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John D. and Catherine T. MacArthur Foundation;
Throughout its engagements in India, the John D. and Catherine T. MacArthur Foundation has focusedon building in-country capacity that supports long-lasting change and betters the health and well-beingof those in the country. As the Foundation's Population and Reproductive Health (PRH) engagementscame to a close in 2019, it considered how to leave the field and stakeholders in India poised to take onthe ongoing task of improving maternal health—a key to achieving social, financial, and physical wellbeing. Recognizing quality as the linchpin for making more progress on maternal health, the MacArthurFoundation focused its final PRH grants on improving maternal health quality of care (MHQoC) in India.This final round of funding in India supported long-standing work designed to transition the country tothe next phase and launch promising innovations. Using information collected from the final phase ofthe MHQoC strategy (April 2018 through July 2019), this report represents the culminating review of thestrategy, assesses its contributions to the quality of maternal health care, and considers the implicationsfor the future of the field. Results are presented by each of MHQoC strategy's three core substrategies:supply, demand, and advocacy.
Philanthropy in this report refers only to personal philanthropy. It does not include corporate giving or Corporate Social Responsibility (CSR) spend. The term 'big philanthropy' is used for the philanthropy of Ultra High Net Worth Individuals (UHNWIs). Throughout the report, 'philanthropist' refers to Ultra High Net Worth Individual philanthropist. This usage is only for brevity, as the scope of this study is focused on philanthropy of the very wealthy, rather than the entire universe of remarkable philanthropists who come from all walks of life, and are equally, if not more generous than the subjects of this study. This should not give an impression that the authors and editors believe that only Ultra High Net Worth Individuals can be philanthropists.The study recognizes the right of the philanthropist to deploy her own wealth. The intent is to aid her thinking and decision making so that assessing potential risks and pitfalls of proposed philanthropic interventions becomes integral to the act of philanthropy. Suggestions made here should be considered by philanthropists in the context of their work. This study emphasizes the need to detail the social risks and pitfalls of big philanthropy before funding or implementing large interventions. Many experts speak of the need for wealthy philanthropists to take more financial risk and use their philanthropy as risk capital towards ambitious social goals. While highlighting the need to minimize social risks, this study, in no way implies that philanthropists should not take financial risks. While the study touches upon a third kind of risk – personal or reputational risk to philanthropists, it does not examine it rigorously.
This report is the product of a newly launched, multiyear Pay‑What-It-Takes (PWIT) India Initiative committed to building stronger, more financially resilient NGOs. The initiative is led by The Bridgespan Group and the five anchor partners: A.T.E. Chandra Foundation (ATECF), Children's Investment Fund Foundation (CIFF), EdelGive Foundation, the Ford Foundation, and the Omidyar Network India. Each partner believes strongly in the importance of better understanding true costs and approached the initiative from a different perspective.
Bain & Co.;
Over the last decade, philanthropy has been able to contribute in a big way to India's fast-maturing development sector due to the significant rise in quantum of philanthropy, movement towards more structured approaches to giving, and growth and diversification of the support ecosystem. The India Philanthropy Report 2020, presented by Bain and Dasra, focuses on the need and opportunity to invest in India's most vulnerable, and showcases relevant case studies of solutions that could inspire such action.
Gender equality figures as the fifth goal in the list of Sustainable Development Goals (SDGs) initiated by the United Nations. Women's empowerment thus remains central to gender mainstreaming as well as economic, social, environmental and political development. Dasarathi views women's empowerment in two ways – the 'general and specific'. In the 'general sense' it is the process of accessing 'opportunities' and 'freedom' to become 'self-dependent'. In the 'specific sense' it refers to 'enhancing their position in the power structure of society'. Thus, control over economic resources, improved social status and political participation, along with control over their own lives 'enables them to move from the periphery to the centre stage' (Bhuyan, Dasarathi: Empowerment of Indian Women: A Challenge of 21st Century. Orissa Review, January – 2006).EdelGive Foundation through its different women empowerment and livelihood programmes has realised that entrepreneurship enables multiple positive outcomes for women themselves, families and the nation. These experiences suggest that Women Entrepreneurship develops women's capabilities to access economic opportunities, nurture their decision-making abilities and taking control over financial and nonfinancial resources.In order to develop further insights and data points about the pathway of entrepreneurship for young women from semi-urban and rural areas, EdelGive has initiated a national level landscape study covering Women Entrepreneurs (WEs) from different states in India. The study is expected to provide a comprehensive view of the challenges with respect to women's access and opportunities to resources for enterprise development and sustenance.
