Socially Useful and Productive Activity @ World Vision India, Chennai

A PROJECT REPORT ON
SOCIALLY USEFUL AND PRODUCTIVE ACTIVITY
AT
WORLD VISION INDIA
SUBMITTED BY
PREM JACOB RENI
Roll No: 53
Batch: 03
A REPORT SUBMITTED IN PARTIAL FULFILMENT
OF THE REQUIREMENT OF PGDM (2015-17)
XAVIER INSTITUTE OF MANAGEMENT AND
ENTREPRENEURSHIP, KOCHI

Acknowledgement
At this very onset I would like to express my heartfelt gratitude to Prof J. Philip, President
of Xavier Institute of Management and Entrepreneurship, Kochi for conceptualizing the idea
of Socially Useful Productive Activity (SUPA) and making it a part of our PGDM
curriculum. It helped me immensely to understand the condition of the underprivileged
people with disability in the society and also dynamics of a Non – Governmental
organization.
I would like to thank the Director of XIME Kochi, Dr. P Amalnathan, Dean Academics,
Mr. Manoj Varghese, Assistant Deans, Prof. Alok Krishna and Amitabh Satapathy for
their immense support.
I would also like to thank Prof Alex Nero (SUPA coordinator) for guiding us through the
entire journey of SUPA project and impressing upon us the seriousness of this experience in
our academic careers.
I would also like to thank Mr. Kunal Shah, Director HEA, World Vision, for giving me an
opportunity to understand and contribute to World Vision and also making necessary
arrangements for me to spend 20 days at the NGO.
I would also like to thank all staff working at World Vision who helped me understand about
the NGO as well to help me contribute to the Relief Work.
I would also like to place on records, the support and guidance of my family and friends who
encouraged me to understand and empathize with the plight of the people I was working for,
without their support and direction I would not have been able to do justice to this section of
marginalized individuals I worked for.
Last, but not the least, I would like to thank the Lord Almighty for having helped me do the
SUPA without any difficulty and complete this report on time.

PREFACE
SUPA is a unique part of curriculum in XIME in which students of 1st
year work in NGOs for
20 days and contribute significantly to their organization through their knowledge and
managerial skills. The idea behind this course is to widen the horizon of the students so that
they could think beyond business and profit and learn by serving the deprived and vulnerable
section of the society.
This social training is of great importance. Through this, students get to know about their
responsibilities towards the society and the organization they will be working for.
In this report I have mentioned the necessary information about the NGO I worked in i.e.
World Vision India. I have also written about my contribution and the activities I participated
in. The association with World Vision India has been a great experience for me. I came to
know about its functioning and various other factors that contribute to its successful working.
Along with the Flood Relief Project, I was also exposed to their Child Friendly Spaces.

TABLE OF CONTENTS
1. Introduction..................................................................................................................1
1.1. World Vision International ............................................................................................1
1.2 World Vision India ........................................................................................................1
1.3 Our History ....................................................................................................................2
1.4 Our Vision......................................................................................................................3
1.5 Our Mission ...................................................................................................................3
1.6 Our Values .....................................................................................................................4
1.7 How we work.................................................................................................................7
1.8 Our Work .......................................................................................................................7
1.9 Community Development Model ..................................................................................9
1.10 How it works................................................................................................................10
1.11 Commitment to Accountability and Transparency......................................................16
1.12 Funding ........................................................................................................................16
2. Details of the Project..................................................................................................18
2.1. Our Projects .................................................................................................................18
2.11. Development....................................................................................................18
2.12. Advocacy .........................................................................................................19
2.13. HIV and AIDS .................................................................................................20
2.14. Micro Enterprise ..............................................................................................21
2.15 Relief................................................................................................................22
2.2. Social Cost Benefit Analysis of Projects .....................................................................23
2.3. My Contribution...........................................................................................................26
3. Conclusion ..................................................................................................................29
3.1. General Observation and Findings...............................................................................29
3.2. Suggestion and Recommendations ..............................................................................30
3.3. Personal Learning and Experience...............................................................................30
3.3.1. As a Management Student ...............................................................................30
3.3.2. As an Individual...............................................................................................31
4. References...................................................................................................................29
5. Annexure A.................................................................................................................32
6. Annexure B.................................................................................................................35

LIST OF FIGURES
Fig.1. Community Development Model ......................................................................9
Fig.2. Development Program Approach ....................................................................11
Fig.3. World Vision ADPs.........................................................................................18
Fig.4. Chennai Flood Photos......................................................................................22
Fig.5. Birth Statistics..................................................................................................24
Fig.6. Immunization...................................................................................................24
Fig.7. Primary Education ...........................................................................................25
Fig.8. Secondary Education .......................................................................................25
Fig.9. Relief Kit Items................................................................................................26
Fig.10. Attendance Sheet .............................................................................................27
Fig.11. Payment Sheet with Macro..............................................................................28
LIST OF TABLES
Table.1. World Vision India Profile...............................................................................23

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1. INTRODUCTION
1.1.WORLD VISION INTERNATIONAL
World Vision is a Christian humanitarian organization dedicated to working with children,
families, and their communities worldwide to reach their full potential by tackling the root
causes of poverty and injustice.
Working in nearly 100 countries around the world, we serve all people, regardless of religion,
race, ethnicity, or gender.
1.2.WORLD VISION INDIA
World Vision India is a Christian humanitarian organisation working to create lasting change
in the lives of children, families and communities living in poverty and injustice. World Vision
serves all people regardless of religion, caste, race, ethnicity or gender. Spread across 174
districts in India, World Vision works through long-term sustainable community development
programmes and immediate disaster relief assistance.
Focus on Children: All development work World Vision India carries out is focused on
building the capacity and ability of communities and families to ensure the wellbeing of
children. The wellbeing of children includes ensuring children have access to education, health,
protection and participation.
Grass root Based: World Vision India is an operational organisation involved in relief and
development that is community-based. World Vision India's staff live with communities at
grassroots level, learning from them and working alongside them while pursuing the goal of
promoting the wellbeing of all children.
Partnering for Change: World Vision partners with communities, children, Government, civil
society, corporations, academia, and faith based organisations to build a nation fit for children.
World Vision has responded to every major disaster in India in the last few decades including
the 2004 Tsunami, Kashmir earthquake and recurring flood situations in various States. World
Vision India is a member of several networks and coalitions at various levels.

