raised approximately `1.64 crore for Leh
flood response programme from both individuals
as well as institutional sources including support
from Oxfam Australia. Five corporates viz.
Accenture, Synopsis, Motorola, Siemens and
Autodesk along with their employees as well as
a group of renowned painters from Mumbai have
extended their support to the programme. An art
auction was organised by Shireen Gandhy at the
Chemould Prescott Gallery in Mumbai to raise
funds for the Leh response programme.
Oxfam India launched an appeal for the Japan
Earthquake/Tsunami response programme in
India and raised approximately `14.61 lakhs from
individuals as well as corporate. Eight corporates
viz. Accenture, Analog Devices, Autodesk, CA
Technology Pvt Ltd, M'phasis, Royal Bank of
Scotland, Synopsis and TCG Life sciences along
with their employees pledged their support to the
cause.
Event Based Fundraising
Oxfam India has started participating in
Marathons since last year. This year it

participated in Airtel Delhi Half Marathon,
Standard Chartered Mumbai Marathon and TCS
World 10K Bengaluru Marathon. Participation
in marathons has served the twin purpose of
resource mobilisation as well as spreading
awareness about the organisation. Teams from
two corporates Cox & King and Accenture ran
under Oxfam India Banner in Airtel Delhi Half
Marathon while a team from Adventus ran in
Standard Chartered Mumbai Marathon.
Communicating for Programme
and Fundraising
This year the Oxfam India external
communications was strengthened with
greater visibility in the media and with events
and partnerships adding to the brand building
exercise. The Oxfam International team which
visited India last November for assessment also
appreciated the fact that we have been able to
get good media coverage and suggested that we
now go for targeted advocacy based coverage.
A partnership with NDTV for the telecast of two
three-part film series, one on climate change
and the second on Muslim issues, was another
highlight of the communications exercise.
In terms of Essential Services, the advocacy
around the Millennium Development Goals
saw several development specialists like the
UN Millennium Campaign, Save the Children
and Oxfam coming together for a big stand-
up event at Purana Quila in New Delhi in
September 2010.
The climate change tribunal organised in
November, 2010 was another big opportunity for
us to reach out to the communities.
In terms of humanitarian advocacy, the
flash floods in Leh/Ladakh in August gave
us the opportunity to highlight some of the
advocacy issues around the need for shelter
in harsh winter conditions. Our Global Brand
Ambassador, Rahul Bose, was also involved in
this advocacy effort. We also used social media
in a big way to do advocacy around the shelter
issue in Leh.
Good media coverage, a strong internet and
social media presence, good publications like
the newsletter, annual report and other theme-
based publications and target audience-based
communication have been the highlights of
Oxfam India communications.
A scenic 100 km trail between Bengaluru and
Mysore which passes through agricultural fields,
sericulture practising villages and forest areas
home to elephants and other wildlife will be the
location for the Oxfam global signature fundraising
event TRAILWALKER which is being organised in
India for the first time in February 2012.
Around 150 teams, consisting of 4 members
each, will compete against each other to cover
100 kms in 48 hours. The popularity of the
Trailwalker can be gauged from the fact that
this year alone, 15 Trailwalkers have been
held in 12 countries.
The logistics and market feasibility study
for this fundraising event has been
completed and expert agencies to help
with the preparations for the event have
been hired.
OXFAM INDIA TO ORGANIZE TRAILWALKER IN FEBRUARY 2012

Oxfam India36
CHAPTER VIII
An Oxfam India Board meeting in progress.

