Project Report On NGO

BAPU RURAL DEVELOPMENT SOCIETY
Chapter: 1
Introduction to NGO
A non-governmental organization (NGO) is an organization that is neither a
part of a government nor a conventional for-profit business
Usually set up by ordinary citizens, NGOs may be funded by governments,
foundations, businesses, or private persons. Some avoid formal funding altogether and
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are run primarily by volunteers. NGOs are highly diverse groups of organizations
engaged in a wide range of activities, and take different forms in different parts of the
world. Some may have charitable status, while others may be registered for tax
exemption based on recognition of social purposes. Others may be fronts for political,
religious, or other interests.
The term "non-governmental organization" was first coined in 1945, when the
United Nations (UN) was created. The UN, itself an inter-governmental organization,
made it possible for certain approved specialized international non-state agencies
i.e., non-governmental organizations to be awarded observer status at its
assemblies and some of its meetings. Later the term became used more widely.
Today, according to the UN, any kind of private organization that is independent from
government control can be termed an "NGO", provided it is not-for-profit, no
prevention, and not simply an opposition political party.
The number of NGOs in the United States is estimated at 1.5 million. Russia
has 277,000 NGOs. India is estimated to have had around 3.1 million NGOs in 2015,
just over one NGO per 800 Indians, and many times the number of primary schools
and primary health centers in India.
NGOs are difficult to define, and the term 'NGO' is not always used
consistently. In some countries the term NGO is applied to an organization that in
another country would be called an NPO (nonprofit organization), and vice-versa.
There are many different classifications of NGO in use. The most common focus is on
"orientation" and "level of operation". An NGO's orientation refers to the type of
activities it takes on. These activities might include human rights, environmental,
improving health, or development work. An NGO's level of operation indicates the
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scale at which an organization works, such as local, regional, national, or
international.
One characteristic these diverse organizations share is that their non-profit
status means they are not hindered by short-term financial objectives. Accordingly,
they are able to devote themselves to issues which occur across longer time horizons,
such as climate change, malaria prevention or a global ban on landmines. Public
surveys reveal that NGOs often enjoy a high degree of public trust, which can make
them a useful but not always sufficient proxy for the concerns of society and
stakeholders.
History
International non-governmental organizations have a history dating back to at least
the late eighteenth century. It has been estimated that by 1914, there were 1083
NGOs. International NGOs were important in the anti-slavery movement and the
movement for women's suffrage, and reached a peak at the time of the World
Disarmament Conference. However, the phrase "non-governmental organization"
only came into popular use with the establishment of the United Nations
Organization in 1945 with provisions in Article 71 of Chapter 10 of the United
Nations Charter for a consultative role for organizations which are neither
governments nor member states see Consultative. The definition of "international
NGO" (INGO) is first given in resolution 288 (X) of ECOSOC on February 27, 1950:
it is defined as "any international organization that is not founded by an international
treaty". The vital role of NGOs and other "major groups" in sustainable
development was recognized in Chapter 27 of Agenda, leading to intense
arrangements for a consultative relationship between the United Nations and non-
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governmental organizations. It has been observed that the number of INGO founded
or dissolved matches the general "state of the world", rising in periods of growth and
declining in periods of crisis.
Rapid development of the non-governmental sector occurred in western
countries as a result of the processes of restructuring of the welfare state.
Further globalization of that process occurred after the fall of the communist system
and was an important part of the Washington consensus.
Globalization during the 20th century gave rise to the importance of NGOs.
Many problems could not be solved within a nation. International treaties and
international organizations such as the World Trade Organization were centered
mainly on the interests of capitalist enterprises. In an attempt to counterbalance this
trend, NGOs have developed to emphasize humanitarian issues, developmental
aid and sustainable development. A prominent example of this is the World Social
Forum, which is a rival convention to the World Economic Forum held annually in
January in Davos, Switzerland. The fifth World Social Forum in Porto Alegre, Brazil,
in January 2005 was attended by representatives from more than 1,000 NGOs. In
terms of environmental issues and sustainable development, the Earth Summit in Rio
in 1992 was the first to show the power of international NGOs, when about 2,400
representatives of NGOs came to play a central role in deliberations. Some have
argued that in forums like these, NGOs take the place of what should belong to
popular movements of the poor. Whatever the case, NGO transnational networking is
now extensive.
Another issue which has brought NGOs to develop further is the inefficiency
of some top-heavy, global structures. For instance, in 1994, former UN envoy
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to Somalia Mohamed Sahnoun published a book entitled "Somalia: The Missed
Opportunities", in which he clearly shows that when the United Nations tried to
provide humanitarian assistance, they were totally outperformed by NGOs, whose
competence and dedication sharply contrasted with the United Nations' excessive
caution and bureaucratic inefficiencies, their main Somalia envoys operating from the
safety of their desks in Nairobi. The refusal of Boutros Boutros-Ghali, then UN
Secretary General to accept this criticism led to the early end of Mohamed Sahnoun's