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1.3.OUR HISTORY
The founder, Robert Pierce was a war correspondent in the Korean War. The time was 1947
and the place, China. Bob (Robert) Pierce visited many places in China and spoke with various
groups of people.
His last stop was at the University of Amoy on Amoy (now Xiamen) Island in the Formosa
Strait, where he was speaking to hundreds of college students. Upon hearing him, a tall Dutch
lady named Tena asked Dr.Pierce to stay over and speak to the 400 children, attending her
school.
Dr.Pierce readily agreed. The next four days were spent talking to the school children. On the
morning of the day he was leaving Amoy, Bob stopped by the school to say goodbye to Tena
and thank her for the opportunity to speak to the children.
Instead of the gracious early morning reception he had expected, a distraught woman met him
at the front door. In her arms was a child. The little girl was sobbing. Her back was a lurid
pattern of red lines and purple blotches. She had obviously been beaten and whipped. Her thin
dress was soaked with blood. Her eyes were puffy from crying, and she held on to Tena's neck
as if her life depended on it.
Tena thrust the traumatized little girl into Bob's arms and said, "I have six other children already
sharing my rice bowl!"
Bob held the child awkwardly. White Jade wrapped her arms around his neck and rested her
head on his shoulder. Every few moments, she shuddered with sobs. Tears streamed down
Tena's red face. Her lip quivered, but her jaw was clenched. The pain in her eyes demanded an
answer.
Bob realized that the incredibly vulnerable child in his arms was very precious. And she needed
to be cared for.
"All I have is five dollars", he said meekly to Tena. The bold and confident Pierce was humbled
by the need of the precious child he held. He gave all he had to Tena and requested her to admit
White Jade in her school. He promised that he would mobilize more money for her when he
reached his home.
And thus, with five dollars and the will to make a difference to one precious child was born a
ministry that has grown over the years and is dedicated to caring for the White Jades of this

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world. Propelled by the prayer that Pierce wrote in the flyleaf of his Bible, "Let my heart be
broken by the things that break the heart of God," - this gift of love launched a movement
called World Vision.
From these humble roots, World Vision has grown into an international partnership helping
children around the globe. Today, World Vision India is an important member of this
partnership, which works in 97 countries and is a leader in Transformational Development for
the poor, in emergency relief and food distribution.
1.4.OUR VISION
“Our vision for every child, life in all its fullness.
Our prayer for every heart, the will to make it so.”
1.5.OUR MISSION
World Vision is an international partnership of Christians whose mission is to follow our Lord
and Saviour Jesus Christ in working with the poor and oppressed to promote human
transformation, seek justice, and bear witness to the good news of the Kingdom of God.
We pursue this mission through integrated, holistic commitment to:
 Transformational development that is community-based and sustainable, focused
especially on the needs of children.
 Emergency relief that assists people afflicted by conflict or disaster.
 Promotion of justice that seeks to change unjust structures affecting the poor among
whom we work.
 Partnerships with churches to contribute to spiritual and social transformation.
 Public awareness that leads to informed understanding, giving, involvement, and
prayer.
 Witness to Jesus Christ by life, deed, word, and sign that encourages people to respond
to the Gospel.

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1.6.OUR VALUES
1. We are Christian
We acknowledge one God: Father, Son, and Holy Spirit. In Jesus Christ, the love, mercy,
and grace of God are made known to us and all people. From this overflowing abundance
of God’s love, we find our call to ministry.
We proclaim together, “Jesus lived, died, and rose again. Jesus is Lord.” We desire Him to
be central in our individual and corporate life.
We seek to follow Him — in His identification with the poor, the afflicted, the oppressed,
the marginalized; in His special concern for children; in His respect for the dignity
bestowed by God on women equally with men; in His challenge to unjust attitudes and
systems; in His call to share resources with each other; in His love for all people without
discrimination or conditions; in His offer of new life through faith in Him. From Him we
derive our holistic understanding of the gospel of the Kingdom of God, which forms the
basis of our response to human need.
We hear His call to servanthood and see the example of His life. We commit ourselves to
a servant spirit permeating the organization. We know this means facing honestly our own
pride, sin, and failure.
We bear witness to the redemption offered only through faith in Jesus Christ. The staff we
engage are equipped by belief and practice to bear this witness. We will maintain our
identity as Christian while being sensitive to the diverse contexts in which we express that
identity.
2. We are committed to the poor
We are called to serve the people in greatest need around the world, to relieve their suffering
and to promote the transformation of their condition of life.
We stand in solidarity in a common search for justice. We seek to understand the situation
of the poor and work alongside them toward fullness of life. We share our discovery of
eternal hope in Jesus Christ.