Oxfam India is registered as a Company
under Section 25 of the Companies Act,
1956 (bearing corporate identity number
U74999DL2004NPL131340).
Till March 31, 2010, it was functioning both as
a Trust (known as the Oxfam Trust, bearing
registration number 881, IV, New Delhi) as well
as a Company.
Oxfam India Board
At the core of Oxfam India’s governance
practices is the Oxfam India Board which
ensures that core objectives of the organisation
are met. It facilitates and exercises due diligence
on how the management serves and protects
long-term interests of stakeholders, at the
same time ensuring the highest standards of
governance. The Board comprises independent
directors and is supported by two Sub-
committees, namely the Finance and Audit
Committee and the Nominations Committee.
Responsibilities of the Board
• Oversee policy formulation, strategic
thinking, management supervision and
accountability to supporters, donors, staff
and those affected by its work.
• Determine organisation’s mission, purpose,
strategic direction and policies.
• Provide strategic leadership to develop
strategies, manage proposals and challenge
assumptions.
• Recruit, encourage and support the CEO,
whilst monitoring and evaluating his/her
performance.
• Ensure that the views and concerns of key
stakeholders are heard and addressed
through efficient mechanisms and processes.
• Steer the organisation in a manner so
as to enable it to maintain a high level of
accountability and transparency.
Board Meetings Dates and Agenda
Dates of Board Meetings are decided in
advance. The Chief Executive Officer, after
consulting other Directors, drafts the agenda for
each meeting and circulates it to all members
prior to its finalisation. The Board meets for a
minimum of four times in a calendar year with
each meeting lasting for either a day or a day
and a half. No business is transacted at any
meeting, unless a quorum exists. The quorum
must not be less than two members in any
case. All statutory business is carried out in the
Annual General Meeting which is held within six
months of the close of the financial year.
Governance and Management
of Oxfam India
Board Members Attendance Details
Name 2nd
April 2010 5th
June 2011 27th
August 2010 10th
December 2010 4th
March 2011
Mr. Minar Pimple √ √ √ Stepped down
Ms. Mridula Bajaj √ √ √ √ √
Prof. V.S. Vyas √ √ √ Stepped down
Mr. Shankar Jaganathan √ √ √ √ √
Mr. Jagdananda Mohanty √ X X Stepped down
Ms. Moumita Sen Sarma √ √ √ X √
Mr. Kiran Karnik √ √ √ √ √
Ms. Vimala Ramachandran X √ X X √
Mr. Miloon Kothari X X √ X X
Prof. Amitabh Kundu Not Joined Not Joined Not Joined √ √
Ms. Farah Naqvi Not Joined Not Joined √ √ √

Oxfam India38
Kiran Karnik - Chairperson
Kiran Karnik is the former President of the National
Association of Software and Services Companies
(NASSCOM), India’s premier trade body and
Chamber of Commerce for the information
technology software and services industry. He
has also served as Managing Director of the Discovery Network in India;
Founder-Director of the Consortium for Educational Communication; and
the Indian Space Research Organisation.
Kiran took over as the Chairperson of Oxfam India Board on August
27, 2010. He is on numerous government committees and is currently
Member of the Scientific Advisory Council to the Prime Minister and
Central Employment Guarantee Council, besides chairing the international
Steering Committee of the Commonwealth Connects Programme.
Awarded Padma Shri in 2007 and Data Quest IT Person of the Year
award in 2005, he was recognised as one of the ‘Stars of Asia’ by
Business Week in 2004 and ‘Face of the Year’ by Forbes magazine in
2003’. In 1998, the International Astronautical Federation awarded him
with the Frank Malina medal for space education.
A post-graduate from the Indian Institute of Management, Ahmedabad,
Karnik holds an Honours degree in Physics from Mumbai University.
Mridula Bajaj -
Vice Chairperson
Mridula Bajaj is a specialist
in Child Development with
more than three decades of
experience in programme,
research and training. She is currently Executive
Director of Mobile Creches, an NGO that works with
children on construction sites.
She took over as the Vice Chairperson of Oxfam India
Board in August 2010. She has also been a Member
of the Steering Committee for the 10th
Five Year Plan
and has served on the Expert Committee to evaluate
proposals and field inspection under experimental
and innovative education projects by the Ministry
of Human Resource Development, Department of
Education. She has done extensive work in the
area of empowerment of women and development
of children.
She holds a Master’s degree in Science in Child
Development from Lady Irwin College, Delhi
University.
Miloon Kothari
Miloon Kothari is a respected
and vocal activist who has
presented his views on human
rights, especially pertaining to
economic, social and cultural
issues. He is Coordinator of the South Asian Regional
Programme of the Habitat International Coalition’s
Housing and Land Rights Network and is Founding
Member of the International NGO Committee on
Human Rights in Trade and Investment. He is also
Member of the Leadership Council of the Global
Women and AIDS Coalition, UNAIDS.
An architect by training, he has extensive experience
in the area of housing and land rights.
Vimala Ramachandran
Vimala Ramachandran has more than three
decades of experience in qualitative research,
policy and programme development and process
documentation. She specializes in planning, design
and management of social sector programmes
in India, with specific focus on integrated child development, primary
education, women’s education, rural livelihood, social security, primary
healthcare and women’s health.
She was the first National Project Director of Mahila Samakhya (1988-
1993), a founder Trustee of Health Watch (1994-2007), a network of
social activists and researchers working on women’s health issues. She
has significant experience of grant making, programme design, appraisal,
and evaluation with Government of India, and bilateral and multilateral
agencies in India and South Asian region.
Vimala did her M. Phil in Political Science from Jawaharlal Nehru
University, Delhi
Our Board Members