mission in Somalia.
According to the affidavit filed by the CBI in the Supreme Court Aug 1, 2015,
there are a total of around 31 lakh NGOs in 26 states. Karnataka, Orissa and
Telangana are still to adduce information about the number of NGOs, so the total
number of NGOs will be more than 31 lakh. Besides, more than 82,000 NGOs are
registered in seven Union Territories. The total number of schools in the country is
around 15 lakh, as per the data compiled by the Planning Commission of India in
2011. The commission had calculated the number of schools, classifying them as
primary, upper primary, secondary, lower secondary and higher secondary. The
number inheres the peril of duplication since one school building may have primary
as well as upper primary schooling more than one level of education in the same
building. In March 2011, total number of government hospitals in the country was
11,993, with 7.84 lakh beds. Of these, 7,347 hospitals were in rural areas with 1.60
lakh beds and 4,146 hospitals in urban areas with 6.18 lakh beds. The number of
NGOs also exceeds the number of policemen in the country. According to the
National Crime Records Bureau data in 2014, there were 17.3 lakh policemen across
the country, as against a sanctioned India has 31 lakh NGOs, twice the number of
schools, 250 times number of Govt. hospitals strength of 22 lakh. This accounts for
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one policeman for 709 people. Add 13 lakh armed forces personnel to the number of
policemen, and the total number of NGOs will be equal to the combined strength of
both. Among the states, Uttar Pradesh tops the list with more than 5.48 lakh NGOs,
followed by Maharashtra which has 5.18 lakh NGOs. Kerala comes third with 3.7
lakh NGOs, followed by West Bengal with 2.34 lakh NGOs. Of the 82,250 NGOs in
the Union Territories, Delhi alone has more than 76,000 NGOs. Less than 10 per cent
of the NGOs have complied with the requirement of submitting balance sheets and
income-expenditure statements with the Registrar of Societies. Of around 30 lakh
NGOs, 2.9 lakh have submitted financial statements. In Kerala, none of the 3.7 lakh
NGOs has filed details since the state law does not mandate it. In Maharashtra and
West Bengal, only around 7 per cent of NGOs have been filing such details. Other
states also had poor records. The CBI has told the court it will complete its exercise in
the next two months after Karnataka, Odessa and Telangana also furnish the requisite
data. Next week, the court will take up the PIL filed by advocate M L Sharma who
has sought a CBI inquiry into affairs of all the NGOs lacking accountability.
- See more at: http://indianexpress.com/article/india/india-others/india-has-31-
lakh-ngos-twice-the-number-of-schools-almost-twice-number-of-
policemen/#sthash.e7hq9uJw.dpuf
In India nonprofit / public charitable organizations can be registered
as trusts, societies, or a private limited nonprofit company, under section-25
companies. Non-profit organizations in India (a) exist independently of the state; (b)
are self-governed by a board of trustees or managing committee/ governing council,
comprising individuals who generally serve in a fiduciary capacity; (c) produce
benefits for others, generally outside the membership of the organization; and (d), are
non-profit-making, in as much as they are prohibited from distributing a monetary
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residual to their own members.
Section 2(15) of the Income Tax Act which is applicable uniformly
throughout the Republic of India defines charitable purpose to include relief of
the poor, education, medical relief and the advancement of any other object of general
public utility. A purpose that relates exclusively to religious teaching or worship is
not considered as charitable. Thus, in ascertaining whether a purpose is public or
private, one has to see if the class to be benefited, or from which the beneficiaries are
to be selected, constitute a substantial body of the public. A public charitable purpose
has to benefit a sufficiently large section of the public as distinguished from specified
individuals. Organizations which lack the public element such as trusts for the
benefit of workmen or employees of a company, however numerous have not been
held to be charitable. As long as the beneficiaries of the organization comprise an
uncertain and fluctuating body of the public answering a particular description, the
fact that the beneficiaries may belong to a certain religious faith, or a sect of persons
of a certain religious persuasion, would not affect the organizations public
character.
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INTRODUCTION TO THE ORGANIZATION
Founder & President
KASHINATH PATIL
{B.A, C.A.I.I.B}
Hon. President , Bidar district rural development society
Chief advisor & A.O, N.M.M.S. Govt. P.H.C. Chintaki
Member of Bharat Krishik Samaj, New Delhi.
Member, Rotary Club-Bidar Fort
Office Sangameshwar Nilaya, Raghavendra colony, Bidar
Residence 34, Padmanjali S.B.H Bank colony, Opp K.E.B, Bidar
Website www.bapururaldevelopmentsocitey.com
E-mail kashinathpatil2000@yahoo.com ,
Phone no 9341723204
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OBJECTIVES OF NGO
To promote Information collaborations and Constructive communication
between NGOs, to develop effective partnership with each other.
Networking for the access, sharing and dissemination of information
collaboration and partnerships between NGOs themselves and with other
organizations.
Electronic networking to strengthen community organizations by boosting its
knowledge base and its ability to share information and experiences with strategic
allies and other partners in relevant field.
Capacity building of grassroots level NGOs, social workers through free
online resources and information on a single platform.
To serve non-profit organizations, charities, grassroots and community
groups, educational and research institutions.
Sharing of ideas among NGOs and development agents.
Avail free, easy and instant access to information to NGO.
Provide more options before Funding Agencies to select the right choice of
NGO to support and work with.
Provide information regarding NGO Registration and NGO Consultancy.
Provide Volunteers to NGOs and collaborate between NGOs and Volunteers.
Agriculture Development.
Woman and Child development.