Azim Premji University;
This report documents the impact of one year of Covid-19 in India, on jobs, incomes, inequality, and poverty. It also examines the effectiveness of policy measures that have thus far been undertaken to offer relief and support. Finally, it offers some policy suggestions for the near and medium-term future.When the pandemic hit, the Indian economy was already in the most prolonged slowdown in recent decades. On top of this, there were legacy problems such as a slow rate of job creation and lack of political commitment to improving working conditions which trapped a large section of the workforce without access to any employment security or social protection.Our analysis shows that the pandemic has further increased informality and led to a severe decline in earnings for the majority of workers resulting in a sudden increase in poverty. Women and younger workers have been disproportionately affected. Households have coped by reducing food intake, borrowing, and selling assets. Government relief has helped avoid the most severe forms of distress, but the reach of support measures is incomplete, leaving out some of the most vulnerable workers and households. We find that additional government support is urgently needed now for two reasons - compensating for the losses sustained during the first year and anticipating the impact of the second wave.
Approximately one-quarter of the global population are women of reproductive age, most of whom menstruate every month.A core function of a woman's reproductive system, menstruation is a healthy and normal occurrence in the female body. However, it can—and often does—become a challenge when individuals lack access to the resources, infrastructure, and social support they need to appropriately manage it.This report captures key changes in the menstrual health and hygiene (MHH) space that have happened since the publication of An Opportunity to Address Menstrual Health and Gender Equity in 2016. We pay particular attention to the remaining gaps and highlight opportunities for further action and investment.
The rapid spread of COVID-19 has created a global health and economic crisis that is testing regions around the world. In response, foundations, corporations, and individuals have been disbursing funds to nonprofits to help communities cope with these unprecedented challenges. Candid has been closely tracking the global private philanthropic response to COVID-19 through news stories and other publicly available resources as well as from funders who have reported disbursements directly to Candid. In this report, the Center for Disaster Philanthropy and Candid look at the philanthropic dollars that were distributed for COVID-19 in the first half of 2020.
This guide illustrates how the climate crisis impacts funding portfolios and highlights where there are co-benefits with taking climate action. It looks at five key areas that we call 'climate intersections.'The findings and suggestions in this report are meant to shine a light on how you as a funder can increase your impact by applying a climate lens to existing work. You know your portfolio best, and are therefore well placed to think through what these intersections mean for your work. The report is also interspersed with case studies on funders and select NGOs who are already applying this lens to their work.
Each year, the Center for Disaster Philanthropy and Candid analyze global disaster-related funding from foundations, bilateral and multilateral donors, U.S. government agencies, corporations, and donations through donor-advised funds and online platforms. We analyze this funding according to a taxonomy that classifies giving by type of disaster and disaster assistance strategy. Philanthropic funding for disasters and humanitarian crises is situated within a large ecosystem of global aid. While assistance from governments far surpasses funding from foundations, institutional philanthropy still plays an important role. For example, foundations can choose to fill funding gaps and support underfunded areas of the disaster life cycle. Support for disaster risk reduction and preparedness can mitigate the impact of disasters, and many communities need sustained funding for the long road to recovery. We hope this analysis will aid donors in considering how to maximize the impact of their disaster-related giving.
Centre for Social Impact and Philanthropy at Ashoka University;
Strategic use of ever unpredictable financial resources. Lean yet nimble teams, structured to facilitate overall achievement of goals. Collaborations that prioritise knowledge, learning, and making interventions. An encouraging sector environment. Trust, transparency and communication among all stakeholders. These are necessary elements in commonly-held visions of effective social impact and philanthropy sectors, that utilise their shrinking resources well, proactively engage with their social, political and economic world and constantly innovate. The reality of India's social impact and philanthropy sectors, however, could not be further removed from this vision. Stuck in the pressures of sheer survival, saddled with a complex regulatory landscape and a challenging socio-political context, our vision for the social impact and philanthropy sectors has become a receding horizon, instead of a guiding compass.
John D. and Catherine T. MacArthur Foundation;
For more than 20 years, we have supported work to improve population and reproductive health in India. After making significant progress in this field, particularly in the areas of maternal health and rights, we are preparing to exit the population and reproductive health field in India and are supporting a concluding round of grantmaking focused on maternal health quality of care.Through this four-year strategy, we aim to advance maternal health by supporting a shift in the field's focus from access to quality of maternal health care. To accomplish this goal, the strategy backs three main areas of work or sub strategies: strengthening the supply of quality maternal health services, building the demand for quality services through accountability mechanisms, and building an evidence base and support for maternal health quality of care. The strategy officially launched in June 2015. Our evaluation partner, Mathematica Policy Research, documented early progress of the strategy through March 2017. Building on earlier evaluations of the strategy, this document provides findings from the midline evaluation covering April 2017 to March 2018.