Professor Amitabh
Kundu
Professor Amitabh Kundu
teaches at Jawaharlal Nehru
University. He has been a
member of National Statistical
Commission, Government of India, Dean of the School
of Social Sciences at JNU and Visiting Professor at
Sciences Po, University of Amsterdam, University of
Kaiserslautern.
He has been the Director at National Institute of Urban
Affairs, Indian Council of Social Science Research
and Gujarat Institute of Development Research. He
has edited India: Urban Poverty Report and India:
Social Development. He has prepared background
papers on India’s Economic Growth and Inequality
for Organisation for Economic Co-operation and
Development (OECD) and Human Development Report
2009. Currently he is chairperson of the Technical
Advisory Committee on Housing Start up index at RBI
and Committee to Estimate Shortage of Affordable
Housing, Government of India.
Shankar
Jaganathan
Shankar is an
independent, non-
executive director
on the Board of
several Indian companies and NGOs. He
worked with Wipro Limited for 18 years
between 1985-2003 and headed the
Technology Initiatives Programme and
Academic and Pedagogy function in the
Azim Premji Foundation, a not-for-profit
organisation that looked at elementary
education in the country.
A Chartered Accountant and Law graduate
with varied experience in corporate,
academic and social sectors, he has
also authored a book titled, ‘Corporate
Disclosures 1553-2007: Origin of Financial
and Business Reports’ published by
Rutledge in August 2008.
Moumita
Sen Sarma
Moumita
Sen Sarma
was heading
Microfinance and
Sustainable Development at ABN AMRO
Bank, India. She is a frequent speaker
at conferences in India and abroad,
covering the gamut of microfinance and
sustainable development. She is actively
engaged with stakeholders, including
NGOs, RBI, policymakers and academia.
A Chartered Accountant by training,
she has served the financial services
sector for the last 21 years in several
capacities. She graduated in Physics
from Presidency College, Chennai.
Ammu Joseph
Ammu Joseph has been an
independent journalist, author and
media watcher for over three decades.
She began her career in Mumbai in the
mid-1970s as a reporter and sub-editor
in Eve’s Weekly and Star & Style,
going on to become editor of the Sunday magazine of The
India Post in the mid-1980s. Based in Bengaluru and working
independently since 1988, she contributes articles to print and
online publication (including several books), works on research
project, undertakes consultancies, lectures at journalism
schools and speaks in other forums.
Ammu has authored/edited six books, including two on
women and media, three on women and literature and one
on women’s perspectives on terrorism and counter-terrorism.
Her work on gender and children’s issues earned her the
UNFPA-Laadli Media Award for Gender Sensitivity in 2007.
She was also conferred the Donna Allen Award for Feminist
Advocacy in 2003 by the Commission on the Status of Women
of the Association for Education in Journalism and Mass
Communication, USA.
She is a Founder Member of the Network of Women in
Media, India.
Farah Naqvi
Farah Naqvi
is a Member
of the National
Advisory Council
and a committed
activist and writer, who has for over two
decades been involved in democratic
interventions on issues of minority rights,
gender rights, justice, communalism
and violence against women. She has
worked with survivors, followed-up
with investigative agencies, networked
women’s groups, documented and
shared information and undertook fund
raising and policy advocacy with the
government. She is one of the founder
members of Nirantar, an NGO working
on gender and education.
A post-graduate from Columbia
University, Farah has done notable work
in the area of broadcast journalism.

Oxfam India40
Governance Philosophy
The governance philosophy that underlies
Oxfam India is based on five key principles:
1. An unerring focus on realising the vision the
organisation has envisaged for itself. To this
end, put in place a long term strategy and
make substantive investments in the short
term for long-term benefits.
2. Conform with both the spirit and letter of the
law to serve the ends of natural justice and
welfare of all.
3. Display a high level of transparency and
disclosure with the motto being ‘When in
doubt, disclose’.
4. Keep all stakeholders informed about
all organisational developments and
encourage participation as an integral part
of the ways of working through constant
communication.
5. Have a simple framework within the
organisation driven by organisational
objectives with the flexibility to change with
circumstances and new development.
Chief Executive Officer
Nisha Agrawal
Director
Marketing & Comm.
Kunal Verma
EA to CEO
Binu Thomas
Director
Programmes & Advocacy
Moutushi Sengupta
Director
Operations
Ratna Vishwanathan
Manager
Finance & Admin
Hemanth Kumar
Manager
HR, IT & Legal
Sanjeev Sethi
Manager
Finance (Fundraising)
V. Nayak
Manager
Media & Comm.
K. Kannan
Manager
Institutional Fundraising
Srikanta Misra
Manager
Existing Business
Monty Chhabra
Manager
New Business
Rashmi Wills
Manager
Events (Trailwalker)
Gopal K. Jain
Lead Specialist
Economic Justice
Vanita Suneja
Regional Manager
Lucknow
Nand Kishor Singh
Lead Specialist
Essential Services
Avinash Kumar
Regional Manager
Mumbai
Anand Shukla
Lead Specialist
Gender Justice
Vacant
Regional Manager
Hyderabad
Shaik Anwar
Manager
MEL
Ellora Guhathakurta
Regional Manager
Patna
Pravind K. Praveen
Manager
Research
Deepak Xavier
India Humanitarian
Kolkata
Zubin Zaman
Manager
Campaigns
Biraj Swain