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Chapter: 2
PERFORMANCE MANAGEMENT
Performance management is essential to advance organizational missions, also for
non-governmental organizations (NGOs) and community-based organizations
(CBOs). This rapid e-course places you in the role of having to supervising three staff
members. You make decisions with the help of some helpful resources related to
performance management. You will assess skills gaps and identify potential learning
opportunities, as well as demonstrate effective supervisory techniques as part of the
performance management process. You will help the staff to establish stretch goals
and create a professional development plan.
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PROJECT MANAGEMENT
Project management is the discipline of initiating, planning, executing, controlling,
and closing the work of a team to achieve specific goals and meet specific success
criteria. A project is a temporary endeavor designed to produce a unique product,
service or result with a defined beginning and end (usually time-constrained, and
often constrained by funding or deliverables) undertaken to meet unique goals and
objectives, typically to bring about beneficial change or added value. The temporary
nature of projects stands in contrast with business as usual (or operations), which are
repetitive, permanent, or semi-permanent functional activities to produce products or
services. In practice, the management of these two systems is often quite different,
and as such requires the development of distinct technical skills and management
strategies.
The primary challenge of project management is to achieve all of the project goals
and constraints. This information is usually described in a user or project manual,
which is created at the beginning of the development. The secondary and more
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ambitious challenge is to optimize the allocation of necessary inputs and integrate
them to meet pre-defined objectives.
Process Management
Process management is the ensemble of activities of planning and monitoring the
performance of a business process. The term usually refers to the management of
business processes and manufacturing processes. Business process management
(BPM) and business process reengineering are interrelated, but not identical.
Process management is the application of knowledge, skills, tools, techniques and
systems to define, visualize, measure, control, report and improve processes with the
goal to meet customer requirements profitably. It can be differentiated from program
management in that program management is concerned with managing a group of
inter-dependent projects. From another viewpoint, process management includes
program management. In project management, process management is the use of a
repeatable process to improve the outcome of the project.
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Management process of adopt by organization
The steps involved in project management are:-
Initiation
Planning and design
Execution
Monitoring and controlling
Completion and finish point
We all know donation is the main source of income for any NGO/NPO so whenever
organization got any donation it see the Initiation for which it is given, if it is huge
fund given for specific purpose NOG plan for that how to execute and implement it,
monitor and control it and achieve the finish point. Where as if the donation
is small-small given by many people the organization plan in which direction it
should be utilized and rest steps are fallow as above.
In this cause of huge donation it is responsibility of the NGO (account department) to
show the book and give the tally to the donator if asked by him.
NOTE: - Donation given for a specific propose should be utilized for same purpose,
NGOs cant utilize this fund according to their wish.
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Chapter: 3
DATA COLLECTION AND ANALYSIS
The main sources of information for this study are based on the data collection. Data
collection is
Both primary and secondary in nature
Primary data
Primary data have been directly collected from the members and the people of
organizations of charity as well from the people outside by survey method.
Secondary data
Secondary data have been collected from official website of organizations and also
from other official websites
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Pollution can kill trees
This article is taken from THE HINDU { December 23, 2011}
Contrary to popular belief that trees fight pollution, several species of plants,
including cashew, tamarind, guava, mango, custard apple, gulmohar, banyan, sapota,
and jackfruit, fall prey to heavy air pollution in the industrial cities, said Kashinath
Patil, president, Bapu Rural Development Society, Bidar,
Addressing a seminar on Environmental Awareness Training Program
organized by the Environment Management and Policy Research Institute, Bangalore,
he said in six decades, vehicle density had increased alarmingly from 53 million to
500 million.
The three-day training programmer had been organized for taluk-level
officers, gram panchayat members, and Steer Shakthi Sanghas of the Uttara Kannada
district, which began on Thursday at taluk panchayat meeting hall in Karwar.
Researchers from the departments of Chemistry and Environmental Studies,
GITAM University Visakhapatnam have found that many plant species had been
experiencing physiological changes because of heavy air pollutants before
exhibiting visible damage to leaves. The content of chlorophyll had come down in
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many trees affecting the delicate process of converting carbon oxide into oxygen. It
had also affected food preparation by the trees.
He said of the 29 trees studied, only six fell under the moderately tolerant to
air pollutions category. None of these were tolerant to chemicals present in the air.
Mr. Patil said it was the duty of every individual to maintain a clean environment.
Workshop for sugarcane growers in Bidar
The Bidar Zillah Panchayat and Bapu Rural Development Society organized a
workshop for sugarcane growers on sustainable technology usage at Kanji village in
Bhalki taluk on Sunday.
Society president Kashinath Patil said the economy of the district depended on
