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Analysis of Deepalaya NGO

By csandaka Apr 22, 2014 1281 Words
Indian Social and Political Environment
End Term Exam
Submitted to
Prof. Vandana Swami
Sandaka Chaitanya Kumar (133091)

Section A
Indian Institute of Management, Udaipur

Deepalaya Education Society, Delhi:

“Give a man a fish and you feed him for a day; teach a man to fish and you feed him for a lifetime”. Deepalaya, a non-government organization strongly believes on this philosophy to self-sustain and empower people to live on their own. Established in the year 1979 (Wikipedia, 2014), with a motto of fighting against illiteracy, its vision is to work on empowering rural and urban poor, with a special focus on children. Deepalaya Education Society is one arm of Deepalaya which works in the field of education. Deepalaya Education Society, based out of Delhi started its operations with an annual budget of 17,500 INR, serving five students and two children. Over the years it has grown steadily reaching 270,000 children in states like Delhi, Uttarakhand, Uttar Pradesh and Haryana (deepalaya, 2014). It has now become a role model for education based NGO’s. Apart from education, Deepalaya also works on other social issues with programs like Community Health, Women empowerment Institutional care, Vocational training for differently abled people. To work for a greater cause and to come out with meaningful interventions, Deepalaya in collaboration with government and other agencies works on some initiatives. Nature and quality of work:

Delhi, the national capital region over the years has seen a tremendous development. But, in and around Delhi there are many slums where literacy rate is very low. Deepalaya, identified places like Mewat where the literacy rate is only 33 %( as per 2002 census) and is even worst among females. Throughout its journey it has built 337 schools (deepalaya, 2014) some of which have been recognized by Central Board of Secondary Education. Schools in areas like Gole Kuan, Gusbethi, Kalkaji, Sanjay colony which are built in 1990, major focuses on students from slums and economically backward and weaker sections. As per the latest annual report, Depaalaya tried to maintain a girl boy ratio of 46:54 with total student strength of 3273 (Annual Report 2012-13). Programs at Deepalaya:

Education on wheels: A large section of people stills believes that education is a part of luxury and is not interested in sending their children to schools. Deepalaya, over the years made a significant impact on the mindset of parents about education and helped them in understanding the benefits of it. Education on wheels is one such program started in the year 2006, which helps in achieving their goal. They purchased a bus which is equipped with computers, boards, charts and messages describing the importance of education. As part of awareness program, this bus would travel around places Delhi and provide teaching to children of different age groups. Father and Daughter alliance: India being a developing country, still some sections believes girl child as a burden and trouble to the family. Considering this fact, Deepalaya strongly believes that empowering girl child with education and skills to work would not only uplift her, but also can share the knowledge with her present and future family which would serve a larger cause. Father and Daughter Alliance is one such program which targets children especially girls who lack formal education or dropouts. Apart from providing education facilities they also encourage them to take part in some of the skill trainings such as sewing, arts and computers. In the academic year 2013 they have identified and enrolled 140 girl children (deepalaya, 2014). Outreach Strategy, Financial Resources and Planning:

Over three decades of its successful journey, Deepalaya besides facing some tough situations achieved many milestones and achievements. The success it is enjoying today can be related to its formal planning and structuring in 2002. To make the organization sustainable to take up greater challenges, Deepalaya equipped it with organizational structures such as Advocacy and Networks, corporate governance, HR department and also formed a strategic planning group. As part of its strategic planning a vision and mission statement was built and identified feasible sector wise programs which can be implemented. As a result of this strategic planning and focus they could reduce the percentage of foreign funds to 57% and increased the contributions from India to 43% (Institutional Memory Yatra, 2008). Today, Deepalaya has an international foot print with offices located in U.K., U.S. and Germany. Charities Aid Foundation, JohnNickson, Helpage India are some of the foundations through which Deepalaya is being funded. Apart from foundations, a major part of its funding is from corporate houses which include companies like Huawei, Tech Mahindra, IBM and Cargill. For the financial year 2013, funds through corporates accounted for 2.05 Crores INR (deepalaya, 2014). Analysis of Deepalaya and its Road Ahead:

Deepalaya over the years have gained a good reputation and achieved many milestones. According to me one critical factor for its success is its strategic planning. It is very difficult and worth appreciable for a Non-government Organization to come up with a formal organizational structure with separate divisions such as HR and legal Advisory groups. Apart from planning, another major success factor for the organization is its funding. Having an international foot-print for donations and funding’s from International foundations is not an easy task to achieve. Collaboration with corporate houses helped in reaching out its helping hands to more sections. Annual financial reports and transparency in its work has gained a special focus for Deepalaya. Working in the field of education Deepalaya had a significant contribution in changing the mindset of parents about education and helped them in understanding the importance of it. Significant number of students has enrolled over the years and many success stories are released by the NGO through quarterly newsletters. These success stories have built in confidence among many other students. A large number of volunteers have come forward to join for the greater cause. Deepalaya is now in a confident position to look and plan for future programs. Challenges are inevitable for any successful organization; even with its formal HR structure it is difficult to retain teachers knowing the fact that growing and developing economy would provide them better opportunities. Extending its operations to other states requires a huge number of trained staff and identifying people with a commitment to social development is very difficult. Most of the schools under Deepalaya are yet to be recognized by the government. With government schools coming up with facilities like mid-day meals and other benefits, would certainly have an impact on Deepalaya’s operations. Would funds from handful of corporate houses and International foundations to train, develop skills and motivate staff is still a larger question to be addressed. Collaborations with corporate houses would bring in lot of funds and helps in smooth functioning. But such collaborations have a high chance of domination in decision making and designing of programs. Moreover, such collaborations might generate a negative impact on the organization. There are many cases where NGO’s final say or decisions are laid in the hands of Corporates. Conclusion:

With its formal strategic planning and clear structure I hope to see the belief in the values of Deepalaya would scale them to further heights. It has been highly appreciated by the local community in Delhi and there are schools which are established because of the requests from local communities. With its continuous corporate support, Deepalaya should extend its collaboration with government institutes in working for a greater cause. Focusing on states with least literacy rate would definitely help for a greater cause. It is always welcoming to see Deepalaya extending its operations across all the states in India in near future.

(n.d.). Annual Report 2012-13. Delhi.
deepalaya. (2014). Retrieved March 23, 2014, from Home Page: (2008). Institutional Memory Yatra. Delhi.
Wikipedia. (2014). Retrieved March 23, 2014, from

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