Senior Management Team
Ratna worked with the Indian Audit and Accounts
Service for 21 years prior to joining Oxfam India in
October 2008. She has also worked with the Ministry
of Defence in various operational capacities. She has
also worked as Senior General Manager, Finance,
Prasar Bharti (Broadcasting Corporation of India),
New Delhi. She has significant experience in financial
management, budgeting, procurement and all
aspects of HR planning and management.
Kunal has been raising funds for fighting injustice and creating a
more equal and dignified world order. An IIM Bengaluru alumni
and a post graduate in fundraising and international marketing,
he has over 15 years of functional experience cutting across
corporates and non-profit organisations. Kunal has successfully
implemented brand building exercises for international profit and
non-profit organisations for increasing awareness and developing
brand loyalty. Kunal comes with the unique experience of starting
fundraising operations in India for three of the best known
international NGOs. i.e. ActionAid India, Christian Children Fund
and Oxfam India.
Kunal has been working with Oxfam India for over three years,
putting great efforts in creating support engagement with
individuals and corporate, who wish to secure the right to a life
with dignity for all.
Nisha has been working on poverty, inequality and
development issues for more than two decades. She
has been the CEO of Oxfam India since its inception
in March 2008. Prior to that for the past 18 years,
she has worked with the World Bank on development
issues and has extensive experience of working
in countries in the East Asia Region (Cambodia,
Vietnam and Indonesia) and in the East Africa
Region (Tanzania, Kenya and Uganda). She has a
Doctorate in Economics from the University of Virginia,
Charlottesville, Virginia, USA. She has also worked as
a Research Economist at the Impact Research Centre,
University of Melbourne, Australia.
Chief Executive Officer
Nisha Agrawal
Director Operations
Ratna Vishwanathan
Director Marketing &
Communications
Kunal Verma
Moutushi Sengupta has more than 20 years
of work experience, 16 of which have been in
the development sector. She has worked with
Government of United Kingdom's Department for
International Development (DFID) in India on a range
of development initiatives across different sectors,
including livelihoods promotion, rural development,
financial and governance reforms and enterprise
development. An MBA (University Gold Medallist)
from the Punjab University and M.Sc. in Applied
Environmental Economics from the Imperial College
of United Kingdom, Moutushi Sengupta joined Oxfam
India in November 2009.
Director Programmes
and Advocacy
Moutushi Sengupta

Facts Behind the Figures
Introduction
The process of merger of Oxfam Trust with
Oxfam India (a section 25 Company )as
reported last year was completed during this
year with the transfer of all the assets and
liabilities by Oxfam Trust to Oxfam India.
The assets and liabilities of Oxfam Trust were
transferred to Oxfam India on 1st April,2010.
Subsequently the financials of Oxfam Trust
have been audited upto 31st December,2010
being the date of closure. Steps have been
initiated to file all statutory documents / returns
and surrender existing registrations.
The enclosed financials present the figures
only for Oxfam India. However, for purposes
of comparison the Income and Expenditure
figures for Oxfam India for the current year
have been compared with the figures of
Oxfam Trust for the previous year. Current
year Asset and Liability figures as per Balance
Sheet are not compared individually with the
previous year figures of Oxfam Trust since the
entities were different and any such comparison
may not be meaningful.
Income
The total income for the year has increased
from `66.9 crore to `80.9 crore representing an
increase of 20.8%.
The overall size of Oxfam India grew from
`66.9 crore to `80.6 crore, due to transfer of net
assets worth `14.2 crore from Oxfam Trust on
dissolution of the Trust.
Donations from Individuals has increased by
22.70% from `6.6 crore to `8.1 crore as a
result of further investment into fundraising by
opening of more regional offices, which has led
to enhanced income. Better fund management
has resulted in a higher bank interest income
of 117% from `32.6 lakhs to `71 lakhs. Other
Income comprising profit on sale of assets
and other miscellaneous receipts is higher by
Sources of Income
Income
Amount in Crores (`) %
2010-11 2009-10 Increase/decrease
Grant from Affiliates 57.1 59.4 -3%
Donations - Corporate & Institutions 0.4 0.6 -35%
Donations – Individual 8.1 6.6 23%
Transfer of Balances from Oxfam Trust 14.2 100%
Bank Interest 0.7 0.3 117%
Other Income 0.1 0.0 653%
Total 80.6 66.9 21%