the sugarcane crop to a large extent as it was cultivated on over 40,000 acres.
However, due to outdated cropping techniques, the yield is just 25 to 30 tons
per acre, which is less than the State average. Farmers can get higher yields with
lower costs by using sustainable technologies and optimum water management, he
said.
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Technical expert Madhukarrao Nyalkal, leaders such as Hanmanthrao Patil
Shesherao Bhadroji, Baburao Joldabka, Manikappa Pawadshetty and Vijaykumar
Karkapalli were present.
Pollution taking its toll on people's health'
Training programmed on environment conservation and management for taluk-
level officers was held.
The Environment Management and Policy Research Institute (EMPRI),
Bangalore, conducted the programme. Chief Executive Officer of the Mysore Zillah
Panchayat G. Satyavathi inaugurated the programmer.
S.J. Vikash, Project Officer, EMPRI, presented an overview of the
programme. Officials from the Karnataka State Pollution Control Board, Department
of Forests, and representatives from several NGOs spoke on environment and
conservation of forests as well as the role of the community in protecting the
environment.
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Kashinath Patil, president, Bapu Rural Development Society, Bidar, who
focused on the need to reduce pollution, said that nearly 30 per cent of the urban
population was suffering from asthma, bronchitis and lung ailments owing to rise in
air pollution in cities.
Requirement of cultivation of sugarcane
Climate: Sugarcane is basically a tropical crop requiring hot climate. But it
also grows well in subtropical climate. Therefore in India, sugarcane is grown right
from Punjab and Haryana in the North and Karnataka/TamilNadu in the down South.
It has wider adaptability and grows well where temperature ranges between 200C to
400c. It responds well to long period of sunlight (12 to 14 hours), high humidity
(above 70%) and high rainfall even up to 1500 mm. If assured irrigation water is
available, it can also be grown in areas where rainfall is low up to 500 mm. As
sugarcane crop remains in the field for more than 12 months, it withstands
temperature variations of winter (6 to 8 deg.cent.) and summer (40 to 420C)
Soils: Black to medium black soils up to 100 to 150 cm depth with good
drainage is most suitable. Sandy loam soils along the riversides are also good for this
crop. As the crop remains in the field for 12 to 18 months, good fertile soils are most
suitable. Water logged and Chopin soils which have no drainage are not suitable.
Preparatory tillage: Two ploughing should be given. First ploughing should be
20-25 cm. deep. After applying F.Y.M second ploughing is given across the first
ploughing. Then clods should be crushed by suitable implement or machine. Fifty
cartloads (20 MT) of F.Y.M. should be given at the time of preparatory tillage, and
properly mixed. The ridges and furrows are opened for irrigation. In black soils ridges
and furrows should be 1.2 m apart and in medium soils 1.o.m.apart.
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Seasons of Planting: There are three seasons of sugarcane planting :-
1. Assail Planted in the months of June/July. This crop remains in the field for
15 to 18 months.
2. Pre-season Planted in October November
3. Suru Planted in January.
4. Staggering of sugarcane planting in three seasons helps to ensure continuous
cane supply to the sugar factories, whose crushing season is 160 to 180 days from
mid-October or November onwards.
Varieties: There are different varieties for three seasons. However, some
varieties which have wider adaptability are grown in two or even in all the three
seasons.
1. Adsali Co 740, Co-M-88121, Co-86032
2. Pre-season Co-740, Co-7219, Co-8014
3. Suru - Co-740, Co-7219, Co-M-7125, Co-7527, Co-M-88121, Co-8014, Co-
86032.
Seed rate and Planting:
1. 25,000 sets of three eye buds per hectare when ridges are 1.2m apart
2. 30,000 sets of three eye buds per hectare if ridges are 1 m. apart.
3. Seed sets should be treated with fungicide before planting. There are two
methods of planting sets. A. Dry method & B. Wet method. If the soils are heavy and
black dry method is followed and if the soils are medium or light, wet method is
followed.
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Intercultural: As the crop remains in the field for a long period, intercultural
operations such as weeding/chemical weed control and earthen up are necessary. Pre-
emergent sprays of weedicides such Atrizin, Diron or 2-4 D in suitable concentrations
may be given. In addition, one or two weddings be given.
Fertilizers: Sugarcane is a very heavy feeder and hence it requires high doses
of fertilizers compared to other perennial crops. Total quantities of N, P & K for
sugarcane grown in three seasons are given below:-
Planting season Nitrogen Phosphorus Potash.
Kg/ha kg/ha kg/ha
a. Adsali 400 170
b. Pre-season 340 170
c. Suru 250 150
These quantities are given in four split doses and at critical growth stages.
First dose - at the time of planting
Second dose - 6 to 8 weeks after planting (tailoring irritation stage)
Third dose - 12 to 16 weeks after planting (when full growth is attained).
Fourth dose - when 1-2 internodes are developed and second earthen is given.
Irrigation: Water requirement of sugarcane is the highest of all. The total
quantity of water and number of turns to be given are different for the crop of three
seasons.
Yield: Yield depends upon the variety grown, season of planting and
cultivation practices followed. If the recommended doses of fertilizers are applied and
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optimum irrigation is given, then the expected yield varies from 110 MT to 170 MT
per hectare
Water requirement
No. of
Season turns
cm.
1. Adsali 350
2. Pre-season 250
3. Suru 225
Rooting: Sugarcane stem has an inherent ability of giving out new shoots from
underground stems. If proper care is taken, these shoots develop into normal cane.
This method of raising crop is called ratooning. Taking Raton crop is economical
because it saves labor on preparatory tillage, opening ridges and furrows and planting.
It also saves expenditure on seed material, as new sets are not required to be planted.
If proper care is taken of Raton crops as is taken of regular crop, Raton crop also
gives as much yield as ratoon crop. On account of these advantages, ratooning has