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We seek to facilitate an engagement between the poor and the affluent that opens both to
transformation. We respect the poor as active participants, not passive recipients, in this
relationship. They are people from whom others may learn and receive, as well as give.
The need for transformation is common to all. Together we share a quest for justice, peace,
reconciliation, and healing in a broken world.
3. We value people
We regard all people as created and loved by God. We give priority to people before money,
structure, systems, and other institutional machinery.
We act in ways that respect the dignity, uniqueness, and intrinsic worth of every person —
the poor, the donors, our staff and their families, boards, and volunteers. We celebrate the
richness of diversity in human personality, culture, and contribution.
We practice a participative, open, enabling style in working relationships. We encourage
the professional, personal, and spiritual development of our staff.
4. We are stewards
The resources at our disposal are not our own. They are a sacred trust from God through
donors on behalf of the poor. We are faithful to the purpose for which those resources are
given and manage them in a manner that brings maximum benefit to the poor.
We speak and act honestly. We are open and factual in our dealings with donor
constituencies, project communities, governments, the public at large, and each other. We
endeavor to convey a public image conforming to reality. We strive for consistency
between what we say and what we do.
We demand of ourselves high standards of professional competence and accept the need to
be accountable through appropriate structures for achieving these standards. We share our
experience and knowledge with others where it can assist them.
We are stewards of God’s creation. We care for the earth and act in ways that will restore
and protect the environment. We ensure that our development activities are ecologically
sound.

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5. We are partners
We are members of an international World Vision partnership that transcends legal,
structural, and cultural boundaries. We accept the obligations of joint participation, shared
goals, and mutual accountability that true partnership requires. We affirm our
interdependence and our willingness to yield autonomy as necessary for the common good.
We commit ourselves to know, understand, and love each other.
We are partners with the poor and with donors in a shared ministry. We affirm and promote
unity in the Body of Christ. We pursue relationship with all churches and desire mutual
participation in ministry. We seek to contribute to the holistic mission of the church.
We maintain a cooperative stance and a spirit of openness towards other humanitarian
organizations. We are willing to receive and consider honest opinions from others about
our work.
6. We are responsive
We are responsive to life-threatening emergencies where our involvement is needed and
appropriate. We are willing to take intelligent risks and act quickly. We do this from a
foundation of experience and sensitivity to what the situation requires. We also recognize
that even in the midst of crisis, the destitute have a contribution to make from their
experience.
We are responsive in a different sense where deep-seated and often complex economic and
social deprivation calls for sustainable, long-term development. We maintain the
commitments necessary for this to occur.
We are responsive to new and unusual opportunities. We encourage innovation, creativity,
and flexibility. We maintain an attitude of learning, reflection, and discovery in order to
grow in understanding and skill.

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1.7.HOW WE WORK
When our work began in 1950, our approach was basic. We provided food and shelter for
children in orphanages through child sponsorship. But we’ve learned a lot in 64 years. Now we
offer a full solution to poverty and injustice issues — and make it sustainable so it lasts.
We work in the most difficult contexts in the poorest countries, because we believe in the power
of transformation. Our Community Development approach empowers children and families to
break the cycle of poverty and reach their God-given potential.
1.8. OUR WORK
1. Christian
We love the way Jesus cared for the poor and oppressed, showing us how to listen to children
and look out for widows and orphans.
 Where possible, we partner with local churches, equipping them to meet community
needs.
 As a Christian organization, we serve ALL people, regardless of race, religion,
ethnicity, or creed.
 We are privileged to be welcomed into many communities where Christianity is a
minority faith — or barely present at all.
 In accordance with the Red Cross Code of Conduct, we never proselytize or require a
profession of faith in exchange for services.
 Our hope is to reflect the unconditional and transformational love of Jesus in culturally
appropriate ways.
2. Child Focused
Children live in families, in communities, in countries. We work on every level to achieve our
goal of child well-being — from international activism to checking in on children face-to-face.
 Children are the focus of our work, and they are important participants.
 We invite children to tell us about the problems they see in their communities.

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 We help improve systems and structures to make their world a better, safer place to
live.
Child sponsorship is at the foundation of our work. It gives us a long-term:
 Relationship with children and sponsors; and
 Funding base that we leverage to secure grants, corporate gifts, and resources from local
governments, one-time donations, and more.
This variety of funding sources creates synergy and amazing transformation for the children
and the communities where we work.
3. Community Based
Our local staff members begin working in a community by asking a lot of questions, finding
out what problems are seen by members of the community, especially the children.
We then address the root causes of poverty and injustice together, designing integrated,
sustainable solutions such as access to clean water, a focus on child protection, and
opportunities for economic development.
 Together, we come up with a plan, decide on ways to evaluate and measure success,
and get to work.
 The community is involved, empowered, and trained, and its members take ownership
in the programs and progress.
 Every 3-5 years, we look at the original plan to assess and evaluate our success. If we’re
not meeting our goals, we make adjustments and then keep working. We call this our
LEAP framework (Learning through Evaluation and Planning).
 Working together, we can draw on each other’s strengths and make our work more
sustainable. We bring together local churches, businesses, community organizations,
and other non-profits.
 We hope this network will keep prioritizing child well-being even after we transition
out of the community.