Oxfam India44
653% having increased from `0.01 crore to `0.1
crore because of sale of old vehicles and other
obsolete items.
There was a one - time transfer of balances
amounting to `14.2 crore from Oxfam Trust on
it’s dissolution and closure. The overall heads
under which this income has been accounted for
comprises of:
Oxfam Novib 62%
Oxfam Great Britain 22%
Oxfam Australia 7%
Oxfam International 4%
Oxfam Intermon 2%
Oxfam Hong Kong 2%
Oxfam Japan 1%
Oxfam America 0%
Oxfam% Contribution 2010-11
Details of Balances transferred
from Oxfam Trust
Item Amount in crores (`)
Fixed Assets 2.0
Current Assets 0.6
Bank Transfers 14.9
Capital Fund -2.0
Current Liabilities -1.3
Total 14.2
2.1.2 Income from Oxfam International and Oxfam Afﬁliates
Grant from Afﬁliates
Amount in crores (`) %
Oxfam Novib 35.3 18.2 94%
Oxfam Great Britain 12.8 26.1 -51%
Oxfam Australia 4.2 3.4 24%
Oxfam International 2.4 4.0 -40%
Oxfam Intermon (Spain) 1.1 5.3 -75%
Oxfam Hong Kong 1.0 2.3 -58%
Oxfam Japan 0.3
Oxfam America 0.1 -100%
Total from Oxfam 57.1 59.4 -3%

Grants from affiliates have come down from
`59.4 to `57.1 crores representing a reduction
of 4.04 %.Though there was an increase in
affiliate income received from Oxfam Novib ,
Oxfam Australia and Oxfam Japan the reduction
in receipts from other Oxfam affiliates led to a
slight reduction in overall income from affiliates.
The reduction in income from Oxfam Intermon
is due to winding up of its operations in India
which came to a close in June 2011. Oxfam
Hong Kong’s contribution has reduced as their
contribution in 2009-10 included support for
humanitarian responses.
1.1 Expenditure
The grouping of expenditure has undergone a
change since last year in line with the statutory
requirement . The significant change has been
in personnel costs and acquisition of capital
assets , where these have been considered
as a combined expenditure head as compared
to the earlier year where it had been grouped
departmental expenditure wise.
Preliminary Expenses
W/O 0%
Grants utilised for acquisition
of capital assets 1%
Co-ordination &
Administration costs 8%
Personnel Expenses 12%
Fundraising cost 8%
Programme Expenditure 71%
% Expenditure 2010-11
2.2.1 Analysis of Total Expenditure
Expenditure Amount in crores (`) %
Programme expenditure 51.2 39.9 28%
Fundraising cost 5.7 5.0 14%
Personnel expenses 8.9 4.4 101%
Co-ordination & administration costs 5.4 6.4 -15%
Grants utilised for acquisition of capital assets 0.4 0.3 32%
Preliminary expenses W/O 0.0 0.0 0%
Total 71.6 56.1 28%
The total expenditure has increased from `56.1
crore to `71.6 crores representing an increase
of 28% .The increase in expenditure is mainly
on account of increase in grants to partners and
increase in personnel costs.Due to filling up of
vacant positions and organizational growth.

Oxfam India46
The Programme expenditure ratio has remained
the same at 71% but the value has increased
from 39.9 crores to 51.24 crores. This is due to
increase in grant disbursed to partners.
During the year Oxfam India terminated their
partnership with two partners in Uttar Pradesh,
and one partner in Madhya Pradesh on grounds
of financial impropriety. This was consequent
to an internal review by finance staff and an
independent firm of chartered accountants.
Personnel costs have increased from `4.4
crore to `8.9 crore The significant change
is on account of grouping of all staff costs
(programmes, fundraising and operations)
under one head as compared to only operations
personnel cost reflected separately in prior
years. This is higher by 102% and is due to
filling up of existing vacancies and fundraising
personnel recruited during the year due to
opening up of new fundraising offices during
the year. This recruitment is in keeping with the
organizational strategy to raise funds through
in- house personnel as it has been found to
be more cost effective than use of external
agencies who have a high fee structure for such
services.
Coordination & Administration costs, which
include rents, electricity and telephone
bills, repair and maintenance, security and
conservancy charges, audit fees, etc., have
decreased from `6.3 crore to `5.4 crore being
lower by 14% and Grants utilized for acquisition
of assets have increased from `0.3 crore to `0.4
crore . This is because of grouping of all assets
acquired in the previous year under one broad
head as compared to only Operations assets
reflected in the previous years and being higher
by 33% due to expansion of activities.
During the year 2010-2011, 41% of grants
went to partners working on Economic justice
areas, which primarily focus on natural resource
management and small agriculture holdings as
components of the larger sustainable livelihoods
canvas. The next largest tranche of 33%
grants went to partners working on Essential
Services which focuses on areas of right to
health, education and food. The allocation for
partners working on Humanitarian Response
and Disaster Risk Reduction issues was 8% .
Gender Justice, Urban poverty and Emerging
Themes had an allocation of 7% grants and the
national advocacy component of voices and
accountability had an allocation of 11%.
Economic Justice 41%
Essential Services 33%
Humanitarian 8%
Identity & Gender 7%
Voice & Accountability 11%
Thematic Spending