become very popular among sugarcane growers. Of the total area under sugarcane in
Maharashtra 40% is under ratooning.
Select healthy sugar cane plants. Sugar cane is easiest to find during the
harvest season, in late summer and early fall. If you can't find sugar cane plants at
your local garden center, it can often be found at roadside stands and farmer's
markets. Asian groceries also often stock sugar cane plants.
1. Look for long, thick stems, which are more likely to produce healthy new
plants.
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Chapter: 4
FINDING AND CONCLUSION
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Method of cultivating sugarcane
Split the sugar cane stems into foot-long pieces. Leave three to four joints per
piece, to make it more likely that each piece will produce a few sprouts. If the stems
have any leaves or flowers, go ahead and remove them.
Dig furrows in a sunny planting spot. Sugar cane stems are planted
horizontally on their sides, in four-inch deep furrows, or trenches. They need full sun,
so choose an area that isn't shaded. Dig furrows long enough to fit each piece of cane
you're planting, and space the furrows one foot apart
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Use a spade or hoe, rather than a shovel, to make it easier to dig the furrows.
Large scale sugar farmers ideally have more sophisticated equipment to dig
these furrows.
Moisten the furrows. Use a hose to lightly moisten the furrows to prepare them
for the sugar cane. Make sure the water has drained and there are no remaining
puddles before you plant
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Plant the sugar cane. Place the stems horizontally into the furrows. Cover them
with soil. Do not plant stems upright, or they will not grow.
Wait for the sugar cane to grow. In the spring, usually in April or May, shoots
will start to grow from the nodes of the stems. You'll see them breaking through the
soil to form individual sugar cane stalks, which will grow quite tall by summer's end.
Fertilize the sugar cane with nitrogen. Since sugar cane is a type of grass, it
thrives on nitrogen-rich fertilizers. You can fertilize the sugar cane plants with
standard grass fertilizer, or go for an organic option: chicken manure. Fertilizing just
once, when the sprouts first emerge, will help the sugar cane grow strong and healthy
so you'll have a good harvest in the fall.
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Weed the planting bed often. Sugarcane will grow under harsh conditions, and
requires little maintenance except from weeding. Don't neglect the planting bed, since
weeds could choke out the new sprouts before they have the chance to thrive.
Constant weeding is necessary until the canes grow large enough to shade and choke
out most weeds on their own.
Wait until fall to harvest. Sugar cane plants should be left to grow for as long
as possible before the first frost of the year. If they are left in the ground after the first
frost, you will not be able to use your plants to make sugar syrup.
If you live in a place with long, cold winters, play it safe and harvest your
sugar cane by the end of September.
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If you live in a place with mild winters, you may be able to let your sugar cane
grow until late October.
Use a machete to cut the canes close to the ground. The mature stalks will be
tall and thick, similar to bamboo, so simple garden shears won't cut it. Use a machete
or a saw to cut the sugar cane as close to the ground as possible, so you'll be able to
make use of as much of the plant as possible
Don't hack into the ground. You don't want to damage the roots of the
established sugar cane plants. If you leave the roots in the ground, your sugar cane
will come up again next year.
Strip the leaves from the cut sugar cane. Be sure to wear gloves since the
leaves are quite sharp. Use them to cover up the planting bed. The leaves will act as
organic,Mulch that will protect the sugar cane roots over the winter. If you don't have
enough leaves to cover the whole bed, use some extra straw to finish the job
Scrub the stems. After a season outside, they'll have mildew and dirt on them.
Use warm water and a scrub brush to scrub dirt and debris from the stems until they're
completely clean.
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Chop the stems into one-inch sections. The stems will be quite stiff, so a meat
cleaver is a better tool for the job than a knife. Chop the stem into small sections, and
then chop those in half so you have a pile of small pieces of sugar cane.
If you had a commercial sugar cane press, chopping the stems wouldn't be
necessary. On large farms, juice is extracted from sugar cane using huge, heavy
presses. There is no equivalent machine suitable for home use, so the chop-and-boil-
method is used instead.
Boil the sugar cane pieces in a large stockpot filled with water. The sugar is
extracted through a long process of boiling the pieces down for about two hours. The
sugar water is ready when it has the same flavor as a piece of raw sugar cane. You'll
have to taste-test it to determine when it's ready.
Another clue is to look at the sugar cane pieces. After a few hours, the color
will turn to a light brown, which indicates the sugar has been extracted.
Check the pot every half hour or so to make sure that the pieces are still
covered with water; if not, add more.
Pour the sugar water through a strainer into a smaller pot. Use the strainer to
catch all the fibrous pieces of sugar cane. You don't need these anymore, so you can
discard them.
Cook down the sugar water to turn it into syrup. Boil the sugar water until it
cooks down significantly and takes on the texture of thick syrup. This can take
anywhere from one to two hours, so be sure to monitor the pot to make sure you don't
overcook it. To test whether the syrup is ready, dip a cold spoon in the pot and check
the texture.
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If you like your syrup on the thin side, you can remove it from heat when it
still easily slides from the back of the spoon.
For thicker syrup, remove it from heat when it coats the back of the spoon
instead of slipping right off.
Pour the syrup into a glass canning jar. Place a lid on the jar and allow the
syrup to cool completely before storing it in a cool, dry place.