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4. Measurable and Accountable
Measuring progress is an essential part of our accountability to the communities we serve, our
partners, and our donors.
 We do a baseline survey before we begin work.
 We design each program to measure progress toward specific child well-being
indicators.
 After 3-5 years, we re-measure those indicators to compare with the baseline.
 This information helps the community make better decisions and change course if
necessary.
 Along the way, we measure and share results with members of the community so they
can be aware and validate changes.
 The community also provides feedback through qualitative interviews and focus group
discussions.
1.9.COMMUNITY DEVELOPMENT MODEL
Measurably improving child well-being is at the centre of our approach to child and community
development. This is our Theory of Change:
Figure 1: Community Development Model

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 Problem: Poverty exists largely because of broken relationships.
 Assumption: Children are not only a community’s most precious resource, they are
also central to addressing poverty overall. How a community treats its children will
have major implications for its health and well-being overall.
 Proposed Solution: In order to address poverty, we must work with children, their
caregivers, and other stakeholders in the community to restore broken relationships and
focus them on the sustained well-being of children.
Over the years, we've redesigned and refined our framework based on what we've learned from
working and collaborating with children, families, communities and experts around the world.
1.10. HOW IT WORKS
We use a logical framework to describe program and project cycle management through six
basic components: assessment, design, monitoring, evaluation, reflection and transition. Our
principles and approaches describe vital elements that need to be in place in order to achieve
our goal. Our approach differs depending on the problem we are addressing. We adjust our
approach when it requires different interventions, recognizing that our approach to maternal
health will be different than our approach to malaria.
1. Assessment
Assessment is the process of collecting and analysing information and exploring the
context to better understand needs and existing resources in the community. This helps us
prioritize and make choices with the community regarding areas of focus.
The Critical Path (see illustration) is a process for putting our Development Program
Approach into action.

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Figure 2: Development Program Approach
 It is a flexible process that program staff can apply as appropriate in their context.
 It has been developed to help World Vision program staff collaborate with communities
and local stakeholders toward the sustained well-being of children, especially the most
vulnerable.
 It is intended to ensure effective response to the needs of children in the near-term and
the long-term by developing partnerships with community stakeholders and other
locally-based organizations.
 It is designed to build on existing local efforts and enable local ownership from the very
beginning of a program. This approach is based on learning and good practices
programs across World Vision, as well as what we have learned over the years from
our work with experts around the globe.
Our preferred local roles along the Critical Path are to facilitate and empower the community
and local stakeholders, and to build their capacity to implement and manage shared projects.
We start a dialogue and bring local partners together around the issue of child well-being to
determine what each is already doing, what else can be done, and who can best play what
role going forward.
Partnering does not mean that we only fund other groups or that we only work through
partners. Rather, we work with other partners toward the sustained well-being of children,
based on their roles and capacities.

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The planning process may identify a direct implementation role for World Vision in shared
projects — especially when children’s needs are urgent and local partner capacity is limited.
When this is the case, we always work to strengthen local capacity to assume these roles
over time, because this approach contributes to greater and more sustained impact on the
lives of children. Our role may need to expand again if a disaster strikes or conflict arises.
2. Design
Design and/or re-design is the process of planning appropriate program and project
strategies using assessment results to show how identified issues can be addressed.
Community needs, rights, and priorities are all taken into account in deciding how to
implement a program or project.
Our Theory of Change and Logical Framework are created at this step. A Theory of Change
outlines what we believe is going to make the difference from the less ideal situation to the
desired state. A Logical Framework details what is being measured, how it is being
measured, and what targets are being set.
 The Theory of Change basically says, if we do A and B, it will lead to C.
 The Logical Framework outlines what A, B and C are.
o C = objectives (results)
o A and B = activities defined by indicators to measure success, measured through
a comprehensive monitoring and evaluation plan
Each project will have its own Theory of Change, based on its context.
For example, both a community in Kenya and a community in Sri Lanka want to lower
malnutrition. In Kenya, the Theory of Change would be something like: If we…
A. Train mothers in household gardens (because everyone is a farmer in the community)
B. Train them to feed the food grown in their household gardens to their children instead of
selling them for profit, then
C. We will lower the malnutrition rate over time.
However, this may not work in Sri Lanka because people there aren’t farmers; it doesn’t fit
the context. In Sri Lanka, then, the Theory of Change may be: If we…

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A. Conduct a nutrition intervention and
B. Ensure that fathers understand the importance of nutrition for their children so that they
will spend their money on food instead of alcohol, then
C. We lower malnutrition over time.
3. Monitoring
Monitoring refers to routine collection of information to establish that inputs, activities,
and outputs have occurred. Monitoring supports basic management and accountability, and
it tracks actual performance in a situation against plans or expectations in the original
design.
We use the logical framework indicator-tracking table to monitor progress over time toward
targets that were set regarding specific indicators that we measure. Monitoring involves
conducting a baseline measurement as early as possible after the start of the program. This
baseline measurement is what allows us to measure change over time.
Monitoring also involves analysing the data and recommending appropriate project
management responses to guide implementation.
We measure A and B activities of the Logical Framework at this step. (See the “design”
tab to learn about Logical Frameworks.) Information on the achievement of activities is
collected and analysed regularly. We also measure progress toward outcomes through an
annual monitoring process.
We value accountability and believe it’s critical to share the data and information we collect
from a community with that community, as well as with local partners, governments, and
donors.
4. Evaluation
Evaluation is an exercise that attempts to systematically and objectively assess relevance
and performance — what’s working and what’s not working in ongoing and completed
programs and projects.