Balance Sheet
The General Fund as at the end of the Financial
year was `8.89 crore which represents the
excess amounts received as a result of Affiliates
having different Financial years (January to
December in one case and July to June in
another) as compared to our Financial year of
April to March and having transferred funds
accordingly.
A Capital fund has been created to reflect on the
face of the balance sheet the cost and written
down value of the assets. All fixed assets are
stated at cost. Cost includes purchase price and
all other attributable costs of bringing the asset
to working condition for intended use. Assets
purchased out of funds are capitalized and an
equal amount is transferred to Capital fund.
Accordingly deletions of such fixed assets are
also adjusted from the capital fund.
Loans and advances represent Security deposit
towards rent and utilities paid for fundraising and
programme offices and other advances. There
is also an amount to be reimbursed from an
affiliate towards programme expenses incurred
on their behalf.

Oxfam India70
CHAPTER X
A training programme for nurses in progress at the Jan Swasthya Sahayog Campus in Gariyari in Chhattisgarh’s Bilaspur district.

List of Oxfam India’s Partners
List of Partners
Regions Partners Grants Released
(in ` lakhs)
Economic Justice 1932.80
Delhi Vasundhra 2.00
Hyderabad Anantha Paryavarna Parirakshana Samithi (APPS) 18.78
Hyderabad Centre for Education (CEC) 11.99
Hyderabad Centre for Handloom information and Policy Advocacy (CHIP) 7.17
Hyderabad Centre for People Forestry (CPF) 144.65
Hyderabad Centre for Rural Operation Programmes Society (CROPS) 22.76
Hyderabad Centre for Sustainable Agriculture 2.10
Hyderabad Centre for World Solidarity (CWS) 212.41
Hyderabad Centre for Youth and Social Development (CYSD) 116.57
Hyderabad Chetana Society 28.15
Hyderabad Civil Initiatives for Development and Peace - India (CIVIDEP) 24.11
Hyderabad Development of Humane Action Foundation (DHAN) 445.28
Hyderabad Modern Architects for Rural India (MARI) 26.50
Hyderabad MYRADA 113.75
Hyderabad Pragathi Sewa Samiti 23.65
Hyderabad Regional Centre for Development Cooperation (RCDC) 39.84
Hyderabad Sarvodaya Youth Organisation 26.82
Hyderabad United Artists Association (UAA) 41.00
Lucknow Action India 17.16
Lucknow Aman 15.88
Lucknow Daliyon Ka Dagaria 12.11
Lucknow Gorakhpur Environmental Actiona Group (GEAG) 24.59
Lucknow Gram Niyojan Kendra 14.31
Lucknow Himalyee Paryavaran Shiksha Samiti (HPSS) 14.96
Lucknow Jan Vikas Sansthan 11.14
Lucknow Janhit Found 19.94
Lucknow Lok Jeevan Vikas Bharti 8.42
Lucknow Mount Valley Dev. Association 13.37
Lucknow Saniyon Ka Sangathan 4.95