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CONCLUSIONS
Lack of Funds Most of the NGOs in India is suffering from paucity of funds.
Government does not give cent percent grants in aid or make delay in sanctions of
grants for numerous programmers. NGOs have to make matching contributions
which they are sometimes unable to manage and are, therefore, unable to avail
themselves of the grants. Now a days charity is not so strong in the minds and hearts
of the people as it was in the ancient society.
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Lack of Dedicated Leadership qualities of the leaders in NGOs determine the
quality and condition of the services rendered by any organization. Especially
dedicated leadership, Leadership for the sake of Leadership is a most important
governing factor in this regard. In the post independence era, unfortunately, the
NGOs faced the crisis of leadership as the leaders who pioneered voluntary action
and worked for it with spirit of devotion and dedication choose to enter politics to
find berths in legislatures and parliament thus creating a vacuum for dedication
leadership in NGOs. With some expectations the leadership is concentrated in the
hands of elderly people. The style of functioning of these elderly people exhibits
authoritarianism and frustrates younger people who are embodiments of new ideas,
initiatives and innovation which are not allowed to bt expressed and practiced.
Inadequate Trained Personnel it is believed that the personnel working in
NGOs may be of personnel working in such organizations is a sense of dedication and
commitment and interest in the social services. NGOs earlier were assumed to be
served by unpaid social workers imbued with the spirit of service and did not require
any special education or training. But the present trends that are having professional
education are not interested to work with NGOs. Their vision has been changed and is
interested to work in urban areas only. Therefore, it is very difficult to get trained
persons who are either willing or trained to work in the rural society where most of
NGOs work. Moreover, these professionally trained persons have high expectations in
terms of salaries, status, opportunities for their growth in the career of their choice.
Moreover, most of NGOs due to lack of funds cannot able to spent some more funds
for giving training to the personnel employed in the organization .Some of NGOs are
in fear of personnel who may shift to another big NGO after taking training from it.
Page 32
Misuse of Funds It is the matter of fact that some unscrupulous elements have
made fortunes by floating NGOs for their personnel gains and managing grants from
the government. It is a common experience that there have been serious charges of
misuse and misappropriation of funds received as granting-aid form the government,
foreign donors and raised through their own resources by the most of the NGOs.
These NGOs may reflect its image to other NGOs who are working with dedication
and commitment.
Monopolization of leadership It has been observed that there is a growing
tendency towards monopolization and interlocking of leadership at the top level of
voluntary action groups and organizations as is reflected in the same person being the
president in one organization, secretary in the other, treasurer in the third and a
member of the executive in the fourth. This interlocking of leadership can be
advantageous in formulating, coordinated policies, programmers and activities,
facilitating exchange of technical know-how and experience and mobilizing people
for a common goal. But the greatest disadvantage of such leadership is that fresh
blood is not allowed to flow into the organization and leadership.
Lack of Public Participation NGOs are meant to provide opportunities to the
citizens for democratic participation but they have not been able to fulfill this
obligation due to the method and manner in which they function, and failed to attract
people, interested in construction work and develop channels for peoples enthusiastic
participation. Some of the factors responsible for such a state of affairs are general
backwardness of the people, absence of adequate number of dedicated persons, over
emphasis on targets and time bound programmers, political interference and vested
interests, easy availability of funds without proper planning and assessment of felt
Page 33
needs and safeguards for the community, distrust of agencies and workers who do not
have a base in the community and are unable to win its support and lack of
decentralization which could give a feeling of being partners in development rather
than development being thrust from above.
Centralization in Urban Areas NGOs is more developed in urban areas as
compared to rural areas. The backwardness and ignorance of the rural people and lack
of enthusiasm among social workers to among them in the absence of availability of
minimum comforts are the two important reasons for the backwardness of the NGOs
in rural areas.
Lack of Coordination The absence of coordination between NGOs existing at
local, state and national level has laid to the common problems such as overlapping,
duplication, no coordination etc, The absence of such a common forum also
incapacitates NGOs to offer united stand against the government when it humiliates
them by extraneous considerations at the behest of politicians and egoistic
government officers. Moreover, the state of affairs also does not facilitate exchange of
information, data collection, research, training and publication and also does not
create favorable conditions where common difficulties can be placed before the
government.
Lack of Volunteerism/Social work among Youth The basic characteristic of
NGO is volunteerism. In early days, youth are making their career in volunteerism but
that enthusiasm seems to have faded these days. The extent of volunteerism is
declining day by day and turning it into professionalization. Even the young graduates
from social work are interested in making their career in professionalism. This leads
to lack of efficient volunteers in NGOs.
Page 34
Modernization Because of modernization, professionalization and introduction
of management techniques, the traditional NGOs need certain minimum,
infrastructure and administrative expenses. Unfortunately, grants-in-aid rules do not