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We used mixed-methods to measure effectiveness both quantitatively and qualitatively
through household surveys, child and caregiver interviews, focus group discussions, and
key informant interviews.
A program evaluation is conducted every three to five years for our long-term community
development programs, and every year to two years for our grant-funded projects, to
measure change over time. Some evaluations go a step further and explore impact that is
attempting to look for our contribution to the change that is being measured. Other
evaluations also explore themes like sustainability to understand the extent to which
positive outcomes can and are sustained over the long-term.
We measure C of the Logical Framework at this step.
Whether C improved or not shows whether our Theory of Change was right. Continuing
with the Kenya example from the “design” tab: If malnutrition isn’t down after five years,
then there is either something wrong with our Theory of Change, or something wrong with
the way we implemented the activities. For example, maybe we didn’t do enough trainings
with families on the importance of feeding their children instead of selling the food. Or,
perhaps we did lots of trainings, but not in a way that was relevant or well received by the
families.
This information is key both for those programs whose results met the expectation as well
as those whose program results fell short. We use this information during our reflection
process to consider how to improve our approach and interventions.
5. Reflection
Reflection is a participatory process of planning and putting time aside to bring partners
and the community together with us to:
 Analyse project and program evaluation information, including what is going well and
what challenges are emerging.
 Make informed decisions and recommendations about necessary changes in current
projects and programs, which lead to transformation of the program, individuals and
the organization.

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It is critical that we are able to learn from our experience. Learning happens best in an
atmosphere of trust and openness, where failures and challenges can be discussed
constructively, and where there is enough time and dedication to reflection and learning
activities with the community and local stakeholders.
This is where we look at the Program Evaluation findings for evidence of operational
change. The findings from a Program Evaluation are then used to re-design the program
throughout its lifetime.
6. Transition
Transition refers to the process of World Vision ending its involvement in a shared project
or program. We aim to assist communities in a way that empowers them to sustain program
outcomes after our assistance has ended.
It is important that we end our involvement in a well-planned way, so that the benefits
gained by communities and stakeholders can be continued into the future, after we have
withdrawn. In order to end well, we need to work with communities and stakeholders to
begin programs with the end in mind. A plan needs to be in place from the beginning of
the program, showing how World Vision will phase out of the shared program in a way
that promotes sustainability.
The decision to close a program can be made after reviewing evaluation findings, having
community discussions, and making strategic considerations. This decision should be
evidence based, and should only be made once the community feels confident that they
have a plan to sustain the most important outcomes that have been achieved.
Throughout previous phases of the Critical Path, our role was to strengthen and empower
local communities and stakeholders to take on increasing responsibility in planning and
managing shared projects. In this way, transition of roles and responsibilities is not
something that happens at the end of a program but is an integral part of our approach to
working at the local level.

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1.11. COMMITMENT TO ACCOUNTABILITY AND TRANSPARENCY
World Vision India is committed to high standards of accountability and transparency. It
is an expression of our core value on 'Stewardship.' Our commitment to accountability and
transparency is to ensure we work effectively for the wellbeing of children. World Vision
India continually strives to maintain high national and international standards of
professional competence and is accountable through appropriate structures for achieving
these standards.
World Vision India's policies, procedures, systems, practices, work culture, rigorous
internal audits and statutory audits by reputed auditors as well as design, monitoring and
evaluation of the programmes reflect our commitment to accountability and transparency.
As part of World Vision International, we uphold a range of NGO standards to help
benchmark our performance. We are an active member of the International NGO Charter
of Accountability Company Limited and the Humanitarian Accountability Partnership.
World Vision is also actively involved in the International Civil Society Organisation
(CSO) Open Forum on Development Effectiveness and the International Aid Transparency
Initiative.
At the grassroots, our partnership with Community Based Organisations keeps us
accountable, committed, and responsive to the children and their communities. An
independent Board exercises overall governance leadership, managing risks and ensuring
compliance to statutory requirements. World Vision India endeavours to convey a public
image conforming to reality, to always speak and act honestly. God helping us, we intend
to continually pursue excellence beyond compliance, in all aspects of our work -
governance, management, operations and administration.
1.12. FUNDING
Child Sponsors provide the majority of the funds raised by World Vision. Supporters in
18 countries sponsor close to 2,25,000 children and through them their families and
communities in close to 127 projects around India. More than 40,000 Indians support over
30 projects around the country.

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Sponsorship is about partnering girls and boys in their pursuit of a new future with dignity,
justice, peace and hope. Sponsors pledge a monthly amount to help needy children, their
families and communities. Child sponsorship helps children get access to clean drinking
water, sanitation, education, and skills for future livelihood, nutrition and health care and
participate in an age-appropriate development processes.
It also helps communities to build a better future through empowerment, education,
income generation and self-sufficiency. Programmes seek equitable, just, peaceful,
productive and inclusive relationships within households and communities responsible
relationship with the environment, a culture of participation with families and whole
communities empowered to influence and shape their situation through coalitions and
networks addressing systemic issues towards ensuring access to basic needs in a
sustainable manner.
World Vision programmes also access resources from the Government of India as well as
other countries such as USA, Canada, UK, Japan, Finland and Ireland, to mention a few.

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2. DETAILS OF THE PROJECTS
2.1. OUR PROJECTS
2.11. DEVELOPMENT
AREA DEVELPOMENT PROGRAMS
World Vision's primary approach to poverty alleviation through transformational
development is called 'area development programme' (ADP). Each ADP focuses on a
geographical area and covers a population of 20,000 to 1,00,000 people. It is a long-term
involvement of 12-15 years, rooted in the community and in partnership with the civil
society, NGOs and the Government. World Vision India consciously focuses on people
groups and areas in our country that are socio-economically vulnerable. Hence majority
of the ADPs in rural and isolated tribal areas specially focus on the unreached,
marginalized and disadvantaged people.
Figure 3: World Vision ADPs