Oxfam India72
(in ` lakhs)
Lucknow Sewa Bharat 14.46
Lucknow Vikalp Sansthan 23.00
Lucknow Vinoba Sewa Ashram 10.02
Mumbai Aajeevika Bureau 13.95
Mumbai Ankur Trust 4.23
Mumbai Astha 67.54
Mumbai Dilasa 12.26
Mumbai Environices Trust 32.25
Mumbai Gramin Samassya Mukti Trust (GSMT) 19.17
Mumbai Khoj 11.97
Mumbai Kutch Mahila Vilas Sanghatan 6.60
Mumbai National Institute of Women, Child and Youth Development (Niwcyd) 23.66
Mumbai Parvartan 11.64
Mumbai SAKAV Pen Prakalp 4.93
Mumbai Samerth Charitable Trust 8.45
Mumbai Santulan 4.48
Mumbai Shramik Janata Vikas Sanstha (SJVS) 15.05
Mumbai Shramik Sahyog 5.43
Mumbai Shramjivi Janata Sahayyak Mandal (SJSM) 20.76
Mumbai Society for Rural & Urban Joint Activity (Srujan) 16.02
Mumbai Society For Rural Initiatives For Sustainable & Holistic Themes In India (Shrishti) 7.34
Mumbai Vidarbha Nature Conservation Society (VNCS) 21.89
Mumbai Vivekanand Research & Training Inst 4.61
Patna Krishi Gram Vikas Kendra (KGVK) 18.32
Patna Naya Savera Vikas Kendra (NSVK) 23.44
Patna Pragati Gramin Vikas Samiti (PGVS) 66.98
Gender & Identity 329.38
Delhi Aman Public Charitiable Trust 4.00
Delhi Breakthrough 109.38
Delhi Creating Resources for Empowerment in Action (CREA) 37.51
Delhi Pravah 17.30
Delhi Yuvsatta 4.50
Hyderabad Society for Women’s Awareness and Rural Development (SWARD) 0.22
Lucknow Sahyog 15.00
Lucknow Vimarsh 12.70
Mumbai Act Now for Harmony and Democracy (ANHAD) 6.50

(in ` lakhs)
Mumbai Baihar Narii Utthan Sewa Mahila Mandal 15.63
Mumbai Chetna Mahila Vikas Kendra 10.45
Mumbai Pradan 10.10
Mumbai PRAKRITI 21.77
Mumbai Samerth 5.21
Mumbai Sewa Bharat 4.75
Mumbai SNDT Women’s University, Department of Continuing & Adult Education 3.10
Mumbai Vikalp Sansthan 22.25
Mumbai Vividha 7.50
Patna Mahila Mukti Sansthan (MMS) 21.50
Essential Services 1541.36
Delhi Bodh 120.46
Delhi Pradan 18.55
Delhi Prayas 68.58
Delhi RCDC 8.11
Hyderabad Friends Association for Rural Reconstruction (FARR) 9.20
Hyderabad Parivartan 9.15
Hyderabad Society for Peoples Action and Development (SPAD) 15.99
Hyderabad The Association for Promoting Social Action (APSA) 9.89
Kolkatta Reach India 18.15
Lucknow Lokmitra 59.39
Lucknow NIWYCD 4.50
Lucknow Vigyan Foundation 21.09
Mumbai Academy of Development Science (ADS) 2.30
Mumbai Anusandhan Trust 146.67
Mumbai Ashish Gram Rachna Trust (AGRT) 15.00
Mumbai Foundation for Education & Development (FED) 97.68
Mumbai Indian Grameen Service (Basix) 38.08
Mumbai Jan Swasthya Sahyog (JSS) 80.56
Mumbai Janhit Vikas Samajik Sanstha (JVSS) 15.74
Mumbai Kalapandari Magaswargiya Adivasi Gramin Vikas Sanstha (KMAGVS) 12.91
Mumbai Lokhit Samajik Vikas Sanstha (Lokhit) 0.62
Mumbai Nirmala Niketan Institute College of Social Work 10.00
Mumbai Paryay 8.43
Mumbai Pratham 502.38
Mumbai RSGVP 5.41

Oxfam India74
(in ` lakhs)
Mumbai Rural Development Centre (RDC) 24.04
Mumbai Savitribai Phule Mahila Mandal (SPMM) 4.46
Mumbai Social Institute Programme for Rural Area (SIPRA) 1.54
Mumbai Youth for Unity & Voluntary Action (YUVA) 142.63
Patna Bihar Voluntary Health Association (BVHA) 18.95
Patna Child In Need Institute (CINI) 12.38
Patna Lead Trust 9.13
Patna Nav Bharat Jagriti Kendra (NBJK) 14.03
Patna Society for Participatory Action and Reﬂection (SPAR) 15.37
Humanitarian 350.47
Delhi Centre for sustainable development and food security in Ladakh 17.46
Hyderabad District Fishermen Youth welfare Association (DFYWA) 2.67
Hyderabad Indian Red Cross Society 5.20
Hyderabad Pallishree 9.75
Hyderabad Sangamitra Service Society 1.72
Hyderabad Society for Leprosy Amelioration and Rehabilitation (SOLAR) 10.26
Hyderabad Society for National Integration through Rural Development (SNIRD) 1.13
Hyderabad Unnayan 9.19
Kolkatta CSPAD 3.10
Kolkatta Rural Volunteers Centre (RVC) 11.05
Lucknow Gorakhpur Environmental Actiona Group (GEAG) 122.15
Lucknow Grameen Development Services (GDS) 41.87
Lucknow Parmarth Samaj Sevi Sansthan (PSSS) 11.47
Lucknow Poorvanchal Grameen Vikas Sansthan (PGVS) 12.81
Lucknow Samarpan Jan Kalyan Samiti (SJKS) 8.59
Mumbai Development Support Centre 6.17
Mumbai Gram Vikas Navyuuvak Mandal Laporiya (GVNML) 0.89
Mumbai Institute of development Education and Awareness (IDEA) 3.25
Mumbai Swayam Shiksham Prayog 5.51
Mumbai UNNATI 7.93
Mumbai Urmul Marusthali Bunker Vikas Samiti (UMBVS) 3.05
Mumbai Urmul Setu Sansthan 2.10
Patna Abhigyan Disha 9.50
Patna Adithi 10.46
Patna Bihar Sewa Samiti (BSS) 13.98
Patna Integrated Development Foundation (IDF) 19.22