allow for such administrative expenditure except contingencies. This leads to
evaporations of traditional NGOs in the country which use to lead by great leaders.
ANNEXURE
2014-2015
Vocational training to educated unemployed youth under modular employable
scheme given to poor students of rural based for getting them employment
opportunities in govt., semi govt. and Private Sector Company / organizations. About
300 graduates, under graduated SSLC based student under grown this training out of
which 70% of participates are from poor family who are living below the poverty line.
In cooperation with the govt. industrial training institute Bidar about 120 persons got
the employed in privet sectors
A vocational training to the poor women who studied up to Xth standard and
left education as they are living below poverty line. 450 hours of training given for a
batch of 30 students from 28-05-2014 to 31-05-2015 out of the 50 students 34
successful to whom jobs were allotted in MES govt.
Women Empowerment workshop held at veterinary university Bidar regarding
production of Milk by product
In this five village SHG group members participated in this women
empowerment workshop held at veterinary university , women and children welfare
Anganwadi workers and poor women social groups for development of their living
Page 35
standards. The workshop was conducted in coordination with NABARD and
veterinary university Bidar. The workshop was inaugurated by Dr. Ustargi Dean of
veterinary college, Bidar, presided by Bapu rural society president Mr. Kashinath
Patil veterinary university assistant professor honnapgol and other technical person
explained about the milk by product preparation, packing and marketing which has
much demand.
TRAINING
A framer training on sustainable sugar cane imitative was conducted at sugar cane
modern technology training center Kanji dist: Bidar during the month of June 2014
A sugarcane growing farmer work shop held in coordination with NSSK
Janwada, Bidar where in about 300 sugarcane growing farming participated and
information regarding the modern technology and water management in respect of
sugarcane farming.
Dental health check up camp:
In collaboration with SB Patil Dental College and hospital, dental health check
up camp conducted at higher primary school Markhal village, Bidar. All the students
were given, three toothpaste and toothbrush an awareness program was held. A
general health cheek up camp inaugurated by Dr.Subhash Bashetty, president Bidar
rotary fort club. Mr.Zaheer Anwar, tq: Panchayat member and grenm panchayat
member participated.
Future Plans :{ 2015-2016}
Focus on Biodiversity Environment and Bio-Fuel development and promotion
Page 36
Sustainable sugarcane initiative and farm sector development agriculture ,
horticulture , dairy development , cottage industries and agriculture allied activities in
order to help the poor youth and farmers for their economic development
Capacity of building field visits training to sugar cane farmers and visit to the
model fields at Bijapur, Bagalkote and many other places
Focus on more on Bhuchentna Gram panchayat villages
To conduct gender training for both men and women
To focus on formation & strengthening of childrens Neighborhood
Parliament
To take women personal problem through counseling and legal actions
Page 37
CHAPTER: - 5
Recommendations and suggestions
Looking at the present situation, India is been struggling since many years to improve
the conditions of the poor, unemployed, farmers and the population who unfortunately
are below poverty line. These are the major subjects which we must think off, solving
this would lead to a better society and most of the social issues can be controlled.
One of the most important parts of this development is made by the NGOs
which contribute in this great social cause of serving people, helping them, guiding
them, motivating them and giving all the possible resources which the poor or needy
population of our country need.
But only these NGOs cannot change the country, for the betterment, the
citizens of the country must join hands in order to help the unprivileged. A social
responsibility is something which everyone must possess and possessing such would
help this country to be a better place.
All the NGOs have been contributing in this social cause, let us all help them
and cherish the cause for which they started working.
SOCIAL ISSUES OF INDIA RIGHT NOW
1. Animal Rights Welfare
2. Childrens rights
3. City and Town planning
Page 38
4. Civil rights
5. Consumer affairs
6. Corruption
7. Dowry
8. Education
9. Employment
10. Eve Teasing
11. Gender issues
Page 39
Chapter: - 6
Learning outcome
I had a wonderful experience by being a part of BAPU RURAL DEVELOPMENT
SOCIETY.
I am thankful to Mr. Kashinath Patil, founder and president, for allowing me to join
this society. I had my internship for four weeks.
I feel very obliged to work with this organization. I was able to learn much about the
NGO and their activities. I realized that its us who can change the future of this
country.
Conclusions
Bapu rural development society is grateful to NABARD Bangalore,
agriculture and horticulture departments, DGEI&T government of India and industrial
training instate Bidar for extending full cooperation for conducting the farmers work
shop and vocational training and Karnataka Rajya Vijnana Parishat , Bangalore , govt.
Karnataka zilla panchayat , agriculture & horticulture department , veterinary
university Bidar and all the community people with whom we work . We do find it
crucial to work on Mahatma Gandhi National Rural Employment Guarantee Scheme,
create awareness on right to information act and creating a platform for mens group
to strengthen their skill and focus on organic farming. they look forward for financial
assistance from the donors , corporate sector and from well wishers for your kind
support and cooperation
Page 40
Bio-fuel development R&D center opened at Kanji Bidar district in Co-
ordination with Karnataka state Bio-fuel development board Bangalore. under SSI
sugarcane sustainable initiative sugarcane plant nursery and sugarcane modern
technology training center open on 2nd Oct, 2014 continues the activity , periodical
training to the farmers
CERTIFICATE RECEIVED BY CHEIF MINISTER OF KARNATAKA
LET US STRIVE AND MAKE OUR FUTURE BETTER
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BAPU RURAL DEVELOPMENT SOCIETY