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ADPs focus on the needs of children tackling child mortality rates, their health, and
education. Providing access to water for drinking and agriculture, building food security
and household resilience through income generation and access to credit, directly impacts
the wellbeing of children. Every community is also sensitised on aspects of environment,
gender, persons with challenges, care for the vulnerable and peace building. The
communities are involved in designing and implementing the long term Program. The
chief aim of the ADP is to empower the people so that they can eventually own (meaning
self-manage) their development process. We seek to place ownership and resources in
the hands of the community based organizations (CBOs) and to build their capabilities.
The CBOs include Women federations, Development Committees, Yuvak Mandals,
Child Parliaments, Self Help Groups, Child Protection Committees, and Children Clubs
etc. While this approach facilitates the sustainable transformational development of the
communities, the main focus of this development is the wellbeing of children. The
building up of the community in this fashion facilitates the equitable development of
every child in the community, bringing with it a promise of a life filled with dignity,
justice, peace and hope.
2.12. ADVOCACY
A VOICE FOR CHILDREN: INFLUENCING THROUGH ADVOCACY
World Vision India's advocacy initiatives are focussed on creating an environment -
societal, legislative and temporal - that facilitates every girl and boy reaching his or her
fullest potential. While rights awareness and rights education at the grass roots levels
help communities claim what is rightfully theirs, national level advocacy around issues
of children, especially those in crisis, are focussed on bringing about equitable
implementation of policies as well as influencing policy debates.
World Vision advocates for the children at the highest policy levels of the country. World
Vision India has been made a member of various Government working groups and
committees at the national and district levels. Some of the key memberships at the
national level are listed below.
 World Vision India is part of the Planning Commission Working Group on Women's
Empowerment and Child Development. This group provides input to the Planning
Commission on issues of children and women, to be incorporated into the 11th five-
year plan

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 World Vision India is also part of the NGO steering committee of the National Disaster
Management Authority, the premier agency dealing with disaster relief and
preparedness in India.
CHILD HEALTH NOW
World Vision's 'Child Health Now' is a five year campaign to improve maternal
and child health in India. World Vision India's 60 years’ experience of
improving life for children and their families in 24 states and more than 5000
communities means we can speak with authority on the issue of child mortality.
Every day our staff witness and work to address the devastating effects of poor
health on mothers and their children. We will do all we can to keep mothers and
their children alive and healthy.
2.13. HIV and AIDS
World Vision's HIV and AIDS initiative is a natural extension of World Vision's work
with the poor and oppressed to seek justice and transform their lives. While every
programme of World Vision is involved in raising awareness on the issue of HIV and
AIDS, there is a special focus on HIV prevention, care and advocacy interventions in
districts with high prevalence.
We work with people living with HIV and AIDS in the six 'hard hit' states of India -
Andhra Pradesh, Tamil Nadu, Maharashtra, Karnataka, Manipur and Nagaland. We
also work in vulnerable districts in other states. World Vision responds to the medical,
nutritional, educational, economical, emotional and social needs of adults and children
affected by HIV and AIDS. World Vision has initiated programmes that strategically
address HIV prevention among children between 10 to 18 years, care and support for
orphans and vulnerable children and women who are made destitute by HIV and AIDS,
as well as prevention programs among vulnerable groups such as injecting drug users
and sex workers. World Vision in all its HIV programs works to advocate for and ensure
the rights of children affected by HIV and AIDS as well as those marginalized due to
HIV and AIDS.

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2.14. MICRO ENTERPRISE
Nearly 40% of India's population of a billion plus lives in abject poverty. In India, we
find that many are poor because of one simple reason — 'lack of regular income'. To
add to their miserable plight, over 90% of the rural poor are deep in debt. Unable and
unwilling to access banks or to apply for loans, the poor turn to local moneylenders,
who charge 60% to 120% interest (per annum) or even more, trapping the poor into
extreme poverty.
Micro Enterprise Development (MED) is a proven way to strengthen viable, small
businesses, resulting in increased household income and savings, and thus, alleviating
the crunch of economic poverty. World Vision works alongside enterprising members,
helping them realize their economic potential and proving that they have the capacity
to build their own, small Micro Enterprise units. World Vision facilitates the formation
of Self-Help Groups (SHGs) to save, share and build capacity. Small loans for the
businesses are provided and collected through individual members in SHGs.
A specialized non-profit company, established under the Indian Companies Act,
manages the loans and economic assessment. The non-profit company called 'IMPACT'
focusses on MED in target communities of World Vision. Small loans (ranging from
Rs 2,000 to Rs 10,000) are provided for individuals in SHGs, along with training on
management, marketing and investments.
As a result of such economic development initiatives, many small businesses expand
and become viable. As a result, poor families have enough to feed their children and
send them to school. The marginalized poor develop their businesses and manage to
live a decent life. This approach is very powerful in lifting communities from economic
poverty, ultimately leading the community to be self-reliant and live with dignity.
If you decide to partner with World Vision in building economically stronger
communities in India, you would be helping to reach out to millions of poor people and
adding on to loan funds for communities. These will be disbursed through various MED
branches in India.