(in ` lakhs)
Voice & Accountability 523.58
Delhi Access Development Services 25.17
Delhi Act Now for Harmony and Democracy (ANHAD) 27.66
Delhi Ankur 0.97
Delhi Atmashakti 10.00
Delhi C E D 0.87
Delhi Cecodecon 25.74
Delhi Centre for Alternative Dalit Media (CADAM) 36.50
Delhi Centre for Budget and Governance Accountability (CBGA) 13.78
Delhi Centre for Legislative Research and Advocacy (CLRA) 6.50
Delhi CMS 1.50
Delhi Consumer Unity and Trust Society (CUTS) 49.17
Delhi Credibility Alliance 3.00
Delhi Ekta Foundation Trust 78.80
Delhi Empowerment For Rehabilitation, Acdemic and Health (Efrah) 25.82
Delhi Gram Vikas Manch Prasiyan Khurd (GVMPK) 1.50
Delhi IGSSS 7.84
Delhi Multiple Action Resource Group (MARG) 20.00
Delhi PANOS 14.13
Delhi Partners In Change (PIC) 60.00
Delhi Pradan 5.00
Delhi Rajiv Neelu Kachwaha Public Charitable Trust 12.70
Delhi REACH 5.58
Delhi Sama Resource Group for Women and Health (SRGWH) 7.00
Delhi Samarthan 20.00
Delhi SARD 15.00
Delhi Society for Rural , Urban and Tribal Initiative (Sruti) 13.97
Delhi SPWD 6.13
Delhi Swadhikar 13.75
Delhi Urjaghar 5.00
Delhi Voluntary Action Network India 1.50
Delhi World Comics India 7.00
Lucknow Manav Sewa Sansthan 2.00
Grant Total 4677.58

Oxfam India76
Sl.
No.
List of IPAP Partners working on the project on Violence
against women
Funds Disbursed to Partners
(In ` lakhs)
1 Association for Advocacy and Legal Initiatives [AALI] 13.00
2 Area Networking and Development Initiatives (ANANDI 9.00
3 Anantha Paryavaran Parirakshana Samiti [APPS] 3.49
4 Association for Rural Planning and Action (ARPAN) 9.50
5 Ahmedabad Women’s Action Group [AWAG] 12.00
6 Bhumika Women’s Collective 18.01
7 Friends’ Association for Rural Action [FARR] 20.00
8 Fellowship 8.33
9 Institute for Social Development(ISD) 25.00
10 Indira Social Welfare Organization [ISWO] 5.00
11 Jan Vikas 8.00
12 Sahayog Society for Participatory Rural Development [SSPRD] 7.90
13 Shree Ramanand Saraswati Pustakalaya (SRSP) 5.00
14 Samatha Vidya Vyavasaya Abhivrudhi,Samkshema Sangham (SVAS) 7.01
15 Society For Women’s Awareness And Rural Development (SWARD) 10.52
16 Sarvodaya Youth Organization [SYO] 7.41
17 Tata Institute of Social Sciences [TISS] 25.70
18 Vanangana 10.00
Grand Total 204.88
Note: The above IPAP partners are being managed by Oxfam India for Oxfam India Trust to implement the DFID
funded IPAP Program

Oxfam India Annual Report 2011

Recommended

Recommended

More Related Content

What's hot

What's hot (11)

Viewers also liked

Viewers also liked (20)

Similar to Oxfam India Annual Report 2011

Similar to Oxfam India Annual Report 2011 (20)

Recently uploaded

Recently uploaded (20)

Oxfam India Annual Report 2011