A non-governmental organization (NGO) is an organization that is neither a

part of a government nor a conventional for-profit business

Usually set up by ordinary citizens, NGOs may be funded by governments,

religious, or other interests.

made it possible for certain approved specialized international non-state agencies

i.e., non-governmental organizations to be awarded observer status at its

government control can be termed an "NGO", provided it is not-for-profit, no

prevention, and not simply an opposition political party.

and primary health centers in India.

consistently. In some countries the term NGO is applied to an organization that in

another country would be called an NPO (nonprofit organization), and vice-versa.

"orientation" and "level of operation". An NGO's orientation refers to the type of

improving health, or development work. An NGO's level of operation indicates the

scale at which an organization works, such as local, regional, national, or

One characteristic these diverse organizations share is that their non-profit

such as climate change, malaria prevention or a global ban on landmines. Public

International non-governmental organizations have a history dating back to at least

Disarmament Conference. However, the phrase "non-governmental organization"

Organization in 1945 with provisions in Article 71 of Chapter 10 of the United

governments nor member states see Consultative. The definition of "international

it is defined as "any international organization that is not founded by an international

development was recognized in Chapter 27 of Agenda, leading to intense

declining in periods of crisis.

Rapid development of the non-governmental sector occurred in western

countries as a result of the processes of restructuring of the welfare state.

and was an important part of the Washington consensus.

international organizations such as the World Trade Organization were centered

mainly on the interests of capitalist enterprises. In an attempt to counterbalance this

trend, NGOs have developed to emphasize humanitarian issues, developmental

representatives of NGOs came to play a central role in deliberations. Some have

of some top-heavy, global structures. For instance, in 1994, former UN envoy

to Somalia Mohamed Sahnoun published a book entitled "Somalia: The Missed

provide humanitarian assistance, they were totally outperformed by NGOs, whose

safety of their desks in Nairobi. The refusal of Boutros Boutros-Ghali, then UN

income-expenditure statements with the Registrar of Societies. Of around 30 lakh

- See more at: http://indianexpress.com/article/india/india-others/india-has-31-

In India nonprofit / public charitable organizations can be registered

as trusts, societies, or a private limited nonprofit company, under section-25

are self-governed by a board of trustees or managing committee/ governing council,

comprising individuals who generally serve in a fiduciary capacity; (c) produce

non-profit-making, in as much as they are prohibited from distributing a monetary

residual to their own members.

Section 2(15) of the Income Tax Act which is applicable uniformly

throughout the Republic of India defines charitable purpose to include relief of

public utility. A purpose that relates exclusively to religious teaching or worship is

not considered as charitable. Thus, in ascertaining whether a purpose is public or

to be selected, constitute a substantial body of the public. A public charitable purpose

benefit of workmen or employees of a company, however numerous have not been

held to be charitable. As long as the beneficiaries of the organization comprise an

of a certain religious persuasion, would not affect the organizations public

INTRODUCTION TO THE ORGANIZATION

Founder & President

Hon. President , Bidar district rural development society

Chief advisor & A.O, N.M.M.S. Govt. P.H.C. Chintaki

Member of Bharat Krishik Samaj, New Delhi.

Member, Rotary Club-Bidar Fort

Office Sangameshwar Nilaya, Raghavendra colony, Bidar

Residence 34, Padmanjali S.B.H Bank colony, Opp K.E.B, Bidar

To promote Information collaborations and Constructive communication

between NGOs, to develop effective partnership with each other.

Networking for the access, sharing and dissemination of information

collaboration and partnerships between NGOs themselves and with other