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2.15. RELIEF
World Vision India is on the ground responding to those affected by the floods in
Chennai and other parts of Tamil Nadu. Our National Disaster Task Force is on alert
for immediate response.
World Vision India has distributed 21,800 food packets and water since the first spell
of rains in November ’15. 6857 families have received relief kits so far and we plan to
complete distribution of over 5000 relief kits. We have installed 6 bio-toilets in
Saidapet, distributed 30,00,000 water purifying sachets to 10,000 families and also
mosquito nets.
Our corporate partners are Coca-Cola, Gati Ltd. ICICI Bank, Ankidyne, Mahindra
World City, New Chennai, Amazon India, Snapdeal, HCL Technologies, Renault
Nissan Automotive India Private Limited, Vyoma Media, Comstar Automotive
Technologies (P) Ltd., Happiest Minds Technologies, Genaxy Scientific Pvt. Ltd.,
SUPER GAS, and Enterprise & Enterprise. Akshaya Patra, FICCI India, BPL, Apollo,
Vimal Weaving Factory, Habitat for Humanity, IDFC, P&G, ITC, Fujitsu India. Our
special thanks to them for their support towards our relief work.
Figure 4: Chennai Flood Photos

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2.2. SOCIAL COST BENEFIT ANALYSIS OF THE PROJECTS
World Vision India is an organisation strongly driven by its vision and mission. It is a
Child Focused NGO that works for the benefit and upliftment of communities and
societies by nurturing the needs of the child. They have 3 major sources of funding and
they are
1. Donor: Donors are generous people who full heartedly donate to the NGO.
2. Sponsor: Sponsors are all those who sponsor children in World Vision.
3. Corporates: All those companies who outsource their Corporate Social
Responsibility to World Vision.
Today, World Vision India has made a difference in the lives of 3,25,000 plus children
across India, of which 40,000 children are sponsored by Indians. The work in India is
majorly funded by 16 countries and India is ranked 5th
in the contributions.
FACTS FIGURES
No. of States / UT World Vision is working in States: 26, UT: 1
No. of ADPs 118
No. of projects 59
No. of Programme Monitoring Offices 9
No. of staff 1940 (21% female)
No. of districts World Vision has presence in 163 (total 640)
No. of communities World Vision is working with 6252
No. of children in the communities 2.61 million
No. of Registered Children (RC) 341,844 (50% girls)
112,176 (Local)
No. of Support Offices 17 (including India
Resource Development)
Table 1: World Vision India Profile

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2.21. MAJOR IMPACTS
 97.1% of Institutional births of delivery attended by a skilled birth attendant.
Figure 5: Delivery attended by a skilled birth attendant
 92% of children between 12-23 months are fully immunized.
Figure 6: Immunization (12-23 months)
Births
Delivery attended by skilled delivery attendent Not attended by skilled attendent
Immunization (Children between 12-23 months)
Fully Immunized Not Immunized

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 97.9% of children between 6-12 years are enrolled in primary education.
Figure 7: Primary Education (6-12 years)
 93.2% of children between 12-18 years are enrolled in secondary education.
Figure 8: Secondary Education (12-18 years)
Primary Education (6-12 years)
Enrolled Not Enrolled
Secondary Education (12-18 years)
Enrolled Not Enrolled

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2.3. MY CONTRIBUTION
During the three weeks of internship in World Vision India, I was assigned as a volunteer
to their Emergency Response Team. The Emergency Response Team (ERT) was a part
of World Vision’s Relief Projects, which aided to the needs of people affected by natural
disaster. As I was as a volunteer in the ERT, it was majorly field work and very few days
in the office.
My work in the ERT was in relation with the recent floods in Chennai. Though the ERT
was in action from the 6th
of December, 2015, I joined the team only on the 22nd
of
December, 2015. On the first day, as it was my first time experience as a volunteer for
the ERT, I was given an orientation on how the flood relief projects work and how the
victims are to be handled. I was told about the standards World Vision India follow in
these processes. I was also told that I will now on be dealing with people who are in
distress due to the loss of either their family, house or valuables and hence they are to be
treated with nothing but respect and dignity.
From Day 1, along with other relief volunteers, I also went to different distributions they
had organised, and helped them distribute the kits packed. I was also at the warehouse
packing the materials into kits ready for distribution.
Figure 9: Relief Kit Items

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As I was a PGDM student, along with the job of a volunteer, I was also given few
additional responsibilities
a. Volunteer Management
1. Attendance
2. Payment
3. Coordination
b. Assistance to Corporate Team
1. Reports
2. Photography
2.3.1. Volunteer Management
The day I joined as a volunteer, after the orientation, I was taken to the warehouse where
the materials to be packed were stored. We already had volunteers packing those materials
into kits, ready for distribution. I was asked to observe how it was done, before I joined
the team. I was also given the list of volunteers registered for the Relief Work. Volunteer
Management basically meant to make ample number of volunteers available, from the
list, for the next day’s task, to coordinate them and to make the payment to them based
on the number of days worked on a weekly basis. I was also asked to take the attendance
of the volunteers present each day, enter it in an Excel and calculate the payment due for
them, on a daily basis. I was also assigned the job of coordinating the volunteers,
informing them the place of distribution.
Figure 10: Attendance Sheet

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Figure 11: Payment Sheet with Macro
2.3.2. Assistance to Corporate Team
In World Vision, the Corporate Team took care of the tie-ups they had with other multi-
national companies for relief activities. For every event World Vision partnered with an
MNC, they had to submit a report about the event to the respective MNCs. During my
internship, I also assisted the corporate team in writing reports and taking photos of the
relief activities. I was asked to visit different distribution location and along with my
volunteering task, I also took photos of the distribution work.
Figure 12: Group Photo with Fujitsu Volunteers

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3. CONCLUSION
3.1. GENERAL OBSERVATION and FINDINGS
3.1.1. Discipline throughout the relief work
Discipline was one of the major factor that made the relief work a success. All the staff
and volunteers involved were given an orientation on how to go about the distribution
process. We had police personnel around to keep the crowd composed but their help
was hardly used.
One of the days of distribution, I happened to travel by a mini truck to the venue and as
I was sitting in the front, I started a conversation with the truck driver and he told me,
“I was a part of the government relief work, but never did I see this much of a discipline
in any of their distribution venues. They used to come with a bus full of police people
and it was more like - survival of the strongest.”
3.1.2. Dignity for victims
It was the norm of the organization to advocate the Fundamental Rights and especially
Right to Life. They believe that it is not just a right to love but the right to live with
dignity. During the orientation, all the volunteers were instructed to handle the victims
with dignity and they being poor should been seen as opportunity to serve them better.
3.1.3. Prioritization
World Vision made it a point go by their values. During such relief works, they always
prioritized children, pregnant women, disabled and the old. There were separate lines
for the above mentioned categories and special assistance were given to all of them.
3.1.4. Relief Camps in schools
One of the drawbacks I observed was that the relief camp was organised by the
government, in schools. As there were a lot of victims staying there, the schools couldn’t
start functioning even weeks after the water drained completely.

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3.2. SUGGESTIONS and RECOMMENDATIONS
a. Inter-Agency Collaboration
As there were many agencies doing the relief work, I feel that they could have derived
more collaboration opportunities. Though they had proper system in place to avoid
duplication of work, they could have aided to the needs of more people if they had
collaborations with other NGOs.
b. Eco Friendly Plans
Coca-Cola was one of the partners of the relief work. They sponsored 1,00,000 Kinley
water bottles for the relief work, to be distributed to the families. It was really nice of
them to have sponsored it, but looking at it from another view, now we have 1,00,000
empty Kinley bottles clogging the drainages of Chennai. Rather, they could have asked
for Cans of 20 litres, which the families could have used for storing water at a later time.
3.3. PERSONAL LEARNING and EXPERIENCE
3.3.1. AS A MANAGEMENT STUDENT
a. War Footing Model
This was an interesting learning I had from my SUPA. During an emergency, World
Vision replicates a War Footing Model of hierarchy. A staff trained in Disaster
management is made the commander to lead the Emergency Response Team and
they pool in other trained staffs from across India to assist the commander. At this
time, irrespective of the official hierarchy, even the commander’s real superior
listens to him.
b. Division of Labour
There are lots of work to be done and lots of people to be administered. A person
alone or few may not be able to get the tasks completed. Therefore, the work is
divided among medium sized groups and are equipped with volunteers to assist
them, in order to get the task completed faster.
c. Team Playing
To be a Team Player is an important learning as there were volunteers from different
backgrounds and we had to get along well, for the ultimate purpose.

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d. Commitment
It was really nice to see people working with so much of commitment and selflessly
to help the needy. The focus on the goal was so intense, that we almost ignored the
time factor. People were even willing to stretch and work for longer hours when the
situation demanded so.
3.3.2. AS AN INDIVIDUAL
a. How the Relief Project works.
As this was my first experience as a relief volunteer, I was really surprised to
know the amount of homework the staffs had done for making this relief work a
success. They had gone to the affected communities and identified the most
affected families and issued them with a token which they had to bring to the
venue of distribution. This was to avoid the commotion and control the crowd.
The families were also asked for what they needed the most, and the data was
analysed and the items were prioritised and the list was made accordingly.
b. Commitment and Hard work required for such tasks
Relief work is a hectic task, as it involves people who are hurt, in pain and
worried. So, it needs more patience and commitment.
c. Child Friendly Space
I was exposed to a new concept called Child Friendly Space. This was a part of
the Post Relief Work project, which basically included Rehabilitation. CFS can
be defined as places designed and operated in a participatory manner, where
children affected by natural disasters or armed conflict can be provided with a
safe environment, where integrated programming including play, recreation,
education, health, and psychosocial support can be delivered and supports
provided.
d. Disaster Management
I was also given an orientation on how the Disaster Management team functions.
I understood that the disaster management team first categorises the disaster and
then responds accordingly.

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REFERENCE
Sites
www.worldvision.org
www.worldvision.in
www.wvi.org
Personal Interactions
Mr. Reni Jacob, Director – Advocacy, World Vision India
Mr. Kunal Shah, Director – Human Emergency Affairs, World Vision India
Mr. Allan Benjamin, Church Relations, World Vision India
Mr. Relton Samuel, Project Manager, Emergency Response Team, World Vision India
Mr. Winrich Windsor, Youth Engagement, World Vision India
Ms. Sarojitha Arokiaraj, Manager, Policy Research, World Vision India
Ms. Betty Paul, Team Lead, Corporate Team, World Vision India

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ANNEXURE A
Distribution at Egmore CSI Church Campus
Distribution at YMCA, Nandanam
Distribution in tie-up with SNAPDEAL at Thideer Nagar

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Travelling and Packing

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ANNEXURE B
ACTIVITY TABLE 1 (Packing and Distribution)
Sl No Dates Event Venue
1 22nd
December Orientation National Office
2 23, 24, 26, 27 & 28 December Packing WV Warehouse
3 2, 3 & 4 January Packing WV Warehouse
4 5th
to 9th
January Distribution YMCA
Nandanam
5 22nd
& 30th
December, 10th
& 13th
January Distribution Egmore CSI
Church
ACTIVITY TABLE 2 (Photography and Distribution)
Sl No Dates Event/Corporate Venue
1 5th
January Distribution/IDFC YMCA Nandanam
2 7th
January Distribution/Snapdeal Thideer Nagar
3 9th
January Distribution/Fujitsu, Comstar YMCA Nandanam
ACTIVITY TABLE 3 (Office Work)

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Sl No Dates Event Venue
1 29th
December Settlement / Child Friendly
Space
National Office /
Saidapet
2 11th
& 12th
January Paper Work, Documentation,
Report
Thideer Nagar
***************************************

Socially Useful and Productive Activity @ World Vision India, Chennai

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